Tackling crime - augmenting the virtuous circle

Unemployment and high crime rates tend to go together. A high crime rate is a disincentive to investment, attraction of skills and a damper on tourism and, therefore, exacerbates unemployment. A high crime rate also contributes to a social breakdown and encourages the emergence of bad trends, including mob justice in all its manifestations.

Even though tackling crime is not directly part of an economic policy, because of its direct impact on economic activity it is imperative to include it in any economic proposals.

It is really an intellectual game

 Development is really, ultimately, an intellectual game. 

 

The standard prerequisites for development are well known, but the power of intellect is hardly ever mentioned, if at all.

 

The fact that intellectual capital, intellectual wealth, trumps everything.

 

The intellect of a people to choose and elect the right leaders.

 

The intellect of the leaders to choose and doggedly follow the right policies.

 

The intellect to realise and understand that, ultimately, intellect trumps everything.

 

The intellect to realise that lack of natural endowments/resources does not doom you to failure, that there are many paths to development, that in fact, in a perverse but virtuous way, lack of endowments may actually be a blessing because it frees the intellect to think creatively, to innovate, not to depend on ‘natural capital’, but to depend on abundant, perpetual intellectual capital. Or, conversely, that abundant natural resources are not a prerequisite, nor do they ensure, development and that, perversely, if unaccompanied by intellectual power may actually be a ‘curse’ for they tend to lull the mind and promote lazy thinking.

 

Give me a resource rich country, and I’ll give you a country with none but is at the top of all human and economic development indices.

 

All that is required is to free the intellect and shun lazy thinking like the plague.

Mother Teresa

Where are the Mother Teresas in South Africa? People who are in it not for the careers or the thrill of political debate, but who genuinely want to change people’s lives for the better.

People who are not only able, but prepared to walk in someone else’s shoes, especially the poor and marginalised, the wretched of the earth.

South Africa has got the means to uplift everybody out of abject poverty. At some point, the fact that it’s not happening, somebody has to own the failure, accept the blame. The billions that are squandered, whether it be through corruption or vanity or poorly conceived projects, the failure of economic policies, or policies that are wrong to begin with, somebody has to own that.

Ego trips are not going to help the people. Genuine and implementable solutions will. 

Penetration

 Penetration: The proportion of people in the target market who bought (at least once in the period) a specific brand or a category of goods.

 

 

 

Two key measures of a product’s “popularity” are penetration rate and penetration share. The penetration rate (also called penetration, brand penetration, or market penetration as appropriate), is the percentage of the relevant population that has purchased a given brand or category at least once in the time period under study.

 

EXAMPLE: Over a period of a month, in a market of 10,000 households, 500 households purchased Kill Now brand of flea killer.

 

 

 

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A brand’s penetration share, in contrast to penetration rate, is determined by comparing that brand’s customer population to the number of customers for its category in the relevant market as a whole. Here again, to be considered a customer, one must have purchased the brand or category at least once during the period.

 

 

EXAMPLE:  Returning to the flea killer market, during the month in which 500 households purchased Kill Now, 2,000 households bought at least one product of any brand in this category. This enables us to calculate Kill Now’s penetration share.

 

 

 

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Decomposing Market Share

 

Relationship of Penetration Share to Market Share: Market share can be calculated as the product of three components: penetration share, share of requirements, and heavy usage index.

 

 

Share of Requirements: The percentage of customers’ needs in a category that are served by a given brand or product.

 

Heavy Usage Index: A measure of how heavily the people who use a specific product use the entire category of such products.

 

In light of these relationships, managers can use this decomposition of market share to reveal penetration share, given the other inputs.

 

 

EXAMPLE:  Eat Wheats brand cereal has a market share in Durban of 6%. The heavy usage index for Eat Wheat cereal is 0.75 in Durban. Its share of requirements is 40%. From these data, we can calculate the penetration share for Eat Wheats brand cereal in Durban:

 

 

 

The Power of Depreciation and Amortisation

Depreciation is a prime example of what accountants call a non-cash expense[1]. Right here, of course, is where they often lose the rest of us. How can an expense be other than cash? The key to that puzzling term is to remember that the cash has probably already been paid. The company already bought the truck. But the expense wasn’t recorded that month, so it has to be recorded over the truck’s life, a little at a time. No more money is going out the door; rather, it’s just the accountant’s way of figuring that this month’s revenues depend on using that truck, so the income statement better have something in it that reflects the truck’s cost. Incidentally, you should know that there are many methods to determine how to depreciate an asset. You don’t need to know what they are; you can leave that to the accountants. All you need to know is whether the use of the asset is matched appropriately to the revenue it is bringing in.

Amortisation is the same basic idea as depreciation, but it applies to intangible assets. These days, intangibles are often a big part of companies’ balance sheets. Items such as patents, copyrights, and goodwill (to be discussed further in a later lesson) are all assets – they cost money to acquire, and they have value – but they aren’t physical assets like real estate and equipment. Still, they must be accounted for in a similar way. Take a patent. Your company had to buy the patent, or it had to do the research and development that lies behind it and then apply for it. Now the patent is helping to bring in revenue. So, the company must match the expense of the patent with the revenue it helps bring in, a little bit at a time. When an asset is intangible, though, accountants call that process amortisation rather than depreciation. I’m not sure why – but whatever the reason, it’s a source of confusion.

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[1] A non-cash expense is one that is charged to a period on the income statement but is not actually paid out in cash. An example is depreciation: accountants deduct a certain amount each month for depreciation of equipment, but the company isn’t obliged to pay out that amount, because the equipment was acquired in a previous period.

Real Options and Decision Trees

If financial managers treat projects as black boxes, they may be tempted to think only of the first accept-reject decision and to ignore the subsequent investment decisions that may be tied to it. But if subsequent investment decisions depend on those made today, then today’s decision may depend on what you plan to do tomorrow.

When you use discounted cash flow to value a project, you implicitly assume that the firm will hold the asset passively. But managers are not paid to be dummies. After they have invested in a new project, they do not simply sit back and watch the future unfold. If things go well, the project may be expanded; if they go badly, the project may be cut back or abandoned altogether. Projects that can easily be modified in these ways are more valuable than those that do not provide such flexibility. The more uncertain the outlook, the more valuable this flexibility becomes.

That sounds obvious but notice that sensitivity analysis and Monte Carlo simulation do not recognise the opportunity to modify projects. In real life, if things go wrong with a project, the company would abandon to cut its losses. If so, the worst outcomes would not be as devastating as a sensitivity analysis and simulation may suggest.

Options to modify projects are known as real options. Managers may not always use the term real option to describe these opportunities; for example, they may refer to “intangible advantages” of easy-to-modify projects. But when they review major investment proposals, these option intangibles are often the key to their decisions.

A primer on pricing, Why is Movie Theatre Popcorn So Expensive?

 To say it is where the theatre owners make their profits is true, but begs the question of why they do not make the profits from ticket sales and sell more popcorn at closer to cost? Eating popcorn is certainly part of the experience of going to the movies, and people will pay for it, yet this explanation is still incomplete.

 

Assuming theatre owners want to maximise their profits, what do they know the rest of us, perhaps, do not? The consummate economist Steven Landsberg provides the answer:

 

I believe he knows this: some moviegoers like popcorn more than others. Cheap popcorn attracts popcorn lovers and makes them willing to pay a high price at the door. But to take advantage of that willingness, the owner must raise ticket prices so high that he drives away those who come only to see the movie. If there are enough non-snackers, the strategy of cheap popcorn can backfire.

 

The purpose of expensive popcorn is not to extract a lot of money from customers. That purpose would be better served by cheap popcorn and expensive movie tickets. Instead, the purpose of expensive popcorn is to extract different sums from different customers. Popcorn lovers, who have more fun at the movies, pay more for their additional pleasure (Landsberg, 1993).

 

This answer is more precise, since the important point is that “some moviegoers like popcorn more than others,” and the theatre owner cannot separate these customers when they are outside queueing up for the movie. A method was needed to separate the snack eaters from those who just want to watch the movie, which the concession stand provides since it allows the customers to divide and self-identify themselves. This may seem a subtle point, but it is highly profitable, since segmenting different types of customers allows the theatre owners to charge them varying prices depending on the value received.

 

Students, children, and people with large families are usually more price sensitive, and not likely candidates to spend money on snacks. The theatre owner does not want to turn these customers away, and hence keeps the box office price lower by charging higher prices to snack eaters. What you are really buying when you purchase a movie ticket is an opportunity set – a chance to enjoy the movie, or to enjoy it with popcorn. Economists call this a two-part tariff, defined as a pricing strategy in which the customer must pay a fee in exchange for the right to purchase the product. Examples abound of this strategy: country clubs charging membership fees and monthly dues; Gillette charging for the razor then the blades; amusement parks charging an entrance price followed by a price for each ride (R. Baker, Pricing on Purpose, 2006)