This document provides an introduction to the concept of cartels in economics. It defines a cartel as a group of firms in the same industry that collude to maximize profits. Cartels are able to earn profits that are 300-3000 times higher than non-cartel firms through raising barriers to entry and controlling prices and competition in their market niche. The document will examine the mathematical structure of cartels and provide two real-world examples of famous cartels, including the Medellin drug cartel and investment banking, to demonstrate how cartels operate.
This document discusses cartels, which are formal agreements among competing firms or countries to fix prices, marketing, and production to raise profits. It defines cartels and describes different types. Conditions for cartel success include the ability to detect and prevent cheating between members. However, cartels often fail due to a lack of trust between firms and cheating by overproducing or lowering prices. Examples of cartels discussed include OPEC and historical oil companies. American antitrust law prohibits cartel practices that reduce competition or create monopolies. The document concludes that cartel agreements are unstable and incentives remain to re-form broken cartels.
Cartels are formal organizations between manufacturers that agree to fix prices and production levels. They can be public or private. Cartels aim to control markets through price fixing and allocating territories, but often fail because the incentive for individual firms to cheat grows over time by lowering prices or overproducing. Notable examples include the aviation cartel between Indian airlines and the lysine cartel in the 1990s involving Archer Daniels Midland that was fined heavily for price fixing. In conclusion, while cartels seek to regulate competition, they are inherently unstable arrangements.
The document discusses cartelization and collusion trends in the aviation sector. It provides context on what cartelization is and how firms may organize to set prices, reduce competition, and share resources. It also examines some examples of cartelization efforts in the aviation industry, such as partnerships between Jet Airways and Kingfisher Airlines in India. The document outlines factors that can contribute to the sustainability of cartels and discusses the history of collusion in general terms. It analyzes several proposed alliances between major airlines that were rejected by regulators due to potential competitive effects.
The document discusses several types of cartels, including private cartels, public cartels, and drug cartels. It provides details on the history and operations of drug cartels, noting they were first established in Mexico in the 1980s and now affect countries worldwide. The economic impacts of drug cartels are also summarized, such as providing employment, generating cash flows, and spurring investments in real estate, cattle, and luxury goods. Several other cartels are briefly outlined, including the cement cartel in India, the De Beers diamond cartel, and the lysine cartel of the 1990s that increased prices by 70%.
Cartels are explicit agreements between firms in an oligopolistic industry to set output and prices. Firms form cartels to raise profits by coordinating their activities rather than competing independently. For a cartel to be successful, it needs low organization costs, control of the market, ability to detect and prevent cheating, and low expectations of government punishment. However, cartels often fail because firms don't fully cooperate due to lack of trust and cheat by producing extra output or lowering prices. While cartels raise prices and restrict supply, making goods unavailable, they are generally considered bad for society. Examples of cartels discussed include OPEC, Christie's and Sotheby's auction houses, and the Seven Sisters major oil companies
Caterpillar faces various foreign exchange risks including accounting/translation exposure from past exchange rate changes, transaction exposure from outstanding foreign currency contracts to be settled in the future, and operating exposure from potential impacts of future exchange rate changes on cash flows. To manage these exposures, Caterpillar uses hedging strategies such as foreign currency forwards and options, and aims to match foreign currency assets and liabilities.
Foreign direct investment (FDI) and multinational enterprises (MNEs) are linked - when a firm invests directly in a foreign country to produce or market a product, it engages in FDI and becomes a MNE. The presentation discusses factors that have contributed to growth in FDI over 30 years and industries receiving most FDI in Australia. It also addresses the shift in FDI from extractive/manufacturing industries to services and implications for MNEs, as well as why firms engage in FDI when alternatives exist and how location advantages influence these decisions.
Lockheed Martin is an American aerospace, defense, security, and advanced technologies company that has seen steady growth since 2013. An analysis of their financial ratios shows that Lockheed Martin is stable and efficient, with a beta of 0.59, positive returns on assets and equity, and a current ratio greater than 1. Their increasing cash flow from operating activities and stable net income indicate careful management of finances. While supplier power and competitive rivalry present challenges, Lockheed Martin has quality products and a strong position in its sector to withstand pressures on price. Their focus on stability amid economic and political uncertainties positions the company well for continued growth.
This document discusses cartels, which are formal agreements among competing firms or countries to fix prices, marketing, and production to raise profits. It defines cartels and describes different types. Conditions for cartel success include the ability to detect and prevent cheating between members. However, cartels often fail due to a lack of trust between firms and cheating by overproducing or lowering prices. Examples of cartels discussed include OPEC and historical oil companies. American antitrust law prohibits cartel practices that reduce competition or create monopolies. The document concludes that cartel agreements are unstable and incentives remain to re-form broken cartels.
Cartels are formal organizations between manufacturers that agree to fix prices and production levels. They can be public or private. Cartels aim to control markets through price fixing and allocating territories, but often fail because the incentive for individual firms to cheat grows over time by lowering prices or overproducing. Notable examples include the aviation cartel between Indian airlines and the lysine cartel in the 1990s involving Archer Daniels Midland that was fined heavily for price fixing. In conclusion, while cartels seek to regulate competition, they are inherently unstable arrangements.
The document discusses cartelization and collusion trends in the aviation sector. It provides context on what cartelization is and how firms may organize to set prices, reduce competition, and share resources. It also examines some examples of cartelization efforts in the aviation industry, such as partnerships between Jet Airways and Kingfisher Airlines in India. The document outlines factors that can contribute to the sustainability of cartels and discusses the history of collusion in general terms. It analyzes several proposed alliances between major airlines that were rejected by regulators due to potential competitive effects.
The document discusses several types of cartels, including private cartels, public cartels, and drug cartels. It provides details on the history and operations of drug cartels, noting they were first established in Mexico in the 1980s and now affect countries worldwide. The economic impacts of drug cartels are also summarized, such as providing employment, generating cash flows, and spurring investments in real estate, cattle, and luxury goods. Several other cartels are briefly outlined, including the cement cartel in India, the De Beers diamond cartel, and the lysine cartel of the 1990s that increased prices by 70%.
Cartels are explicit agreements between firms in an oligopolistic industry to set output and prices. Firms form cartels to raise profits by coordinating their activities rather than competing independently. For a cartel to be successful, it needs low organization costs, control of the market, ability to detect and prevent cheating, and low expectations of government punishment. However, cartels often fail because firms don't fully cooperate due to lack of trust and cheat by producing extra output or lowering prices. While cartels raise prices and restrict supply, making goods unavailable, they are generally considered bad for society. Examples of cartels discussed include OPEC, Christie's and Sotheby's auction houses, and the Seven Sisters major oil companies
Caterpillar faces various foreign exchange risks including accounting/translation exposure from past exchange rate changes, transaction exposure from outstanding foreign currency contracts to be settled in the future, and operating exposure from potential impacts of future exchange rate changes on cash flows. To manage these exposures, Caterpillar uses hedging strategies such as foreign currency forwards and options, and aims to match foreign currency assets and liabilities.
Foreign direct investment (FDI) and multinational enterprises (MNEs) are linked - when a firm invests directly in a foreign country to produce or market a product, it engages in FDI and becomes a MNE. The presentation discusses factors that have contributed to growth in FDI over 30 years and industries receiving most FDI in Australia. It also addresses the shift in FDI from extractive/manufacturing industries to services and implications for MNEs, as well as why firms engage in FDI when alternatives exist and how location advantages influence these decisions.
Lockheed Martin is an American aerospace, defense, security, and advanced technologies company that has seen steady growth since 2013. An analysis of their financial ratios shows that Lockheed Martin is stable and efficient, with a beta of 0.59, positive returns on assets and equity, and a current ratio greater than 1. Their increasing cash flow from operating activities and stable net income indicate careful management of finances. While supplier power and competitive rivalry present challenges, Lockheed Martin has quality products and a strong position in its sector to withstand pressures on price. Their focus on stability amid economic and political uncertainties positions the company well for continued growth.
Adam Sandler is an American actor and comedian born in Brooklyn, New York. He became famous for his comedic roles on Saturday Night Live and in popular comedy films of the 1990s like Billy Madison and Happy Gilmore that grossed over $100 million. Sandler is known for playing funny but kind-hearted main characters in his films and has also starred in more dramatic roles. He continues to write, produce, and star in his own successful comedy films into the 2000s and 2010s.
This document discusses oligopolies and game theory. It explains that when there are few dominant firms in a market, they can engage in practices like price fixing to restrict output and fix higher prices. This allows them to recognize their interdependence and act together to maximize joint profits. However, cartel agreements are often unstable as firms have an incentive to cheat and exceed their output quotas for higher individual profits. This prisoners' dilemma framework illustrates why cooperation is difficult even when it benefits all parties. Game theory models are useful for understanding interdependent pricing and other strategic decisions in oligopolistic markets.
The document discusses cartelization in the Indian cement industry. It notes that India saw a sudden and sharp increase in cement prices in 2007, with some prices rising 17% in a single month. The anti-monopoly watchdog issued notices to 14 major cement firms for suspected collusive behavior. While cartels are illegal, the probability of ongoing collusive behavior among major cement players in India continues. It took a long time to rule on past cases of cartelization in the 1990s. High cement prices seriously impact the growth of industries like construction that have high investment needs.
The document discusses cartelization, which refers to when independent firms work together to control competition and set prices. It provides examples of cartels that have formed in industries like cement production, trucking, and telecommunications in India. Cartels allow firms to fix prices higher than competitive levels and divide markets between participants. However, cartel behavior can harm consumers and the economy. The document argues that India needs stronger penalties and enforcement against cartels for the Competition Act to be an effective deterrent.
Pablo Escobar fue un narcotraficante colombiano y fundador del cartel de Medellín. Nació en 1949 y murió en 1993. Dirigió uno de los carteles más grandes y poderosos dedicados al tráfico de cocaína desde Colombia hacia Estados Unidos en las décadas de 1970 y 1980. Utilizó tácticas terroristas para oponerse a la extradición hacia EE.UU. y desestabilizar el gobierno colombiano.
Pablo Escobar se convierte en el capo de la droga en Colombia y el mundo como el líder del Cartel de Medellín.
Se presenta algunos hechos de su vida, crímenes y su implicación en la política.
This presentation discusses cartels in India under the Competition Act 2002. It defines cartels and outlines their treatment in Sections 2 and 3 of the Act. Notable cases where cartels were found include those in the soda ash and cement industries. Joint ventures are exempt if they improve efficiency. Suggestions include better detecting small cartels through more regulatory units. In conclusion, the Competition Commission of India has stronger powers than its predecessor to address anticompetitive cartels.
Collusion occurs when companies secretly agree to limit competition by deceiving others in order to gain an unfair advantage or achieve an illegal objective. There are two main types: explicit collusion like cartels and tacit collusion when agreements are not explicitly stated. In tacit collusion, firms will implicitly agree not to engage in price cutting or excessive advertising and will follow the price set by the price leader. For collusion to be successful, the payoffs from cooperating must be greater than payoffs from cheating on the agreement. However, there are also barriers to collusion like the number of firms, cost differences between firms, incentives for cheating, and potential new market entrants.
Managerial Economics and its basic aspects are discussed in this Slideshare. Managerial Economics is the application of Economic Theory to managerial practice – here you will be introduced to its other aspects as well as how it helps in the growth and target achievement of an organization.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
This Slideshare is the sole Property of the Welingkar School of Distance Learning – Reproduction of this material , without prior consent, either wholly or partially will be treated as a violation of copyright.
This document provides an overview of collusive oligopoly and price leadership models. It defines collusive oligopoly as when oligopolistic firms make joint pricing and output decisions through agreement. Price leadership is described as an informal practice where one firm sets prices that other firms closely follow. Two types of price leadership are discussed: by a low-cost firm, and by a dominant firm that has large market share. The document also explains barometric price leadership, where the most experienced firm assesses market conditions and sets prices others willingly follow.
Pablo Emilio Escobar fue un narcotraficante colombiano y fundador del Cartel de Medellín. Comenzó su carrera delictiva con el contrabando y tráfico de marihuana y cocaína. Fue uno de los criminales más poderosos de Colombia y responsable de miles de asesinatos. Escobar murió en un tiroteo con la policía en Medellín en 1993 después de estar prófugo un año y medio.
nature scope significance of Managerial EconomicsAditya Roy
Managerial economics deals with applying economic concepts and methodologies to help managers make rational decisions. It bridges the gap between economic theory and business practices. While traditional economics studies broad economic principles, managerial economics focuses on microeconomic problems faced by individual firms. It uses tools from decision science and economics to identify issues, organize information, and evaluate alternatives to find optimal solutions for business problems. The goal of managerial economics is to help managers achieve organizational objectives efficiently by making well-informed choices.
Types of advertisements include print (newspaper, magazine), broadcast (television, radio), outdoor (billboards), online, mobile, direct mail and more. Advertisements can target different territories (local, national, international) and have different purposes like brand awareness, product promotion, reminder ads and public service announcements. The history of advertising includes the first newspaper ad in 1704 and early radio and television commercials.
This document summarizes a marketing presentation about Parle G biscuits in India. It provides background on the biscuit industry and Parle's market leadership. It discusses Parle G using Porter's 5 forces model and analyzes Parle G's strengths, weaknesses, opportunities, and threats. Key points are that Parle G has 35% market share but faces challenges from competitors increasing prices. Suggestions include keeping Parle G prices steady, targeting rural and young consumers, and associating the brand with government initiatives.
TEDx Manchester: AI & The Future of WorkVolker Hirsch
TEDx Manchester talk on artificial intelligence (AI) and how the ascent of AI and robotics impacts our future work environments.
The video of the talk is now also available here: https://youtu.be/dRw4d2Si8LA
1. The document discusses various theories of oligopoly market structure, including game theory, the kinked demand curve theory, the Bertrand model, cartel theory, and Cournot's model.
2. Game theory and the kinked demand curve theory explain why firms in an oligopoly may choose to advertise or keep prices rigid. The Bertrand model analyzes price competition between firms producing homogeneous goods.
3. Cartel theory discusses how firms may coordinate production and prices to behave like a monopolist. However, cartels are unstable due to incentives for members to cheat.
4. Cournot's model analyzes duopoly competition through strategic output decisions. It remains a standard tool but
Tuesday's Leaders. Growing When Your Industry Doesn’t from Strategy+ Business.BURESI
1) The article discusses how some companies are able to achieve above-average growth and shareholder returns even when competing in slow-growing or below-average industries. These "winners" are able to take market share from competitors profitably through unique advantages in areas like quality, selection, cost, service, or functionality.
2) Two examples are given of companies that created "disequilibrium" in their industries through superior offerings - Blockbuster Video dominated the movie rental industry in the 1980s-1990s through well-organized stores and customer data, and Polaris Industries grew in the leisure equipment sector through innovative products.
3) To sustain an advantage, market leaders must manage industry ecosystems to their benefit
This document analyzes the financial structures and strategies of major telecommunications equipment suppliers through comparing their operations, cash flows, balance sheets, and other metrics. It finds that companies can be grouped based on their pricing strategies, with those selling at gross margins below 35% generally resisting downturns best through tight expense control. Low-cost, low-margin business models are most viable long-term. Factors like high sales-to-break-even ratios and managing inventory proved important for profitability during the industry downturn. The analysis provides recommendations to each company studied and lessons on practices like risk management, acquisitions, and capital structure.
The document discusses the five forces framework for analyzing industry competition. It describes the five competitive forces as the intensity of rivalry among existing competitors, the threat of new entrants, the bargaining power of suppliers, the bargaining power of buyers, and the threat of substitute products. The framework suggests that the stronger these competitive forces are, the more difficult it is for firms in the industry to earn above-average returns. Various factors are identified that influence the strength of each competitive force.
This document discusses different market structures: perfect competition, monopoly, oligopoly, and monopolistic competition. It provides examples and characteristics of each structure. A monopoly is defined as a single supplier of a unique product or service with significant barriers to entry that allow it to control prices. Oligopolies have a few dominant firms producing similar products where they influence each other's pricing decisions. Monopolistic competition involves many sellers of differentiated products competing through advertising and branding.
Adam Sandler is an American actor and comedian born in Brooklyn, New York. He became famous for his comedic roles on Saturday Night Live and in popular comedy films of the 1990s like Billy Madison and Happy Gilmore that grossed over $100 million. Sandler is known for playing funny but kind-hearted main characters in his films and has also starred in more dramatic roles. He continues to write, produce, and star in his own successful comedy films into the 2000s and 2010s.
This document discusses oligopolies and game theory. It explains that when there are few dominant firms in a market, they can engage in practices like price fixing to restrict output and fix higher prices. This allows them to recognize their interdependence and act together to maximize joint profits. However, cartel agreements are often unstable as firms have an incentive to cheat and exceed their output quotas for higher individual profits. This prisoners' dilemma framework illustrates why cooperation is difficult even when it benefits all parties. Game theory models are useful for understanding interdependent pricing and other strategic decisions in oligopolistic markets.
The document discusses cartelization in the Indian cement industry. It notes that India saw a sudden and sharp increase in cement prices in 2007, with some prices rising 17% in a single month. The anti-monopoly watchdog issued notices to 14 major cement firms for suspected collusive behavior. While cartels are illegal, the probability of ongoing collusive behavior among major cement players in India continues. It took a long time to rule on past cases of cartelization in the 1990s. High cement prices seriously impact the growth of industries like construction that have high investment needs.
The document discusses cartelization, which refers to when independent firms work together to control competition and set prices. It provides examples of cartels that have formed in industries like cement production, trucking, and telecommunications in India. Cartels allow firms to fix prices higher than competitive levels and divide markets between participants. However, cartel behavior can harm consumers and the economy. The document argues that India needs stronger penalties and enforcement against cartels for the Competition Act to be an effective deterrent.
Pablo Escobar fue un narcotraficante colombiano y fundador del cartel de Medellín. Nació en 1949 y murió en 1993. Dirigió uno de los carteles más grandes y poderosos dedicados al tráfico de cocaína desde Colombia hacia Estados Unidos en las décadas de 1970 y 1980. Utilizó tácticas terroristas para oponerse a la extradición hacia EE.UU. y desestabilizar el gobierno colombiano.
Pablo Escobar se convierte en el capo de la droga en Colombia y el mundo como el líder del Cartel de Medellín.
Se presenta algunos hechos de su vida, crímenes y su implicación en la política.
This presentation discusses cartels in India under the Competition Act 2002. It defines cartels and outlines their treatment in Sections 2 and 3 of the Act. Notable cases where cartels were found include those in the soda ash and cement industries. Joint ventures are exempt if they improve efficiency. Suggestions include better detecting small cartels through more regulatory units. In conclusion, the Competition Commission of India has stronger powers than its predecessor to address anticompetitive cartels.
Collusion occurs when companies secretly agree to limit competition by deceiving others in order to gain an unfair advantage or achieve an illegal objective. There are two main types: explicit collusion like cartels and tacit collusion when agreements are not explicitly stated. In tacit collusion, firms will implicitly agree not to engage in price cutting or excessive advertising and will follow the price set by the price leader. For collusion to be successful, the payoffs from cooperating must be greater than payoffs from cheating on the agreement. However, there are also barriers to collusion like the number of firms, cost differences between firms, incentives for cheating, and potential new market entrants.
Managerial Economics and its basic aspects are discussed in this Slideshare. Managerial Economics is the application of Economic Theory to managerial practice – here you will be introduced to its other aspects as well as how it helps in the growth and target achievement of an organization.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
This Slideshare is the sole Property of the Welingkar School of Distance Learning – Reproduction of this material , without prior consent, either wholly or partially will be treated as a violation of copyright.
This document provides an overview of collusive oligopoly and price leadership models. It defines collusive oligopoly as when oligopolistic firms make joint pricing and output decisions through agreement. Price leadership is described as an informal practice where one firm sets prices that other firms closely follow. Two types of price leadership are discussed: by a low-cost firm, and by a dominant firm that has large market share. The document also explains barometric price leadership, where the most experienced firm assesses market conditions and sets prices others willingly follow.
Pablo Emilio Escobar fue un narcotraficante colombiano y fundador del Cartel de Medellín. Comenzó su carrera delictiva con el contrabando y tráfico de marihuana y cocaína. Fue uno de los criminales más poderosos de Colombia y responsable de miles de asesinatos. Escobar murió en un tiroteo con la policía en Medellín en 1993 después de estar prófugo un año y medio.
nature scope significance of Managerial EconomicsAditya Roy
Managerial economics deals with applying economic concepts and methodologies to help managers make rational decisions. It bridges the gap between economic theory and business practices. While traditional economics studies broad economic principles, managerial economics focuses on microeconomic problems faced by individual firms. It uses tools from decision science and economics to identify issues, organize information, and evaluate alternatives to find optimal solutions for business problems. The goal of managerial economics is to help managers achieve organizational objectives efficiently by making well-informed choices.
Types of advertisements include print (newspaper, magazine), broadcast (television, radio), outdoor (billboards), online, mobile, direct mail and more. Advertisements can target different territories (local, national, international) and have different purposes like brand awareness, product promotion, reminder ads and public service announcements. The history of advertising includes the first newspaper ad in 1704 and early radio and television commercials.
This document summarizes a marketing presentation about Parle G biscuits in India. It provides background on the biscuit industry and Parle's market leadership. It discusses Parle G using Porter's 5 forces model and analyzes Parle G's strengths, weaknesses, opportunities, and threats. Key points are that Parle G has 35% market share but faces challenges from competitors increasing prices. Suggestions include keeping Parle G prices steady, targeting rural and young consumers, and associating the brand with government initiatives.
TEDx Manchester: AI & The Future of WorkVolker Hirsch
TEDx Manchester talk on artificial intelligence (AI) and how the ascent of AI and robotics impacts our future work environments.
The video of the talk is now also available here: https://youtu.be/dRw4d2Si8LA
1. The document discusses various theories of oligopoly market structure, including game theory, the kinked demand curve theory, the Bertrand model, cartel theory, and Cournot's model.
2. Game theory and the kinked demand curve theory explain why firms in an oligopoly may choose to advertise or keep prices rigid. The Bertrand model analyzes price competition between firms producing homogeneous goods.
3. Cartel theory discusses how firms may coordinate production and prices to behave like a monopolist. However, cartels are unstable due to incentives for members to cheat.
4. Cournot's model analyzes duopoly competition through strategic output decisions. It remains a standard tool but
Tuesday's Leaders. Growing When Your Industry Doesn’t from Strategy+ Business.BURESI
1) The article discusses how some companies are able to achieve above-average growth and shareholder returns even when competing in slow-growing or below-average industries. These "winners" are able to take market share from competitors profitably through unique advantages in areas like quality, selection, cost, service, or functionality.
2) Two examples are given of companies that created "disequilibrium" in their industries through superior offerings - Blockbuster Video dominated the movie rental industry in the 1980s-1990s through well-organized stores and customer data, and Polaris Industries grew in the leisure equipment sector through innovative products.
3) To sustain an advantage, market leaders must manage industry ecosystems to their benefit
This document analyzes the financial structures and strategies of major telecommunications equipment suppliers through comparing their operations, cash flows, balance sheets, and other metrics. It finds that companies can be grouped based on their pricing strategies, with those selling at gross margins below 35% generally resisting downturns best through tight expense control. Low-cost, low-margin business models are most viable long-term. Factors like high sales-to-break-even ratios and managing inventory proved important for profitability during the industry downturn. The analysis provides recommendations to each company studied and lessons on practices like risk management, acquisitions, and capital structure.
The document discusses the five forces framework for analyzing industry competition. It describes the five competitive forces as the intensity of rivalry among existing competitors, the threat of new entrants, the bargaining power of suppliers, the bargaining power of buyers, and the threat of substitute products. The framework suggests that the stronger these competitive forces are, the more difficult it is for firms in the industry to earn above-average returns. Various factors are identified that influence the strength of each competitive force.
This document discusses different market structures: perfect competition, monopoly, oligopoly, and monopolistic competition. It provides examples and characteristics of each structure. A monopoly is defined as a single supplier of a unique product or service with significant barriers to entry that allow it to control prices. Oligopolies have a few dominant firms producing similar products where they influence each other's pricing decisions. Monopolistic competition involves many sellers of differentiated products competing through advertising and branding.
This document summarizes and compares the global strategies and organizational development of Philips and Matsushita (Panasonic) over four decades as major competitors in the consumer electronics industry. Both companies had to adapt their strategic approaches and organizational capabilities to counter the competitive advantages gained by the other. Key factors that gave Philips an early advantage included its decentralized structure and local production capabilities, while Matsushita focused on centralized production and economies of scale. In later decades Matsushita was more adaptable while Philips struggled with reorganizations. The document proposes a merger between the two companies could leverage their respective strengths in technology innovation, manufacturing efficiency, and cultural adaptation.
This document discusses factors that influence the threat of entry in an industry. It explains that incumbent firms want the threat of entry to be low as it impacts profitability potential. High sunk costs, intellectual property advantages, economies of scale, and learning curves can make entry more difficult by giving incumbents a cost advantage over potential new entrants. Industries with high minimum efficient scales, switching costs, or network effects tend to have lower threats of entry. The document uses examples from the airline and semiconductor industries to illustrate these concepts.
This document summarizes the "Ten Commandments of the New Real Estate Economy" according to Donald Teel, founder of e-Partner. Some of the key commandments include becoming highly agile and adaptable to change, penetrating many small markets to grow large rather than focusing on a single large market, recognizing that markets now have no borders due to the internet, creating assets through alliances rather than controlling property listings, and executing business models without seeking permission from traditional industry structures. The document argues the real estate industry is undergoing a significant shift due to internet and technology changes.
It is more permanent or occurs more frequently than the sporadic form of dumping but less than persistent form of dumping. The main objective of is to price products in such a way that local competition in the destination country is completely destroyed.
https://efinancemanagement.com/investment-decisions/predatory-dumping
The document discusses market failures and government failures in economic efficiency. It covers four key concepts:
1) Special interest groups can use the political process to obtain favors that benefit them at the expense of others, like sugar subsidies.
2) Logrolling and pork barrel projects reinforce special interests by bundling projects together to gain majority approval even if each is inefficient.
3) Politicians have strong incentives to support special interests in exchange for contributions, which can stifle innovation.
4) Unless restrained, legislators will run budget deficits and overspend because borrowing allows immediate political benefits without immediate costs. Deficits have been the norm since 1960 due to political incentives.
Diversifying Albertas Economy - The Integrated Pathway Model final with late ...Troy Media
This document outlines a proposed integrated pathway for diversifying Alberta's economy through technology commercialization. It discusses 3 key issues:
1) Alberta's financial institutions have not adapted to capitalize on intangible assets like patents and software, undermining sectors like technology.
2) Alberta's capital markets are biased toward oil and gas, and $2 billion monthly leaves the province. Reforms could redirect capital to local businesses.
3) An integrated pathway is needed to support technology, including addressing management challenges in areas like commercialization. It proposes an "Alberta First Fund" and peer-to-peer investment platform to finance technology through commercial success.
1) A firm holds a dominant position if it can behave independently of competitors, suppliers, customers, and consumers. Market share is one indicator but not sufficient on its own.
2) While not illegal to hold a dominant position, it confers special responsibility to avoid impairing competition. Dominance is assessed using market shares, constraints on pricing, and other factors like product differentiation.
3) Market shares above 40% are an indication of dominance, though shares below this can also indicate dominance depending on other market conditions and constraints from competitors. Both volume and value shares are considered.
This document outlines the five stages of an industry life cycle: embryonic, growth, shakeout, maturity, and decline. It describes the characteristics of each stage, including how competitive forces change as industries evolve. Strategic managers must understand how their industry is progressing through the life cycle and adapt their strategies accordingly, such as preparing for intense competition during the shakeout stage or focusing on cost minimization as the industry reaches maturity. Recognizing the current stage is important for developing strategies that consider future changes in competitive dynamics.
STRATEGY
58 BUSINESS STRATEGY REVIEW ISSUE 4 – 2010
STRATEGIC
ORCHESTRATION
Many companies seizing major
opportunities in emerging markets
are blazing a management path
also shared by companies such
as Apple, RyanAir and Nestlé.
Strategic orchestration allows
firms to get to market faster,
adapt to changing circumstances
and lower their invested capital,
thereby allowing them to pursue
less profitable opportunities such as
serving emerging market consumers.
Donald L Sull and Alejandro
Ruelas-Gossi tell how.
As the global economic crisis
recedes into the past, executives are
raising their heads from cost cutting
and looking for opportunities to
grow the top line. Unfortunately,
revenue growth is elusive. The
four horsemen of the new normal
— insecure employment, stagnant
wages, unsustainable credit and low
investment returns — cast a dark
shadow over consumers who cut
back on spending. At the same time,
governments are slashing investment
and public payrolls to reign in fiscal
deficits. Major savers, like China
and Germany, cannot shift from
exports to consumption fast enough
to offset declining demand elsewhere
in the world.
How, then, can executives grow
revenues despite tepid overall
demand? The standard answers
are corporate entrepreneurship and
innovation. To grow in stagnant
markets, managers need to spot novel
opportunities or envision breakthrough
products or services that will
differentiate them from competitors.
Unfortunately, established firms often
struggle to seize new opportunities,
losing out to more fleet-footed
start-ups. The failure of corporate
entrepreneurship is often blamed on
a lack of imagination. To stimulate
the necessary creativity, companies
send executives to workshops where
they use finger paints or pretend to be
jungle animals (real examples both) to
think more creatively.
These efforts to stimulate
creativity are misplaced. In most large
corporations, the primary impediment
to revenue growth is not a lack of
creativity, but an unhealthy addiction
to power. Pursuing new opportunities
often demands novel resources and
competencies not currently at a firm’s
disposal. In many cases, executives
reject out-of-hand any opportunity
that doesn’t leverage the firm’s
existing resources and competencies.
Like the proverbial boy with a
hammer, they reject any opportunity
that isn’t a nail. If internal champions
persist in pursuing the market gap,
they often draft detailed blueprints
to develop the necessary resources
in house. But senior executives
often turn down the proposal as too
expensive, time-consuming or risky.
There is an alternative, which we
call ‘strategic orchestration’, whereby
a firm pursues an opportunity —
not by controlling all the required
resources and competencies but by
assembling and managing a network
of partners. Strategic orchestration
allows firms to get to market faster,
adapt to changing circumstances and
.
eWorld Cluster Development & the Globalized Supply Base (Part 2)Jon Hansen
eWorld Masterclass Presentation
September 28th, 2010
London, UK
One of the greatest challenges faced by both the private and public sectors in terms of driving best value decision-making, is supply base erosion. Almost irreparably damaged through ill-advised initiatives such as supply base rationalisation and low cost country sourcing (to name but two), many supplier development, engagement and utilisation programs are little more than exercises in futility. This session aims to dramatically increase your chances of success, by explaining the new dynamics of the global economy and how you can drive sustainable value through your supplier relationships.
Speaker: Jon Hansen, Procurement Insights
Not Too Big To Fail – Systemic Risk, Regulation, and the Economics of Commodi...Trafigura
In the aftermath of the Great Financial Crisis, regulatory authorities have undertaken a searching review of firms throughout the financial markets to identify those that could pose systemic risks. This review has extended to include firms not typically thought of as part of the financial sector, even broadly construed such as Commodity Trading Firms (CTFs).
Some regulators have questioned whether some of these firms are “too big to fail,” and hence pose a threat to the stability of the financial system, necessitating subjecting them to additional regulation akin to that imposed on banks.
This white paper explains the functions of these firms and evaluates whether they pose systemic risks that would justify subjecting them to regulations (notably capital requirements) similar to those imposed on other entities such as banks which are deemed to be systemically important.
About the author
Craig Pirrong is a professor of finance and the Energy Markets Director for the Global Energy Management Institute at the Bauer College of Business at the University of Houston. His research focuses on the economics of commodity markets. He has published over thirty articles in professional publications and is the author of four books. He has also consulted widely for clients including electric utilities, commodity traders, processors and consumers and commodity exchanges
(Trafigura, March 2015)
Watch the video: Professor Pirrong discusses white paper: “Not Too Big To Fail – Systemic Risk, Regulation, and the Economics of Commodity Trading Firms”
http://www.trafigura.com/research/not-too-big-to-fail-systemic-risk-regulation-and-the-economics-of-commodity-trading-firms/
Momentum and Energy are fundamental concepts in Classical Mechanics. In this presentation, we give to both concepts a much wider scope of applications (Economics, Stock Markets ...)
Thoroughness vs. Speed!!
Why are we opposing both? In modern businesses, the two are necessary simultaneously!! You need to be fast and you need to be thorough!!
Nevertheless, in practical situations, most businesses are not thorough at all despite their claims to be armies of professionals.
The problem here is not due to speed of execution but in fact speed of thinking. By being too fast in their logic or thinking they miss critical ideas that make organisations live or die in the mid term.
In this presentation, we propose a radical change of culture in the operational management of any business. In fact, we want to import the Zen plenitude of Mathematics inside business organisations for the sake of thoroughness and “mathematise” the management of business processes the same way Taylor in his time made an effort to render business management more “scientific”.
This approach already has a name and is implemented in many organisations: It is the Six-Sigma Methodology. We will therefore justify to undertake this methodology within your organisation for any of our leaders-readers
Business Cycles are well-known to Economists. Periods of boom and bust exist regardless of the health of an Economy.
In this presentation, Money and Infinity, we will consider far longer cycles. In fact, not Economic Cycles but Civilisation Cycles. How it started and how it will end.
Our Ariadne thread will remain a proper mathematical modelling of Monetary Flows.
We will begin by explaining what we mean by Accounting Circuit (Part 1), then move on to the mathematical structure of these circuits (Part 2). And finally by taking time to +∞ or -∞, this will allow us to answer the questions (Part 3):
How did it all start?
Where will it all end?
We will close the discussion by showing that it is the Revolutionary Act which in fact keeps Civilisation alive by taking it out of the Eternal Return of the Same which Money, like Power, cannot escape !!
Mathematical concepts applied to monetary systems in 20 slidesRakesh Kariholoo
Name 4 key concepts in Physics: Time; Space; Matter; Energy.
Name 4 key concepts in Business Management: Money; Business Organisations; Time; Resources.
The 2 Flagship concepts of each are Energy (Physics) and Money (Business).
What we will show in this presentation is how these concepts belonging to 2 different spheres of knowledge interpenetrate each other. In particular, we will illustrate in these 20 slides how the core concepts of Physics can be interpreted within Business Organisations. And how Money is the Equivalent concept of Energy inside Business Management!!!
We
want
to
present
here
the
MacroEconomics
of
a
fascinaFng
Delta
region.
The
only
point
is
that
this
Delta
is
not
the
Delta
of
the
Mississippi
nor
the
Nile
Delta
but
the
Delta
of
the
Nvrin.
The
Nvrin
exists
as
a
trend,
a
mental
breaker.
Its
existence
in
mathemaFcal
terms
must
be
seen
as
an
inducFve
limit
of
all
posiFve
forces
in
the
current
world
economy,
as
the
crystallisaFon
of
a
perfect
economic
system.
The
Americas
of
the
Great
Expansion
defended
the
pursuit
of
Wealth
as
a
value
in
itself.
A
spiritual
value.
The
Originality
of
the
Nvrin
is
to
be
even
more
vocal
and
precise:
Spending
money
is
a
value
in
itself,
the
ulFmate
spiritual
value.
So,
please,
discover
in
the
following
slides
the
breath
of
a
different
civilisaFon.
With
different
values,
different
social
and
societal
norms.
The
Delta
of
the
Nvrin
region.
A
region
that
will
convince
you
the
Ancient
Greece
is
sFll
somewhere
out there.
Forecasting is a fairly new topic in Business Management. As such, most major multinationals do not have a proper Forecasting system in place yet. They rely on ad hoc methods to predict future business performance and shun the more advanced tools available.
Forecasting is a sophisticated subject and exemplifies how the latest mathematical thinking can also penetrate the operations of a Business Organisation. Most Decision makers still need to be convinced of the relevance of such a project whose ROI (Return on Investment) is not clear at inception.
The Purpose of this presentation is to show to everyone how Forecasting works with the minimal technical apparatus and let the reader decide if she/he can make use of the ideas introduced.
We hope you all will learn some new concepts in the next 20 slides and appreciate this innovative and fascinating topic.
This document provides an overview of logistics and presents two case studies on logistics bottlenecks. It defines logistics as dealing with the physical movement of goods to fulfill an organization's needs. Logistics has existed since antiquity and involves transportation, storage, sourcing supplies, and time management. The document then presents two case studies showing breakdowns originating from poor logistics setups and how they could have been solved, to help readers evaluate their own logistics needs.
We will in this presentation introduce a new Accounting concept: Hard Cash.
Hard Cash is to Cash what Cash is to other types of Assets. The Ultimate form of Wealth.
To define these notions properly we will spend some time with modern mathematical ideas such as non-commutativity coming from Group theory and show how they apply in the Financial realm.
This will naturally lead us to our key concepts.
Business Strategy is nothing without proper Execution.
The best insight on the Corporate boardroom table could lead to a minimal response on the day to day field if not properly executed. Execution means your idea also has hands.
But whereas the hands in the body are directly connected to the brain through nerves we will see in this presentation that businesses are far more lethargic. There is an inner inertia in any business regarding Decision-Making due to improper organisational rationales.
We will hit here at the root cause of this phenomenon and show why flatter organisations have better response.
The notion of Accounting Circuit transcends the strictly Financial domain and belongs to the realm of Philosophy too.
In this presentation we will build a mathematical model of Accounting and Bookkeeping using Measure theory. Please don't be too afraid as we will remain very practical and answer some fascinating questions:
Where does Money come from?
Is it possible that Money in some form existed before Man?
So, fasten your seat belts, and enjoy the ride...
Criteria for business longevity: Does a pure darwinian approach work?Rakesh Kariholoo
Long-Term business survival is the final aim of any new venture.
This is why Business people and Business Theorists were among the first to apply Darwin Theory outside its original framework to try to understand Economic superiority.
We will show in this short presentation why this approach is not enough as it misses a key fact: Money, originally, doesn't come from the Outside Environment.
Mathematical concepts applied to operations managementRakesh Kariholoo
Mathematical concepts applied to Operations Management.
Change and Innovative disruption are in the News whether at the societal level or in businesses. These 20 slides will show why, for businesses, process re-engineering is at the heart of the all future mutations using concepts inspired by Bernhard Riemann when he envisioned manifold theory.
A must-read for all the pioneering brains still looking for the last frontier in the business arena.
2. INTRODUCTION
We
will
study
in
this
presentaFon
an
ideal
economical
structure:
The
Cartel.
The
very
first
surprising
fact
is
that
this
ideal
structure
do
exist
in
the
outside
reality.
There
are
a
good
handful
of
examples
of
real
Cartels
in
the
real
Economy.
A
Cartel
is
a
group
of
firms
in
the
same
industry
regrouped
by
common
vested
interest
and
making
superior
profit
in
their
niche
market.
When
we
say
superior
profit,
it
is
not
just
15%
or
20%
or
25%
above
average.
It
is
truly,
300
Fmes,
3000
Fmes
etc…
As
unbelievable
as
it
may
seem,
such
firms
do
exist
and
protect
their
profit
by
creaFng
the
Cartel.
Indeed,
the
hen
with
golden
egg
do
exist
in
Economics.
Without
geVng
to
its
metaphysical
implicaFon,
let
us
admit
here
there
exists
a
point
of
infinite
aWracFon
in
the
Economical
realm.
The
main
landmark
of
this
presentaFon
will
be
to
demonstrate
2
non-‐trivial
examples
of
cartels
which
should
normally
put
the
reader
into
deep
meditaFon
if
not
aware
of
the
fact.
So
welcome,
dear
reader,
to
“Famous
Cartels”,
the
presentaFon
that
will
show
you
another
facet
of
Economics.
Mathema'cs
applied
to
Business
Theory
2
3. SUMMARY
Mathema'cs
applied
to
Business
Theory
3
PART
1
:
MATHEMATICAL
STRUCTURE
OF
A
CARTEL
A)
DefiniFons
B)
Inner-‐Structure
C)
Economical
implicaFons
D)
Why
break
the
Cartel
PART
2
:
THE
CARTEL
OF
MEDELLIN
PART
3
:
INVESTMENT
BANKING
PART
4
:
OXFORD/CAMBRIDGE
FINAL
STATEMENT
A)
DescripFon
B)
Why
is
this
a
Cartel?
C)
Economical
&
Societal
impact
of
this
Cartel
D)
How
to
break
this
cartel?
4. PART
1
:
MATHEMATICAL
STRUCTURE
OF
A
CARTEL
A
Cartel
is
a
very
special
kind
of
economic
enFty
where
a
group
of
firms
doing
business
in
the
same
niche
industry
see
their
revenues
and
profits
mulFplied
hundred-‐fold
when
the
other
compeFtors
(those
not
in
the
Cartel)
are
sFll
struggling
doing
100
or
1000
Fmes
less
business
although
the
company
sizes
are
the
same.
It
is
therefore
a
very
strange
phenomenon,
very
close
to
a
verFcal
irrupFon
in
the
Economical
realm
and
is
never
fortuitous.
We
will
try
to
understand
it
in
the
following
slides.
Mathema'cs
applied
to
Business
Theory
4
DefiniFons
Figure
1:
The
Cartel
Inside
the
Cartel:
Superior
profit
Outside
the
Cartel:
Normal
Universe
Firm
I
Firm
H
Firm
G
Firm
F
Firm
E
Firm
D
Firm
C
Firm
B
Firm
A
5. Inner-‐Structure
How
does
the
Cartel
work?
The
firms
in
the
Cartel
have
access
to
a
product
or
services
extremely
coveted,
and
having
noFced
it,
have
raised
barriers
of
entry
for
any
newcomers
for
having
access
to
that
product
or
service.
The
consequences
of
that
logic
are
3-‐fold
1.
The
prices
of
the
goods
jerk
up
because
customers
are
sFll
ready
to
pay
for
it
like
in
a
good
old-‐fashioned
Monopoly
except
here
there
is
not
one
but
several
firms
acFng
as
one
but
legally
separated
so
anF-‐trust
laws
do
not
apply
2.
No
other
economic
agent
can
challenge
the
credibility,
reputaFon
and
brand
idenFty
of
the
firms
in
the
cartel.
3.
There
is
absolute
control
of
the
exisFng
members
of
the
cartel
over
who
enters
the
cartel
Mathema'cs
applied
to
Business
Theory
5
PART
1
:
MATHEMATICAL
STRUCTURE
OF
A
CARTEL
Figure
2:
The
hidden
protected
Grail
Firms
in
the
Cartel
The
Holy
Grail
Stringent
Barriers
to
Entry
6.
Mathema'cs
applied
to
Business
Theory
6
Economical
ImplicaFons
The
4
Ps
Prices:
As
we
have
noFced,
the
Prices
go
up.
In
fact
they
even
sky-‐rocket.
Profits:
Profits
inside
the
cartel
are
thus
of
a
pharaonic
kind
and
reserved
to
them
only
in
the
whole
industry.
Power:
Obviously
if
there
is
so
much
money
to
be
made,
there
are
power
issues
here.
Not
directly
poliFcal
power
but
a
more
opaque
form
of
power
placing
the
chiefs
of
the
Cartels
above
the
law
or
at
least
far
above
your
regular
poliFcian.
PresFge:
The
firms
outside
the
Cartel
are
at
a
degree
0
of
presFge
in
their
industry.
Conversely,
the
brand
idenFty
of
the
Cartel
is
a
near
miss
to
some
form
of
religious
icons.
PART
1
:
MATHEMATICAL
STRUCTURE
OF
A
CARTEL
Figure
3:
The
4
Ps
The
4
Ps
of
a
Cartel
Prices
sky-‐rockeFng
Profits:
Pharaonic
Power
of
an
unusual
kind
PresFge
almost
God-‐like
7. Cartels
are
indeed
dangerous
enFFes,
precisely
because
their
power
is
opaque,
because
their
economical
logic
favours
exclusion,
and
their
control
grip
over
the
populaFon
nothing
less
than
a
perverted
form
of
totalitarism.
Therefore
a
genuine
effort
has
to
be
put
in
order
to
break
the
cartel.
The
strategy
for
achieving
this
depends
on
each
individual
cartel.
We
will
now
in
the
rest
of
the
presentaFon
give
the
3
most
famous
examples
of
Cartels.
Mathema'cs
applied
to
Business
Theory
7
Why
break
the
Cartel
PART
1
:
MATHEMATICAL
STRUCTURE
OF
A
CARTEL
Figure
4:
Breaking
the
Cartel
8. DescripFon
A
drug
cartel
is
consFtuted
by
a
certain
number
of
firms
controlling
the
producFon
and
distribuFon
of
certain
illicit
narcoFc
and
running
the
whole
business
against
InternaFonal
law.
The
Cartel
of
Medellin
is
the
first
Cartel
which
comes
to
the
mind
of
anyone
as
it
has
had
media
presence
over
the
years
due
to
an
addiFonal
aggravaFng
factor.
It
is
THE
Cocaine-‐based
drug
cartel
and
has
therefore
to
recourse
to
violence
to
achieve
its
objecFves.
Basically,
a
drug
cartel
consists
of
the
following
logisFcs
units:
-‐
Drug
producers
-‐
Drug
distributors
-‐
Armed
miliFas
-‐
Financiers
Mathema'cs
applied
to
Business
Theory
8
PART
2:
THE
CARTEL
OF
MEDELLIN
9. Why
is
this
a
Cartel?
Drug
Cartels
like
the
Cartel
of
Medellin
have
all
the
ingredients
of
a
good
old
cartel.
Coveted
product:
whether
it
is
Cocaine
or
any
form
of
illegal
drug,
the
client
is
ready
to
pay
for
it
so
prices
can
sky-‐rocket,
sFll
demand
will
be
there.
Barriers
to
Entry:
Barriers
to
entry
in
the
Cartel
are
maintained
through
different
means.
Through
armed
intervenFon
in
the
producFon
area
or
throughout
the
distribuFon
channel,
Or
through
brand
reputaFon
prevenFng
the
cartel
to
replicate
elsewhere
or
through
technical
know-‐how
of
how
to
process
the
drug.
Legal
structure
of
the
Cartel:
There
is
tacit
agreement
among
members
of
the
cartel
about
prices
and
modus
operandi
of
the
operaFons.
Furthermore
they
meet
regularly
as
physically
they
are
very
olen
located
at
the
same
place.
Mathema'cs
applied
to
Business
Theory
9
PART
2:
THE
CARTEL
OF
MEDELLIN
10. Economical
&
Societal
impact
of
this
Cartel
As
the
drug
cartels
make
fabulous
amount
of
money
illegally,
they
have
3
kinds
of
impact:
In
the
home
countries,
where
the
narcoFc
is
produced,
there
is
suddenly
influx
of
capital,
job
creaFon
although
safety
record
go
down
the
drain
In
the
country
where
the
drug
is
sold,
a
parallel
market
is
created
for
the
distribuFon
of
the
drug
to
its
customers,
with
hooked
up
clients
ready
to
pay
that
much
for
their
drug.
However
most
of
the
economic
benefits
go
back
to
the
cartel’s
headquarters
in
the
home
country.
There
is
also
excess
sFmulaFon
of
a
very
different
market,
below
radar,
The
market
of
illicit
narcoFcs.
Mathema'cs
applied
to
Business
Theory
10
PART
2:
THE
CARTEL
OF
MEDELLIN
11. How
to
break
this
Cartel?
As
the
main
commodity
sold
in
the
drug
cartel
is
illegal,
breaking
the
cartel
means
physically
dismantling
it
as
by
law
already
it
shouldn’t
be
there.
SomeFmes,
the
army
has
to
be
sent
to
clean
off
the
city
or
ciFes
where
from
the
cartel
is
operaFng.
Legal
threat
has
liWle
impact
on
a
drug
cartel
as
their
whole
supply
chain
and
distribuFon
system
uses
illegal
means
and
their
consumers,
knowingly,
buying
the
product
on
a
non
recognized
market.
Mathema'cs
applied
to
Business
Theory
11
PART
2:
THE
CARTEL
OF
MEDELLIN
12. This
is
a
less
well
known
fact
to
the
general
public.
The
Fer
1
investment
banks
form
a
Cartel.
What
do
we
mean
by
Investment
Banks
and
what
do
we
mean
by
Tier
1?
Investment
Banks
offer
very
strange
kind
of
services
for
those
used
only
to
retail
banking.
They
help
firms
in
raising
capital
in
the
financial
markets
allowing
them
to
do
complex
legal
and
financial
operaFons
such
as
IPOs
(IniFal
Public
Offering)
or
M&As
(Mergers
and
AcquisiFons)
etc.
which
requires
if
not
skills
at
least
impeccable
reputaFon
to
get
investors
confidence.
But
to
really
have
a
Cartel
,
one
needs
an
auto-‐declared
club
membership.
Here
it
is
the
acceptance
by
people
in
the
industry
that
you
are
a
Fer
1
investment
bank
(the
list
is
in
any
Business
school’s
brochure).
As
this
acceptance
is
ipso
facto
in
the
hand
of
people
already
involved
with
banks
in
the
Fer
1
list,
we
have
here
a
very
sectarian
cartel
with
virtually
no
newcomers.
Mathema'cs
applied
to
Business
Theory
12
PART
3
:
INVESTMENT
BANKING
DescripFon
13.
Mathema'cs
applied
to
Business
Theory
13
Again,
all
the
good
ingredients
are
there
Coveted
product:
Firms
and
MulFnaFonals
are
ready
to
pay
immense
fees
or
share
fortunes
for
raising
capital
and
aWract
investors
as
their
own
fortunes
depend
on
it.
Barriers
to
entry:
As
menFoned,
the
reputaFon
of
the
bank
is
a
key
factor
in
this
industry.
And
to
build
reputaFon
one
needs
a
major
IPO
or
a
major
M&A
to
build
credibility.
This
IPO
or
M&A
will
only
come
to
you
if
you
have
prior
reputaFon.
We
are
therefore
indeed
in
a
very
closed
circuit.
Collusion:
The
IPOs
fees
are
virtually
the
same
for
all
the
banks
in
the
cartel
without
any
physical
concertaFon.
How’s
that?
Through
tacit
collusion.
This
collusion
is
the
binding
force
of
the
Investment
Banking
Cartel.
PART
3
:
INVESTMENT
BANKING
Why
is
this
a
Cartel?
14. The
first
consequence
of
having
this
cartel
of
I-‐banks
in
our
Economy
is
that
the
whole
financial
system
in
the
Western
Hemisphere
is
in
the
hands
of
a
handful
of
banks
and
their
decision-‐makers.
The
first
problem
of
this
elite
is
thus
its:
i) Difficulty
to
renew
its
thinking:
The
same
people,
same
firms
are
there
since
ever.
Making
the
same
mistakes
in
2008
as
they
did
in
1929.
ii) Its
short-‐sightedness
with
regard
to
Economic
maWers,
as,
as
we
noted
in
i),
their
tenets
are
rigid
despite
crashes
and
failures.
Their
control
over
Economics
thinking
is
absolute
in
the
West,
especially
in
the
US.
The
blend
of
capitalism
they
promote
is
the
Wall
street
capitalism,
although
already
in
2015,
many
other
versions
have
been
defended.
Mathema'cs
applied
to
Business
Theory
14
PART
3
:
INVESTMENT
BANKING
Economical
&
Societal
impact
of
this
Cartel
15. Mathema'cs
applied
to
Business
Theory
15
The
problem
with
most
of
the
Cartels
is
that
they
have
an
open
door
for
you
to
join
in.
Except
this
one.
The
Tier
1
Investment
Banking
Cartel
is
a
closed,
secluded
fortress.
Therefore
it
has
to
be
broken.
The
best
way
to
oppose
it,
is
to
promote
exactly
the
reverse:
A
mass-‐market
capitalism
through
crowd-‐funding,
microfinance,
and
a
socially
inclined
entrepreneurship
where
the
people
ulFmately
themselves
will
choose
a
different
form
of
banking
and
finance.
This
will
bring
back
capitalism
to
its
original
roots
which
were
to
radically
transform
the
society
by
the
individual
and
be
a
genuine
changing
force
instead
of
promoFng
the
status
quo
and
the
empty
rhetoric
we
hear
regularly
in
the
mass
media
about
the
Economy
and
its
real
driving
forces
which
have,
in
fact,
always
been:
-‐ The
Individual
-‐ The
Small
Business
-‐ A
fiery
spirited
Entrepreneurship.
PART
3
:
INVESTMENT
BANKING
How
to
break
this
Cartel?
16. The
next
example
might
be
a
slight
surprise
to
many,
but
anyone
familiar
with
the
Oxford
/
Cambridge
system
will
de
facto
place
them
in
the
Cartel
category.
How
does
this
system
work?
The
Collegiate
system.
Let
us
Explain
it
in
the
case
of
Oxford.
To
be
part
of
Oxford
University
you
have
to
be
part
of
one
of
its
colleges.
The
list
of
these
colleges
is
finite
and
fixed
at
any
given
Fme
but
new
colleges
can
be
accepted
in
the
system
provided
many
condiFons
but
in
parFcular
the
excellence
of
their
academic
teams
and
their
evenness
in
this
respect
with
the
other,
exisFng
colleges
in
the
list.
These
colleges,
de
facto
form
a
Cartel.
Similar
logic
with
Cambridge.
Mathema'cs
applied
to
Business
Theory
16
PART
4
:
OXFORD/CAMBRIDGE
DescripFon
17. Mathema'cs
applied
to
Business
Theory
17
More
subtle
this
Fme,
but
the
mathemaFcal
economical
structure
is
replicated
here
once
more.
Coveted
product:
The
Brand
name
is
such
that
everyone
wants
an
Oxford/Cambridge
educaFon.
EducaFon
being
the
entry
key
to
so
many
roles
in
our
socieFes,
the
Oxbridge
colleges
are
indeed
siVng
on
a
gold
mine.
Barriers
to
entry:
Academic
excellence
is
a
rare
gil.
And
as
standards
go
up
with
Fme,
meeFng
the
cartels’
requirement
is
indeed
something
of
an
herculean
task.
Link
between
the
members
of
the
Cartel:
Tacit
connivance.
Here
again,
the
colleges
are
quite
loosely
connected.
However
they
know
their
privilege
and
have
instaured
a
very
special
bond
between
them:
The
Oxbridge
culture.
You
automaFcally
know
if
you
are
in
or
out,
if
you
are
a
new
entrant
college
trying
to
join
in
the
system.
PART
4
:
OXFORD/CAMBRIDGE
Why
is
this
a
Cartel?
18. Is
it
the
Oxbridge
system
which
has
skyrocketed
higher
educaFon
fees
in
the
English
speaking
world?
Hard
quesFon!!
We
will
let
the
reader
make
his
own
judgement.
One
thing
is
certain,
it
is
the
grip
these
colleges
have
over
the
English
speaking
realm.
Whatever
might
be
the
pretenFons
of
Harvard,
MIT,
Stanford
to
form
the
world
elite,
the
key
levers
in
the
Anglo-‐Saxon
world
are
in
reality
very
much
in
the
hands
of
people
coming
from
one
of
these
colleges.
To
the
benefit
of
this
cartel
we
must
sFll
admit.
Contrarily
to
other
systems,
this
cartel
is
indeed
always
open.
And
is
not
the
product
of
a
centralized
bureaucraFc
regime
as
the
colleges
are
fairly
independent
among
each
others
and
from
external
controls.
This
is
precisely
its
strength
and
why
it
has
endured
for
nearly
800
years.
Try
to
compare
this
to
the
French
Grandes
Ecoles!!
Mathema'cs
applied
to
Business
Theory
18
PART
4
:
OXFORD/CAMBRIDGE
Economical
&
Societal
impact
of
this
Cartel
19. How
does
one
enter
the
cartel
first
of
all?
By
creaFng
a
brand
new
college
in
Oxford
town
or
Cambridge
town
and
geVng
accepted
by
the
respecFve
UniversiFes
as
having
an
Oxford
or
Cambridge
level
educaFon.
In
that
case,
why
break
this
cartel?
We
firmly
believe,
the
EducaFonal
system
needs
a
total
reshaping.
First
of
all
the
English
speaking
genius
siVng
in
rural
Africa
or
China
shouldn’t
have
to
move
to
Oxford
to
get
an
Oxford
EducaFon.
It
should
come
to
him.
Second,
it
should
be
free!!
Like
in
the
French
system!!
That
is
where
E-‐learning
comes
in
and
has
the
soluFon.
E-‐learning
can
provide
virtually
cost
free
educaFon
all
over
the
world,
without
discriminaFon,
24/7
and
in
an
user-‐friendly
way
for
the
potenFal
student.
Furthermore,
through
chat
rooms
and
tools
like
Skype
it
can
also
provide
tutorials
and
thus
support
its
teaching
1
to
1
and
come
very
close
to
an
Oxbridge
type
of
EducaFon
without
entering
the
Cartel.
Mathema'cs
applied
to
Business
Theory
19
PART
4
:
OXFORD/CAMBRIDGE
How
to
break
this
Cartel?
20. Final
Statement
We
have
therefore
seen
in
this
presentaFon
a
very
curious
economical
EnFty:
the
Cartel,
with
ogre-‐like
appeFte
for
money
and
power.
The
new
result
of
this
presentaFon
is
to
integrate
explicitly
Investment
Banking
and
the
Oxbridge
system
into
the
Cartel-‐type
structure
by
unfolding
their
inner
logic
and
inner
moFves.
By
doing
so,
we
are
doing
far
more
than
just
widening
already
opened
doors.
The
Cartel
logic
is
the
real
structure
behind
Oxford
or
Goldman
Sachs
and
explains
the
nearly
mythical
status
they
enjoy
in
the
Anglo-‐Saxon
socieFes
(The
first
in
the
UK/
Commonwealth,
the
other
in
the
US).
It
is
quite
interesFng
to
note
the
top
of
the
pyramid
in
Western
socieFes
is
held
by
different
sorts
of
but
always
Cartel-‐like
structures.
(The
same
holds
in
the
French
system).
Mathema'cs
applied
to
Business
Theory
20
FINAL
STATEMENT