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Tag Archives: profit

Invention, Profit and Economic Growth

Saying that profit, not necessity is the mother of invention, economic historian John Steele Gordon starts his column in this week’s Barrons. His focus was the 18th century clipper ships that earned people like John Jacob Astor $50,000 for a single voyage between the US and China. Furs went to China, tea returned and, because of the invention of the clipper ship, the voyage was faster than ever before.

More speed, more trips, more profits.

The Gordon column reminded me of a book I always enjoy rereading. In How We Got Here, Andy Kessler looks at a history of technology and markets. Echoing Gordon, Kessler takes the reader through the history of the steam engine. He begins with 18th century English coal mines that flooded because they were below water level. Realizing miners needed something better than their vertical bucket brigade, Thomas Savery invented the Miner’s Friend, a steam powered mechanized pump.

Here we can fast forward, from the first steam engines to the steamboat (yes, there is lots in between). But that gets us back to the clipper ship and again, how the quest for profits leads to invention. When steam power became cheap enough, because of their speed and cargo capacity (10 times more than sailing vessels), steamboats replaced clipper ships. Merchants, whose transport costs could run as high as three-quarters of the price of an exported good, saw their opportunity.

Again, more voyages, higher volume, lower prices, bigger profits and soon, the next invention.

Wouldn’t Adam Smith (mass production) and David Ricardo (free trade) both be smiling?

Sources and Resources: Happily, here you can easily take a look at the Kessler book (my source for steamship stats) while the Gordon article is here. For good brief bios on Smith and Ricardo, the econlib library, here and here, is a handy link.

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Several years ago, I walked into my local bank branch at 5:55. Knowing that they closed at 6:00, I thought I had some time but they said I was too late. I said I had 5 minutes, they said no and by the time we had concluded our exchange, it was 6:00. They said they were closed and asked me to leave.

Fast forward to 2012. In a news article, bank analyst Richard Bove told how his mismanaged mortgage application, discourteous tellers, and fee problems made him decide to switch banks from Wells Fargo to Chase.

But…

Recommending Wells Fargo, in a research report, he said, “I’m struck by the fact that the service is so bad, and yet the company is so good.” Rather than customer courtesy, the bottom line grows from “pushing products and managing risk.”

His bottom line resounded. Recalling a recent post on Pepco’s lack of reliability during a week long Washington D.C. power outage, I again pondered what happens when better service has no impact on profits.

I also wondered in which market structure customer service might be most important. (Moving from more to less competition and from smaller to larger businesses) Perfect competition? Monopolistic competition? Oligopoly? Monopoly?

Any similar experiences? Please comment.

Dick Bove’s experience is described in this NY Times article, and here is an abstract for a Harvard Business Review report that concludes delighting customers won’t create loyalty but solving their problems will leave them satisfied.

 

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The History of the Elevator is About Innovation and Economic Growth

During the dot.com bubble, investors gave Boo.com $188 million, Geocities was purchased for 3.57 billion, and pets.com introduced us to sock puppet. None exist today.

Startup.com is an excellent documentary about the rise and demise of a similar dot.com. 

GovWorks.com was supposed to let you pay your parking tickets online. Convincing some investors that it was a good idea, the firm raised and lost close to $60 million. 

The story of govWorks.com illustrates perfectly the “air” that inflated the dot.com bubble.

The Economic Lesson

In this econtalk podcast, as Duke’s Mike Munger and George Mason’s Russell Roberts discuss profits, they also look at the role of entrepreneurs. Munger explains that being a successful entrepreneur is all about earning profits because you are able to allocate resources more effectively. As a result, an entrepreneur’s profits are ethical.

GovWorks.com never figured out how to implement their concept successfully.

An economic question: When are profits ethical? Unethical? 

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At first no one wanted to buy Jell-O. The year was 1902, the product was jiggly, and people had no idea how to serve it. Then, its producers went door-to-door with free cookbooks. And the rest of the story is history.

By contrast, from the start, King Gillette was able to sell his invention. With disposable razor blades an attractive alternative to keeping used blades sharp, he did not have to worry about “free” until his patent expired in 1921. However, more competition meant he had to get loyal razor users who would continue buying the blades. So, at a steep discount, he provided the US Army with Gillette razors and also sold them cheaply to banks for their “save and shave” campaigns.

You see where we are going. Called the “razor and blade” strategy, price your product as a loss leader and then make money on its complement(s).

And that takes us to the Kindle Fire. With its manufacturing cost higher than its selling price, Amazon is using the “razor and blade” strategy.

The Economic Lesson

For goods and services such as cookbooks and Jell-O, razors and blades, or the Kindle Fire and apps, when you increase the quantity demanded of one product through a low price, you can stimulate demand for its complement. The route to profits is just a bit indirect.

An Economic Question: Using 2 demand and supply graphs, how might you illustrate the impact of a low price for one product on its complement?

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