SlideShare a Scribd company logo
1 of 77
1
Market
Defined as the institutional relationship between buyers and sellers.
Market refers to the interaction between buyers and sellers of a
good (or service) at a mutually agreed upon price.
◦ Such interaction may be at a particular place, or maybe over the telephone,
or even through the Internet!
Sellers and buyers may meet each other personally, or may not ever
see each other, as in E-commerce.
Thus, the market may be defined as a place, a function, and a
process. 2
Typology of markets
oligopoly
Monopolistic/
Perfect
Competition
ilateral
Monopoly
B
monopsony
Number
suppliers
One
Number of buyers
A few Many
Monopoly
One
A few
Many
4
MARKET STRUCTURES AND PRICING
Market Morphology
 Markets may be characterized on the basis of:



Number, size and distribution of sellers in any market
Whether the product is homogeneous or differentiated
Number and size of buyers:


large number of buyers but small size of individual buyer, the market will be evenly balanced between buyers and sellers.
small number of buyers but their size is large, the market is driven by buyers’ preferences.
 Absence or presence of financial, legal and technological constraints
 Thus we have:


Perfect Competition
Monopoly 5


Monopolistic competition
Oligopoly
6
Type of market Number of
firms
Nature of
product
Number of
buyers
Freedom of
entry and exit
Examples
Perfect
competition
Very Large Homogeneous
(undifferentiated)
Very Large Unrestricted Agricultural
commodities,
unskilled labour
Monopolistic
competition
Many Differentiated Many Unrestricted Retail stores,
FMCG
Oligopoly Few Undifferentiated
or differentiated
Many Restricted Automobiles,
computers,
universities
Monopoly Single Unique Many Restricted Indian Railways,
Microsoft, Intel
Monopsony Many Undifferentiated
or differentiated
Single Not applicable Arms manufacturers
and Defense
industry
Market Morphology
Features of Perfect Competition
Perfect competition may be defined as that market where infinite number
of sellers sell homogeneous good to infinite number of buyers while buyers
and sellers have perfect knowledge of market conditions
Features
Presence of large number of buyers and sellers
Homogeneous product
Freedom of entry and exit
Perfect knowledge
Perfectly elastic demand curve
Nogovernmentalintervention
Pricedetermined by market and Firm is a price taker.
7
Features of Monopoly
Single seller
Theentire market is under control of a singlefirm.
Single product

A monopoly exists when a single seller sells a product which has no
substitute or, at least, no close substitute in the market.
Nodifference between firm and industry
Thereis a single firm in the industry
Independent decision making
Firmis regarded as a price maker
Restricted entry

Existence of barriers leads to the emergence and/or survival of a monopoly8
Monopoly
Legal Monopoly
Created by the laws of a country in the greater public interest.
Economic Monopoly
Created due to superior efficiency of a particular player.
Natural Monopoly
Formed when the size of the market is so small that it can
accommodate only one player.
Regional Monopoly
Geographical or territorial aspects also help in creation of monopolies.
9
10
Price and Output Decisions in Short Run
In order to maximize profit a
monopoly firm follows the rule of
MR=MC when MC is rising.
A monopoly firm may earn
supernormal profit or normal profit
or even subnormal profit in the short
run.
which unique.
Inthe short run, the firm would reap Firm maximizes profit where
the benefits of supplying a product (i) MR=MC (ii) MC cuts MR from below, at
point E.
Supernormal profit= AEBPE,
since price (AR) > AC
B
PE
QE
E AR
MR
Quantity
Price,
Revenue,
Cost
O
MC
AC
A
AR>AC
11
11
Firm makes normal profit. Firm makes loss.
Price and Output Decisions in Short Run
B
E
PE
QE
AR
AC
MR
MC
Quantity
O
Price,
Revenue,
Cost
MR
AR
MC AC
Quantity
Price,
Revenue,
Cost
O
B
QE
C
E
A
PE
AR=AC AR<AC
12
A monopolist is in full control of the market price
 It would not continue to incur loss in the long run.
 It would try to reduce cost of production
 Otherwise it would close down in the long run.
Monopolist would try to earn at least normal profit in the long run and may
earn supernormal profit due to entry restrictions in the market.
If in the long run a monopoly firm earns supernormal profit
 This would attract competition and high price would make it possible for a new entrant to
survive.
To retain its monopoly power, the firm may have to resort to a low price and
earn only normal profit even in the long run to create an economic barrier to
new entrants.
12
Price and Output Decisions in Long Run
13
Price Discrimination

Discrimination among buyers on the basis of the price charged for the
same good (or service).
Preconditions of Price Discrimination
Market control
Market imperfection and control are necessary
Division of market
when the whole market can be divided into various segments, and
transfer of goods between the markets is not possible, i.e., paying
capacity, demography.
Different price elasticities of demand in different markets
13
14
Bases of Price Discrimination
Personal
Onbasis of the paying capacity and/or the intensity of needs.
Geographical
People living in different areas are required to pay different prices for
the same product.
Time
Thesame person may be required to pay different prices for the same
product, e.g. off season discounts.
Purposeof use
Customers are segregated on basis of their purpose of use.
 E.g. electricity rates are lower for domestic purpose and higher for industrial purpose.
14
15
15
Degrees of Price Discrimination
Pigou has identified three degrees of price discrimination.
First Degree
Seller is able to charge different prices for different units of the same product from
the same consumer.
Joan Robinson referred to it as perfect discrimination.
Second Degree
Divides consumers in groups on the basis of their paying capacities; a person with
lower paying capacity is charged a lower price and vice versa
ThirdDegree
Segregates consumers such that each group of consumers is a separate market, and
charges the price on basis of price elasticity of different groups.
Different rates of ticket for different seats in theatre.
Features of Monopolistic Competition
• Chamberlin:
•“Monopolistic competition is a challenge to the traditional viewpoint of
economics that competition and monopoly are alternatives…By contrast it is held
that most economic situations are composites of both competition and
monopoly.”
• Features:
• Large number of buyers and sellers:..
◦ Heterogeneous products.
◦ A differentiated product enjoys some degree of uniqueness in the mindset of customers, be it
real, or imaginary.
◦ Selling costs exist.
◦ Independent decision making. •Imperfect knowledge.
•Unrestricted entry and exit.
Price and Output Decisions in Short Run
Joan Robinson said: Each firm has a monopoly over its
product.
Firms have limited discretion over price, due to the existence
of consumer loyalty for specific brands.
The reason for supernormal profit in short run, is supplying a
product which is differentiated, or at least perceived to be
different by the consumer.
Total revenue = OPEBQE
Total cost =OAEQ E
Supernormal profit =APEBE
since price OPE > OA
(AR>AC)
Price & Output Decisions in Short Run
Firm maximizes profit where (i) MR=MC; (ii) MC cuts MR
when MC is rising.
Profit maximising output OQE and Price OPE
M
C A
C
E
A
Quantit
y
Price,
Revenue
, Cost
MR
AR
O
PE
QE
B
Total revenue = OPEBQE
Total cost =OAEQ E
Loss =AP BE
E
since price OPE < OA
(AR<AC)
Price & Output Decisions in Short Run
Firm maximizes profit where (i) MR=MC; (ii) MC cuts MR
when MC is rising.
Profit maximising output OQE and Price OPE
M
C A
C
E
A
Quantity
Price,
Revenue
, Cost
MR
AR
O
E
QE
P B
Total revenue = OPEBQE
Total cost =OAEQE
Normal profit = No loss
no gain
since AR=AC
Price & Output Decisions in Long Run
Firm maximizes profit where (i) MR=MC; (ii) MC cuts MR
when MC is rising.
Profit maximising output OQE and Price OPE
M
C A
C
Quant
ity
Price,
Reven
ue,
Cost
MR
AR
O
E
QE
P B
•Just like perfect competition, in monopolistic competition
too all the firms would earn normal profits in the long run.
•In the long run supernormal profit would attract new
firms to the industry till all the firms earn only normal
profits.
•Losses, will force firms to exit the industry till
remaining firms in the market earn only normal profits.
•If all the firms earning only normal profit there will be no
tendency to enter or exit the market.
Price & Output Decisions in Long Run
Features of Oligopoly
Derived from Greek word: “oligo” (few) “polo” (to sell)
Few Sellers: small number of large firms compete
Product: Some industries may consist of firms selling
identical products, while in some other industries firms may
be selling differentiated products.
Entry Barriers: No legal barriers; only economic in nature
◦ Huge investment requirements
◦ Strong consumer loyalty for existing brands
Duopoly
Duopoly is that type of oligopoly in which only two players operate
(or dominate) in the market.
◦ Used by many economists like Cournot, Stackelberg, Sweezy, to explain the
equilibrium of oligopoly firm, as it simplifies the analysis.
Price and Output Decisions
No single model can explain the determination of equilibrium price
and output
◦ Difficult to determine the demand curve and hence the revenue curve of
the firm
“In Corporate firms, there is structural division of ownership and
management which allows managers to set goals which do not
necessarily conform with those of the owners. The shareholders
are the owners. Their utility function includes variables such as
profits,
size of output, size of capital,
market share and public image.
Marris’s Theory of The
Managerial Enterprise
Marris’s Theory of
The Managerial Enterprise(contd.)
“
The Managers have other ideas. Their utility function
includes variables such as
Salaries,
Job security, Power and status.
Marris’s Theory of
The Managerial
Enterprise(contd.)
• The owners want to maximise their utility while the managers
attempt maximisation of their own utility.
• Both utilities do not necessarily clash, because the most of the
variables of both the utilities, have a strong relationship with a
single variable
• i.e., size of the firm.
• It is reasonable to assume that maximising the long-run growth of
any indicator is equivalent to maximising the long-run growth rate
of the others.
Marris’s Theory of
The Managerial Enterprise(contd.)
• Owners being interested in the growth of the firm want
maximisation of the growth of the supply of capital, which is
assumed to maximise the owner’s utility.
• Managers wanting to maximise rate of growth of the firm rather
than absolute size of the firm, believe that growth of demand for
the products is an appropriate indicator of the growth of the firm.
• There are two constrains in the Marris’s Model:
• 1. The Managerial Team Constraint.
Since Management is a teamwork, hiring new managers does not
expand managerial capaqcity immediately. New managers take
time to get integrated in the team. Managerial tream constraint
sets limits to both the rate of growth of demand and rate of
growth of capital.
• 2. The Job Security Constraint. Managers want job security. Job
security attained by pursuing a prudent financial policy which
requires the three crucial financial ratios to be maintained at
optimum levels.
Policy variables in Marris’s balanced growth model are as follows:
• 1.The firm has the freedom to choose its financial policy, as it subjectively determines
the three financial ratios, liquidity ratio, leverage/debt ratio and retention ratio.
2.The firm can decide its diversification rate, either by expanding the range of its products, or
by merely effecting a change in the style of its existing range of products. OR it can adopt the
two policies simultaneously.
3.Price is not a policy variable of the firm. It is a parameter. Price is taken as given by the
oligopolistic structure of the market. Production costs are also taken as given.
4.The firm has the freedom to decide the level of it advertising and R&D. Since Price and
Production Costs are given, increase in advt. & R&D, will imply lower profit margin and
vice-versa.
•
•
•
Marris’s Model:
The rate of growth of demand for the products of the firm:
• The firm is assumed to grow by diversification and not by merger or acquisition.
• The growth of demand for the products of the firm depends on the rate of diversification and
the proportion of successful new products.
The rate of growth of capital supply:
• The shareholders who are the owners, wish to maximise company's capital, which is the
measure of the size of the firm.
• The main source of finance for the growth of the firm is profit but the management can retain
only part of it, for another part has to be distributed as dividend.
The rate of growth of capital is determined by three factors: the three financial ratios
determined by the managers constituting the financial security constraint, the average
rate of profit, and the rate of diversification.
Critically examine Marris’s Theory:
R. Marris has made a significant contribution in the form of incorporation of the
financial policies into the decision making process of the corporate firm. His
theory suggests that although the managers and the owners have different
goals, it is possible to find a solution which maximises utility of both.
Nonetheless Marris shows that growth and profits are competing goals. His
model implies that both managers and owners are conscious of the fact that
the firm cannot simultaneously achieve maximum growth and maximum
profits. Marris seems to be correct in arguing that owners of the corporate
firms do prefer the maximisation of the rate of growth and for this they do not
mind sacrificing some profits.
Critically examine Marris’s Theory:(contd.)
The main weakness of Marris’s Theory is that he assumes given production
costs and a price structure. He does not explain determination of either costs
or prices.
A. Koutsoyiannis writes “Oligopolistic interdependence is not satisfactorily dealt
with in Marris’s model. Really Marris brushes aside the mechanism by which
prices ar determined. This is a serious shortcoming of the model, in view of
Marris’s assumption that the growth of the firm is achieved mainly via the
introduction of new products which will (sooner rather than later) be imitated by
competitors.”
WILLIAMSON’S THEORY OF MANAGERIAL
DISCRETION
WILLIAMSON’S THEORY OF MANAGERIAL
DISCRETION
Williamson is of the opinion that the managers of a modern
business firm organised as a corporate unit do not maximise the
profits which result in the maximisation of the utility of the
owners.
Onstead they maximise their own utility using their discretion.
However, for their job security, managers attempt to ensure a
certain minimum of
profit to shareholders in the form of dividends. Thus profit is a
constraint to the manager’s discretion.
WILLIAMSON’S THEORY OF MANAGERIAL
DISCRETION
• Managers’ utility depends on such variables as salary, job security,
power, prestige, status, job satisfaction and professional excellence.
Of these variables only salary can be quantified. Therefore,
Williamson uses measurable variables like staff empenditures,
managerial emoluments and discretionary investment in the utility
function of managers on the assumption that these are the source
of the job security and reflect power, prestige, status and
professional achievements of managers.
• According to Williamson, utility function of the self-seeking
managers depends on the following factors:
1. Salaries and Other Forms of Monetary Compensation
2. Number of Staff under the Control of a Manager
3. Management Slack
4. Magnitude of Discretionary Investment Expenditure by the
Manager:
| Pricing |
Price denotes two aspects:
•It is revenue to the seller and
•It is the perceived value of the good
(or service) to the buyer.
Market structure also affects pricing decisions.
Change in government policy regarding taxation, subsidies and
administered prices would also lead to change in existing
price.
Pricing Strategies
Penetration Pricing
Penetration Pricing
Price set to ‘penetrate the market’
‘Low’ price to secure high volumes
Typical in mass market products – chocolate bars, food stuffs,
household goods, etc.
Suitable for products with long anticipated life cycles
May be useful if launching into a new market
Market Skimming
Market Skimming
High price, Low volumes
Skim the profit from the
market
Suitable for products that
have short life cycles or which
will face competition at some
point in the future (e.g. after
a patent runs out)
Examples include: Playstation,
jewellery, digital technology,
new DVDs, etc.
Many are predicting a firesale in
laptops as supply exceeds demand.
Copyright: iStock.com
Value Pricing
Value Pricing
Price set in accordance with
customer perceptions about
the value of the
product/service
Examples include status
products/exclusive products
Companies may be able to set prices
according to perceived value.
Copyright: iStock.com
Loss Leader
Loss Leader
Goods/services deliberately sold below cost to encourage
sales elsewhere
◦Typical in supermarkets, e.g. at Christmas, selling bottles of gin
at `300 in the hope that people will be attracted to the store
and buy other things
Purchases of other items more than covers ‘loss’ on item
sold
Psychological Pricing
Psychological Pricing
• Used to play on consumer
perceptions Classic example - `499!
•Links with value pricing – high value goods priced
according to what consumers THINK should be the
price
Going Rate (Price Leadership)
Going Rate (Price Leadership)
In case of price leader, rivals have difficulty in competing on price
– too high and they lose market share, too low and the price
leader would match price and force smaller rival out of market
May follow pricing leads of rivals especially where those rivals
have a clear dominance of market share
Where competition is limited, ‘going rate’ pricing may be
applicable – banks, petrol, supermarkets, electrical goods – find
very similar prices in all outlets
Tender Pricing
Tender Pricing
Many contracts awarded on a tender basis
Firm (or firms) submit their price for carrying out
the work
Purchaser then chooses which represents best
value
Mostly done in secret
Price Discrimination
Price Discrimination Charging a different price
for the same good/service
in different markets
Requires each market to
be impenetrable
Requires different price
elasticity of demand in
each market
Prices for rail travel differ for the same journey
at different times of the day
Copyright: iStock.com
Destroyer Pricing/Predatory Pricing
Destroyer/Predatory Pricing
Deliberate price cutting or offer of ‘free
gifts/products’ to force rivals (normally smaller and
weaker) out of business or prevent new entrants
Anti-competitive and illegal if it can be proved
Absorption/Full Cost Pricing
Absorption/Full Cost Pricing
•Full Cost Pricing – attempting to set price to cover both
fixed and variable costs
•Absorption Cost Pricing – Price set to ‘absorb’ some of the
fixed costs of production
Marginal Cost Pricing
Marginal Cost Pricing
Marginal cost – the cost of producing ONE extra or ONE fewer
item of production
MC pricing – allows flexibility
Particularly relevant in transport where fixed costs may be
relatively high
Allows variable pricing structure – e.g. on a flight from London to
New York – providing the cost of the extra passenger is covered,
the price could be varied a good deal to attract customers and fill
the aircraft
Marginal Cost Pricing
Example:
Aircraft flying from Delhi to Mumbai– Total Cost
(including normal profit) = `1,50,000 of which `1,30,000 is
fixed cost*
Number of seats = 160, average price = `937.5
MC of each passenger = 20,000/160 = `125.0
If flight not full, better to offer passengers chance of flying
at `125.0 and fill the seat than not fill it at all!
Contribution Pricing
Contribution Pricing
Contribution = Selling Price – Variable (direct costs)
Prices set to ensure coverage of variable costs and a
‘contribution’ to the fixed costs
Similar in principle to marginal cost pricing
Break-even analysis might be useful in such
circumstances
Target Pricing
Target Pricing
Setting price to ‘target’ a specified profit level
Estimates of the cost and potential revenue at
different prices, and thus the break-even have to be
made, to determine the mark-up
Mark-up = Profit/Cost x 100
Cost-Plus Pricing
Cost-Plus Pricing
Calculation of the average cost (AC) plus a
mark up
AC = Total Cost/Output
Demand Interdependence: A firm may produce goods which can
either be substitutes or complementary in demand.
In case of substitutes, Seller has two options:
◦ Charge the same price for the two goods or
◦ Differentiate the products from each other and take advantage of perceived
value pricing.
In case of complements, suitable strategy would be either
◦ Product bundling or
◦ Loss leader, depending upon company’s objective and market conditions.
Multi Product Pricing/ Product Line Pricing
Supply (or Production) Interdependence: Some goods are jointly
produced as an outcome of production process.
The firm has to first decide whether to sell only the primary
product or both the products.
For the primary product it can adopt any of the pricing strategies
depending upon the market structure or life cycle stages of the
product.
Alternatively it may adopt full costing for the primary product and
marginal costing for the joint product.
Multi Product Pricing/ Product Line Pricing
Business Cycle
The term business cycle is referred to the recurrent ups and downs in
the level of economic activity that extend over a period of time. The
business fluctuations occur in aggregate variable such as national
income, employment and price level.
Business cycle is also called as “Trade Cycle”
4 Phases of Business Cycle
 Prosperity Phase : Expansion or Boom or Upswing of
economy.
 Recession Phase : from prosperity to recession (upper turning
point).
 Depression Phase : Contraction or Downswing of economy.
 Recovery Phase : from depression to prosperity (lower turning
Point).
Prosperity: Expansion & Peak
When there is an expansion of output, income,
employment, prices and profits, there is also a rise in the standard of living. This
period is termed as Prosperity phase.
 Rise in the national output & trade
 Rise in consumer and capital expenditure
 Rise in the Price of raw materials and finished goods
 Rise in the level of income & employment
Fig.1
Recession & Turning Point
•During a recession period, the economic activities slow down.
When demand starts falling, the overproduction and future
investment plans are also given up. There is a steady decline in
the
• output, income, employment, prices and profits.
Depression & Trough
When there is a continuous decrease of output, income,
employment, prices and
profits, there is a fall in the standard of living and depression sets in.
During the phase of Depression:
 The growth rate become negative
The level of national income and expenditure declines
 Price of consumer and capital goods decline
 Workers lose their job
Recovery Phase
As the recovery gathers momentum, some firms plan additional
investment; some undertake renovation programmes, and some
undertake both. These activities generate construction activities in
both consumer & capital goods sector. As a result more employment is
generated and wage rates moving upward.
Fig.3
Business Cycle-MartinThomas
Thank you…

More Related Content

Similar to Managerial economics markets unit 3 for jntuk

Similar to Managerial economics markets unit 3 for jntuk (20)

MONOPOLY MARKET
MONOPOLY MARKETMONOPOLY MARKET
MONOPOLY MARKET
 
Zax zeeliin Shinj
Zax zeeliin ShinjZax zeeliin Shinj
Zax zeeliin Shinj
 
14 Monopolistic competition
14 Monopolistic competition14 Monopolistic competition
14 Monopolistic competition
 
Market-Structure.pdf
Market-Structure.pdfMarket-Structure.pdf
Market-Structure.pdf
 
Market structure
Market structureMarket structure
Market structure
 
Market structure updated
Market structure updatedMarket structure updated
Market structure updated
 
Forms of market 11
Forms of market 11Forms of market 11
Forms of market 11
 
Business-Ethics-Pres-8-03112022-101000am.pptx
Business-Ethics-Pres-8-03112022-101000am.pptxBusiness-Ethics-Pres-8-03112022-101000am.pptx
Business-Ethics-Pres-8-03112022-101000am.pptx
 
Monopoly
MonopolyMonopoly
Monopoly
 
Theories of market stracture 2
Theories of market stracture 2Theories of market stracture 2
Theories of market stracture 2
 
Monopolistic competition & oligopoly
Monopolistic competition & oligopolyMonopolistic competition & oligopoly
Monopolistic competition & oligopoly
 
Managerial economics assignment
Managerial economics assignmentManagerial economics assignment
Managerial economics assignment
 
Market structure
Market structureMarket structure
Market structure
 
MONOPOLY
MONOPOLYMONOPOLY
MONOPOLY
 
Oligopoly Assignment
Oligopoly AssignmentOligopoly Assignment
Oligopoly Assignment
 
Imperfect competion 2
Imperfect competion 2Imperfect competion 2
Imperfect competion 2
 
Imperfect competion 2
Imperfect competion 2Imperfect competion 2
Imperfect competion 2
 
Market structures and price determination
Market structures and price determinationMarket structures and price determination
Market structures and price determination
 
Oligopoly.manasa
Oligopoly.manasaOligopoly.manasa
Oligopoly.manasa
 
Theories of market stracture
Theories of market stractureTheories of market stracture
Theories of market stracture
 

More from Siva453615

106622.pdf planning process in management and organisational behaviour
106622.pdf planning process in management and organisational behaviour106622.pdf planning process in management and organisational behaviour
106622.pdf planning process in management and organisational behaviourSiva453615
 
Unit-1-Introduction-to-Management
Unit-1-Introduction-to-ManagementUnit-1-Introduction-to-Management
Unit-1-Introduction-to-ManagementSiva453615
 
70055256-Reward-Management.ppt
70055256-Reward-Management.ppt70055256-Reward-Management.ppt
70055256-Reward-Management.pptSiva453615
 
431239867-MOTIVATION-REWARD-SYSTEM-ppt.ppt
431239867-MOTIVATION-REWARD-SYSTEM-ppt.ppt431239867-MOTIVATION-REWARD-SYSTEM-ppt.ppt
431239867-MOTIVATION-REWARD-SYSTEM-ppt.pptSiva453615
 
FARRoundtable.ppt
FARRoundtable.pptFARRoundtable.ppt
FARRoundtable.pptSiva453615
 
15_02_2023_41526209.pdf
15_02_2023_41526209.pdf15_02_2023_41526209.pdf
15_02_2023_41526209.pdfSiva453615
 
15_02_2023_41526209.pdf
15_02_2023_41526209.pdf15_02_2023_41526209.pdf
15_02_2023_41526209.pdfSiva453615
 
HVPE 9.1 About the Course.ppt
HVPE 9.1 About the Course.pptHVPE 9.1 About the Course.ppt
HVPE 9.1 About the Course.pptSiva453615
 
UHV I Induction Program Highlights v2.pptx
UHV I Induction Program Highlights v2.pptxUHV I Induction Program Highlights v2.pptx
UHV I Induction Program Highlights v2.pptxSiva453615
 
CIClassCh05.ppt
CIClassCh05.pptCIClassCh05.ppt
CIClassCh05.pptSiva453615
 
UHV lecture 1.ppt
UHV lecture 1.pptUHV lecture 1.ppt
UHV lecture 1.pptSiva453615
 
3 Guidelines, Content _ Process of VE.ppt
3 Guidelines, Content _ Process of VE.ppt3 Guidelines, Content _ Process of VE.ppt
3 Guidelines, Content _ Process of VE.pptSiva453615
 
427_16SACAOB3_2020051805192483 (1).ppt
427_16SACAOB3_2020051805192483 (1).ppt427_16SACAOB3_2020051805192483 (1).ppt
427_16SACAOB3_2020051805192483 (1).pptSiva453615
 
Unit-3-OB-Perception-attribution-tu-ms-2018.pptx
Unit-3-OB-Perception-attribution-tu-ms-2018.pptxUnit-3-OB-Perception-attribution-tu-ms-2018.pptx
Unit-3-OB-Perception-attribution-tu-ms-2018.pptxSiva453615
 
Unit-6-OB-Motivation-Stress-managment-tu-ms-2018.pptx
Unit-6-OB-Motivation-Stress-managment-tu-ms-2018.pptxUnit-6-OB-Motivation-Stress-managment-tu-ms-2018.pptx
Unit-6-OB-Motivation-Stress-managment-tu-ms-2018.pptxSiva453615
 

More from Siva453615 (20)

106622.pdf planning process in management and organisational behaviour
106622.pdf planning process in management and organisational behaviour106622.pdf planning process in management and organisational behaviour
106622.pdf planning process in management and organisational behaviour
 
Unit-1-Introduction-to-Management
Unit-1-Introduction-to-ManagementUnit-1-Introduction-to-Management
Unit-1-Introduction-to-Management
 
70055256-Reward-Management.ppt
70055256-Reward-Management.ppt70055256-Reward-Management.ppt
70055256-Reward-Management.ppt
 
431239867-MOTIVATION-REWARD-SYSTEM-ppt.ppt
431239867-MOTIVATION-REWARD-SYSTEM-ppt.ppt431239867-MOTIVATION-REWARD-SYSTEM-ppt.ppt
431239867-MOTIVATION-REWARD-SYSTEM-ppt.ppt
 
FARRoundtable.ppt
FARRoundtable.pptFARRoundtable.ppt
FARRoundtable.ppt
 
hrm ppt.pptx
hrm ppt.pptxhrm ppt.pptx
hrm ppt.pptx
 
15_02_2023_41526209.pdf
15_02_2023_41526209.pdf15_02_2023_41526209.pdf
15_02_2023_41526209.pdf
 
17CS008.pdf
17CS008.pdf17CS008.pdf
17CS008.pdf
 
15_02_2023_41526209.pdf
15_02_2023_41526209.pdf15_02_2023_41526209.pdf
15_02_2023_41526209.pdf
 
null.pptx
null.pptxnull.pptx
null.pptx
 
HVPE 9.1 About the Course.ppt
HVPE 9.1 About the Course.pptHVPE 9.1 About the Course.ppt
HVPE 9.1 About the Course.ppt
 
UHV I Induction Program Highlights v2.pptx
UHV I Induction Program Highlights v2.pptxUHV I Induction Program Highlights v2.pptx
UHV I Induction Program Highlights v2.pptx
 
EITK.pptx
EITK.pptxEITK.pptx
EITK.pptx
 
SIP UHV.pptx
SIP UHV.pptxSIP UHV.pptx
SIP UHV.pptx
 
CIClassCh05.ppt
CIClassCh05.pptCIClassCh05.ppt
CIClassCh05.ppt
 
UHV lecture 1.ppt
UHV lecture 1.pptUHV lecture 1.ppt
UHV lecture 1.ppt
 
3 Guidelines, Content _ Process of VE.ppt
3 Guidelines, Content _ Process of VE.ppt3 Guidelines, Content _ Process of VE.ppt
3 Guidelines, Content _ Process of VE.ppt
 
427_16SACAOB3_2020051805192483 (1).ppt
427_16SACAOB3_2020051805192483 (1).ppt427_16SACAOB3_2020051805192483 (1).ppt
427_16SACAOB3_2020051805192483 (1).ppt
 
Unit-3-OB-Perception-attribution-tu-ms-2018.pptx
Unit-3-OB-Perception-attribution-tu-ms-2018.pptxUnit-3-OB-Perception-attribution-tu-ms-2018.pptx
Unit-3-OB-Perception-attribution-tu-ms-2018.pptx
 
Unit-6-OB-Motivation-Stress-managment-tu-ms-2018.pptx
Unit-6-OB-Motivation-Stress-managment-tu-ms-2018.pptxUnit-6-OB-Motivation-Stress-managment-tu-ms-2018.pptx
Unit-6-OB-Motivation-Stress-managment-tu-ms-2018.pptx
 

Recently uploaded

Bladex Earnings Call Presentation 1Q2024
Bladex Earnings Call Presentation 1Q2024Bladex Earnings Call Presentation 1Q2024
Bladex Earnings Call Presentation 1Q2024Bladex
 
Booking open Available Pune Call Girls Shivane 6297143586 Call Hot Indian Gi...
Booking open Available Pune Call Girls Shivane  6297143586 Call Hot Indian Gi...Booking open Available Pune Call Girls Shivane  6297143586 Call Hot Indian Gi...
Booking open Available Pune Call Girls Shivane 6297143586 Call Hot Indian Gi...Call Girls in Nagpur High Profile
 
Quarter 4- Module 3 Principles of Marketing
Quarter 4- Module 3 Principles of MarketingQuarter 4- Module 3 Principles of Marketing
Quarter 4- Module 3 Principles of MarketingMaristelaRamos12
 
How Automation is Driving Efficiency Through the Last Mile of Reporting
How Automation is Driving Efficiency Through the Last Mile of ReportingHow Automation is Driving Efficiency Through the Last Mile of Reporting
How Automation is Driving Efficiency Through the Last Mile of ReportingAggregage
 
Monthly Market Risk Update: April 2024 [SlideShare]
Monthly Market Risk Update: April 2024 [SlideShare]Monthly Market Risk Update: April 2024 [SlideShare]
Monthly Market Risk Update: April 2024 [SlideShare]Commonwealth
 
VIP Call Girls LB Nagar ( Hyderabad ) Phone 8250192130 | ₹5k To 25k With Room...
VIP Call Girls LB Nagar ( Hyderabad ) Phone 8250192130 | ₹5k To 25k With Room...VIP Call Girls LB Nagar ( Hyderabad ) Phone 8250192130 | ₹5k To 25k With Room...
VIP Call Girls LB Nagar ( Hyderabad ) Phone 8250192130 | ₹5k To 25k With Room...Suhani Kapoor
 
High Class Call Girls Nagpur Grishma Call 7001035870 Meet With Nagpur Escorts
High Class Call Girls Nagpur Grishma Call 7001035870 Meet With Nagpur EscortsHigh Class Call Girls Nagpur Grishma Call 7001035870 Meet With Nagpur Escorts
High Class Call Girls Nagpur Grishma Call 7001035870 Meet With Nagpur Escortsranjana rawat
 
Stock Market Brief Deck for 4/24/24 .pdf
Stock Market Brief Deck for 4/24/24 .pdfStock Market Brief Deck for 4/24/24 .pdf
Stock Market Brief Deck for 4/24/24 .pdfMichael Silva
 
Call Girls Service Nagpur Maya Call 7001035870 Meet With Nagpur Escorts
Call Girls Service Nagpur Maya Call 7001035870 Meet With Nagpur EscortsCall Girls Service Nagpur Maya Call 7001035870 Meet With Nagpur Escorts
Call Girls Service Nagpur Maya Call 7001035870 Meet With Nagpur Escortsranjana rawat
 
Instant Issue Debit Cards - High School Spirit
Instant Issue Debit Cards - High School SpiritInstant Issue Debit Cards - High School Spirit
Instant Issue Debit Cards - High School Spiritegoetzinger
 
The Economic History of the U.S. Lecture 19.pdf
The Economic History of the U.S. Lecture 19.pdfThe Economic History of the U.S. Lecture 19.pdf
The Economic History of the U.S. Lecture 19.pdfGale Pooley
 
VVIP Pune Call Girls Katraj (7001035870) Pune Escorts Nearby with Complete Sa...
VVIP Pune Call Girls Katraj (7001035870) Pune Escorts Nearby with Complete Sa...VVIP Pune Call Girls Katraj (7001035870) Pune Escorts Nearby with Complete Sa...
VVIP Pune Call Girls Katraj (7001035870) Pune Escorts Nearby with Complete Sa...Call Girls in Nagpur High Profile
 
(DIYA) Bhumkar Chowk Call Girls Just Call 7001035870 [ Cash on Delivery ] Pun...
(DIYA) Bhumkar Chowk Call Girls Just Call 7001035870 [ Cash on Delivery ] Pun...(DIYA) Bhumkar Chowk Call Girls Just Call 7001035870 [ Cash on Delivery ] Pun...
(DIYA) Bhumkar Chowk Call Girls Just Call 7001035870 [ Cash on Delivery ] Pun...ranjana rawat
 
Dharavi Russian callg Girls, { 09892124323 } || Call Girl In Mumbai ...
Dharavi Russian callg Girls, { 09892124323 } || Call Girl In Mumbai ...Dharavi Russian callg Girls, { 09892124323 } || Call Girl In Mumbai ...
Dharavi Russian callg Girls, { 09892124323 } || Call Girl In Mumbai ...Pooja Nehwal
 
Instant Issue Debit Cards - School Designs
Instant Issue Debit Cards - School DesignsInstant Issue Debit Cards - School Designs
Instant Issue Debit Cards - School Designsegoetzinger
 
Lundin Gold April 2024 Corporate Presentation v4.pdf
Lundin Gold April 2024 Corporate Presentation v4.pdfLundin Gold April 2024 Corporate Presentation v4.pdf
Lundin Gold April 2024 Corporate Presentation v4.pdfAdnet Communications
 
Solution Manual for Financial Accounting, 11th Edition by Robert Libby, Patri...
Solution Manual for Financial Accounting, 11th Edition by Robert Libby, Patri...Solution Manual for Financial Accounting, 11th Edition by Robert Libby, Patri...
Solution Manual for Financial Accounting, 11th Edition by Robert Libby, Patri...ssifa0344
 
Russian Call Girls In Gtb Nagar (Delhi) 9711199012 💋✔💕😘 Naughty Call Girls Se...
Russian Call Girls In Gtb Nagar (Delhi) 9711199012 💋✔💕😘 Naughty Call Girls Se...Russian Call Girls In Gtb Nagar (Delhi) 9711199012 💋✔💕😘 Naughty Call Girls Se...
Russian Call Girls In Gtb Nagar (Delhi) 9711199012 💋✔💕😘 Naughty Call Girls Se...shivangimorya083
 
Vip B Aizawl Call Girls #9907093804 Contact Number Escorts Service Aizawl
Vip B Aizawl Call Girls #9907093804 Contact Number Escorts Service AizawlVip B Aizawl Call Girls #9907093804 Contact Number Escorts Service Aizawl
Vip B Aizawl Call Girls #9907093804 Contact Number Escorts Service Aizawlmakika9823
 
02_Fabio Colombo_Accenture_MeetupDora&Cybersecurity.pptx
02_Fabio Colombo_Accenture_MeetupDora&Cybersecurity.pptx02_Fabio Colombo_Accenture_MeetupDora&Cybersecurity.pptx
02_Fabio Colombo_Accenture_MeetupDora&Cybersecurity.pptxFinTech Belgium
 

Recently uploaded (20)

Bladex Earnings Call Presentation 1Q2024
Bladex Earnings Call Presentation 1Q2024Bladex Earnings Call Presentation 1Q2024
Bladex Earnings Call Presentation 1Q2024
 
Booking open Available Pune Call Girls Shivane 6297143586 Call Hot Indian Gi...
Booking open Available Pune Call Girls Shivane  6297143586 Call Hot Indian Gi...Booking open Available Pune Call Girls Shivane  6297143586 Call Hot Indian Gi...
Booking open Available Pune Call Girls Shivane 6297143586 Call Hot Indian Gi...
 
Quarter 4- Module 3 Principles of Marketing
Quarter 4- Module 3 Principles of MarketingQuarter 4- Module 3 Principles of Marketing
Quarter 4- Module 3 Principles of Marketing
 
How Automation is Driving Efficiency Through the Last Mile of Reporting
How Automation is Driving Efficiency Through the Last Mile of ReportingHow Automation is Driving Efficiency Through the Last Mile of Reporting
How Automation is Driving Efficiency Through the Last Mile of Reporting
 
Monthly Market Risk Update: April 2024 [SlideShare]
Monthly Market Risk Update: April 2024 [SlideShare]Monthly Market Risk Update: April 2024 [SlideShare]
Monthly Market Risk Update: April 2024 [SlideShare]
 
VIP Call Girls LB Nagar ( Hyderabad ) Phone 8250192130 | ₹5k To 25k With Room...
VIP Call Girls LB Nagar ( Hyderabad ) Phone 8250192130 | ₹5k To 25k With Room...VIP Call Girls LB Nagar ( Hyderabad ) Phone 8250192130 | ₹5k To 25k With Room...
VIP Call Girls LB Nagar ( Hyderabad ) Phone 8250192130 | ₹5k To 25k With Room...
 
High Class Call Girls Nagpur Grishma Call 7001035870 Meet With Nagpur Escorts
High Class Call Girls Nagpur Grishma Call 7001035870 Meet With Nagpur EscortsHigh Class Call Girls Nagpur Grishma Call 7001035870 Meet With Nagpur Escorts
High Class Call Girls Nagpur Grishma Call 7001035870 Meet With Nagpur Escorts
 
Stock Market Brief Deck for 4/24/24 .pdf
Stock Market Brief Deck for 4/24/24 .pdfStock Market Brief Deck for 4/24/24 .pdf
Stock Market Brief Deck for 4/24/24 .pdf
 
Call Girls Service Nagpur Maya Call 7001035870 Meet With Nagpur Escorts
Call Girls Service Nagpur Maya Call 7001035870 Meet With Nagpur EscortsCall Girls Service Nagpur Maya Call 7001035870 Meet With Nagpur Escorts
Call Girls Service Nagpur Maya Call 7001035870 Meet With Nagpur Escorts
 
Instant Issue Debit Cards - High School Spirit
Instant Issue Debit Cards - High School SpiritInstant Issue Debit Cards - High School Spirit
Instant Issue Debit Cards - High School Spirit
 
The Economic History of the U.S. Lecture 19.pdf
The Economic History of the U.S. Lecture 19.pdfThe Economic History of the U.S. Lecture 19.pdf
The Economic History of the U.S. Lecture 19.pdf
 
VVIP Pune Call Girls Katraj (7001035870) Pune Escorts Nearby with Complete Sa...
VVIP Pune Call Girls Katraj (7001035870) Pune Escorts Nearby with Complete Sa...VVIP Pune Call Girls Katraj (7001035870) Pune Escorts Nearby with Complete Sa...
VVIP Pune Call Girls Katraj (7001035870) Pune Escorts Nearby with Complete Sa...
 
(DIYA) Bhumkar Chowk Call Girls Just Call 7001035870 [ Cash on Delivery ] Pun...
(DIYA) Bhumkar Chowk Call Girls Just Call 7001035870 [ Cash on Delivery ] Pun...(DIYA) Bhumkar Chowk Call Girls Just Call 7001035870 [ Cash on Delivery ] Pun...
(DIYA) Bhumkar Chowk Call Girls Just Call 7001035870 [ Cash on Delivery ] Pun...
 
Dharavi Russian callg Girls, { 09892124323 } || Call Girl In Mumbai ...
Dharavi Russian callg Girls, { 09892124323 } || Call Girl In Mumbai ...Dharavi Russian callg Girls, { 09892124323 } || Call Girl In Mumbai ...
Dharavi Russian callg Girls, { 09892124323 } || Call Girl In Mumbai ...
 
Instant Issue Debit Cards - School Designs
Instant Issue Debit Cards - School DesignsInstant Issue Debit Cards - School Designs
Instant Issue Debit Cards - School Designs
 
Lundin Gold April 2024 Corporate Presentation v4.pdf
Lundin Gold April 2024 Corporate Presentation v4.pdfLundin Gold April 2024 Corporate Presentation v4.pdf
Lundin Gold April 2024 Corporate Presentation v4.pdf
 
Solution Manual for Financial Accounting, 11th Edition by Robert Libby, Patri...
Solution Manual for Financial Accounting, 11th Edition by Robert Libby, Patri...Solution Manual for Financial Accounting, 11th Edition by Robert Libby, Patri...
Solution Manual for Financial Accounting, 11th Edition by Robert Libby, Patri...
 
Russian Call Girls In Gtb Nagar (Delhi) 9711199012 💋✔💕😘 Naughty Call Girls Se...
Russian Call Girls In Gtb Nagar (Delhi) 9711199012 💋✔💕😘 Naughty Call Girls Se...Russian Call Girls In Gtb Nagar (Delhi) 9711199012 💋✔💕😘 Naughty Call Girls Se...
Russian Call Girls In Gtb Nagar (Delhi) 9711199012 💋✔💕😘 Naughty Call Girls Se...
 
Vip B Aizawl Call Girls #9907093804 Contact Number Escorts Service Aizawl
Vip B Aizawl Call Girls #9907093804 Contact Number Escorts Service AizawlVip B Aizawl Call Girls #9907093804 Contact Number Escorts Service Aizawl
Vip B Aizawl Call Girls #9907093804 Contact Number Escorts Service Aizawl
 
02_Fabio Colombo_Accenture_MeetupDora&Cybersecurity.pptx
02_Fabio Colombo_Accenture_MeetupDora&Cybersecurity.pptx02_Fabio Colombo_Accenture_MeetupDora&Cybersecurity.pptx
02_Fabio Colombo_Accenture_MeetupDora&Cybersecurity.pptx
 

Managerial economics markets unit 3 for jntuk

  • 1. 1
  • 2. Market Defined as the institutional relationship between buyers and sellers. Market refers to the interaction between buyers and sellers of a good (or service) at a mutually agreed upon price. ◦ Such interaction may be at a particular place, or maybe over the telephone, or even through the Internet! Sellers and buyers may meet each other personally, or may not ever see each other, as in E-commerce. Thus, the market may be defined as a place, a function, and a process. 2
  • 5. Market Morphology  Markets may be characterized on the basis of:    Number, size and distribution of sellers in any market Whether the product is homogeneous or differentiated Number and size of buyers:   large number of buyers but small size of individual buyer, the market will be evenly balanced between buyers and sellers. small number of buyers but their size is large, the market is driven by buyers’ preferences.  Absence or presence of financial, legal and technological constraints  Thus we have:   Perfect Competition Monopoly 5   Monopolistic competition Oligopoly
  • 6. 6 Type of market Number of firms Nature of product Number of buyers Freedom of entry and exit Examples Perfect competition Very Large Homogeneous (undifferentiated) Very Large Unrestricted Agricultural commodities, unskilled labour Monopolistic competition Many Differentiated Many Unrestricted Retail stores, FMCG Oligopoly Few Undifferentiated or differentiated Many Restricted Automobiles, computers, universities Monopoly Single Unique Many Restricted Indian Railways, Microsoft, Intel Monopsony Many Undifferentiated or differentiated Single Not applicable Arms manufacturers and Defense industry Market Morphology
  • 7. Features of Perfect Competition Perfect competition may be defined as that market where infinite number of sellers sell homogeneous good to infinite number of buyers while buyers and sellers have perfect knowledge of market conditions Features Presence of large number of buyers and sellers Homogeneous product Freedom of entry and exit Perfect knowledge Perfectly elastic demand curve Nogovernmentalintervention Pricedetermined by market and Firm is a price taker. 7
  • 8. Features of Monopoly Single seller Theentire market is under control of a singlefirm. Single product  A monopoly exists when a single seller sells a product which has no substitute or, at least, no close substitute in the market. Nodifference between firm and industry Thereis a single firm in the industry Independent decision making Firmis regarded as a price maker Restricted entry  Existence of barriers leads to the emergence and/or survival of a monopoly8
  • 9. Monopoly Legal Monopoly Created by the laws of a country in the greater public interest. Economic Monopoly Created due to superior efficiency of a particular player. Natural Monopoly Formed when the size of the market is so small that it can accommodate only one player. Regional Monopoly Geographical or territorial aspects also help in creation of monopolies. 9
  • 10. 10 Price and Output Decisions in Short Run In order to maximize profit a monopoly firm follows the rule of MR=MC when MC is rising. A monopoly firm may earn supernormal profit or normal profit or even subnormal profit in the short run. which unique. Inthe short run, the firm would reap Firm maximizes profit where the benefits of supplying a product (i) MR=MC (ii) MC cuts MR from below, at point E. Supernormal profit= AEBPE, since price (AR) > AC B PE QE E AR MR Quantity Price, Revenue, Cost O MC AC A AR>AC
  • 11. 11 11 Firm makes normal profit. Firm makes loss. Price and Output Decisions in Short Run B E PE QE AR AC MR MC Quantity O Price, Revenue, Cost MR AR MC AC Quantity Price, Revenue, Cost O B QE C E A PE AR=AC AR<AC
  • 12. 12 A monopolist is in full control of the market price  It would not continue to incur loss in the long run.  It would try to reduce cost of production  Otherwise it would close down in the long run. Monopolist would try to earn at least normal profit in the long run and may earn supernormal profit due to entry restrictions in the market. If in the long run a monopoly firm earns supernormal profit  This would attract competition and high price would make it possible for a new entrant to survive. To retain its monopoly power, the firm may have to resort to a low price and earn only normal profit even in the long run to create an economic barrier to new entrants. 12 Price and Output Decisions in Long Run
  • 13. 13 Price Discrimination  Discrimination among buyers on the basis of the price charged for the same good (or service). Preconditions of Price Discrimination Market control Market imperfection and control are necessary Division of market when the whole market can be divided into various segments, and transfer of goods between the markets is not possible, i.e., paying capacity, demography. Different price elasticities of demand in different markets 13
  • 14. 14 Bases of Price Discrimination Personal Onbasis of the paying capacity and/or the intensity of needs. Geographical People living in different areas are required to pay different prices for the same product. Time Thesame person may be required to pay different prices for the same product, e.g. off season discounts. Purposeof use Customers are segregated on basis of their purpose of use.  E.g. electricity rates are lower for domestic purpose and higher for industrial purpose. 14
  • 15. 15 15 Degrees of Price Discrimination Pigou has identified three degrees of price discrimination. First Degree Seller is able to charge different prices for different units of the same product from the same consumer. Joan Robinson referred to it as perfect discrimination. Second Degree Divides consumers in groups on the basis of their paying capacities; a person with lower paying capacity is charged a lower price and vice versa ThirdDegree Segregates consumers such that each group of consumers is a separate market, and charges the price on basis of price elasticity of different groups. Different rates of ticket for different seats in theatre.
  • 16. Features of Monopolistic Competition • Chamberlin: •“Monopolistic competition is a challenge to the traditional viewpoint of economics that competition and monopoly are alternatives…By contrast it is held that most economic situations are composites of both competition and monopoly.” • Features: • Large number of buyers and sellers:.. ◦ Heterogeneous products. ◦ A differentiated product enjoys some degree of uniqueness in the mindset of customers, be it real, or imaginary. ◦ Selling costs exist. ◦ Independent decision making. •Imperfect knowledge. •Unrestricted entry and exit.
  • 17. Price and Output Decisions in Short Run Joan Robinson said: Each firm has a monopoly over its product. Firms have limited discretion over price, due to the existence of consumer loyalty for specific brands. The reason for supernormal profit in short run, is supplying a product which is differentiated, or at least perceived to be different by the consumer.
  • 18. Total revenue = OPEBQE Total cost =OAEQ E Supernormal profit =APEBE since price OPE > OA (AR>AC) Price & Output Decisions in Short Run Firm maximizes profit where (i) MR=MC; (ii) MC cuts MR when MC is rising. Profit maximising output OQE and Price OPE M C A C E A Quantit y Price, Revenue , Cost MR AR O PE QE B
  • 19. Total revenue = OPEBQE Total cost =OAEQ E Loss =AP BE E since price OPE < OA (AR<AC) Price & Output Decisions in Short Run Firm maximizes profit where (i) MR=MC; (ii) MC cuts MR when MC is rising. Profit maximising output OQE and Price OPE M C A C E A Quantity Price, Revenue , Cost MR AR O E QE P B
  • 20. Total revenue = OPEBQE Total cost =OAEQE Normal profit = No loss no gain since AR=AC Price & Output Decisions in Long Run Firm maximizes profit where (i) MR=MC; (ii) MC cuts MR when MC is rising. Profit maximising output OQE and Price OPE M C A C Quant ity Price, Reven ue, Cost MR AR O E QE P B
  • 21. •Just like perfect competition, in monopolistic competition too all the firms would earn normal profits in the long run. •In the long run supernormal profit would attract new firms to the industry till all the firms earn only normal profits. •Losses, will force firms to exit the industry till remaining firms in the market earn only normal profits. •If all the firms earning only normal profit there will be no tendency to enter or exit the market. Price & Output Decisions in Long Run
  • 22. Features of Oligopoly Derived from Greek word: “oligo” (few) “polo” (to sell) Few Sellers: small number of large firms compete Product: Some industries may consist of firms selling identical products, while in some other industries firms may be selling differentiated products. Entry Barriers: No legal barriers; only economic in nature ◦ Huge investment requirements ◦ Strong consumer loyalty for existing brands
  • 23. Duopoly Duopoly is that type of oligopoly in which only two players operate (or dominate) in the market. ◦ Used by many economists like Cournot, Stackelberg, Sweezy, to explain the equilibrium of oligopoly firm, as it simplifies the analysis. Price and Output Decisions No single model can explain the determination of equilibrium price and output ◦ Difficult to determine the demand curve and hence the revenue curve of the firm
  • 24. “In Corporate firms, there is structural division of ownership and management which allows managers to set goals which do not necessarily conform with those of the owners. The shareholders are the owners. Their utility function includes variables such as profits, size of output, size of capital, market share and public image. Marris’s Theory of The Managerial Enterprise
  • 25. Marris’s Theory of The Managerial Enterprise(contd.) “ The Managers have other ideas. Their utility function includes variables such as Salaries, Job security, Power and status.
  • 26. Marris’s Theory of The Managerial Enterprise(contd.) • The owners want to maximise their utility while the managers attempt maximisation of their own utility. • Both utilities do not necessarily clash, because the most of the variables of both the utilities, have a strong relationship with a single variable • i.e., size of the firm. • It is reasonable to assume that maximising the long-run growth of any indicator is equivalent to maximising the long-run growth rate of the others.
  • 27. Marris’s Theory of The Managerial Enterprise(contd.) • Owners being interested in the growth of the firm want maximisation of the growth of the supply of capital, which is assumed to maximise the owner’s utility. • Managers wanting to maximise rate of growth of the firm rather than absolute size of the firm, believe that growth of demand for the products is an appropriate indicator of the growth of the firm.
  • 28. • There are two constrains in the Marris’s Model: • 1. The Managerial Team Constraint. Since Management is a teamwork, hiring new managers does not expand managerial capaqcity immediately. New managers take time to get integrated in the team. Managerial tream constraint sets limits to both the rate of growth of demand and rate of growth of capital. • 2. The Job Security Constraint. Managers want job security. Job security attained by pursuing a prudent financial policy which requires the three crucial financial ratios to be maintained at optimum levels.
  • 29. Policy variables in Marris’s balanced growth model are as follows: • 1.The firm has the freedom to choose its financial policy, as it subjectively determines the three financial ratios, liquidity ratio, leverage/debt ratio and retention ratio. 2.The firm can decide its diversification rate, either by expanding the range of its products, or by merely effecting a change in the style of its existing range of products. OR it can adopt the two policies simultaneously. 3.Price is not a policy variable of the firm. It is a parameter. Price is taken as given by the oligopolistic structure of the market. Production costs are also taken as given. 4.The firm has the freedom to decide the level of it advertising and R&D. Since Price and Production Costs are given, increase in advt. & R&D, will imply lower profit margin and vice-versa. • • •
  • 30. Marris’s Model: The rate of growth of demand for the products of the firm: • The firm is assumed to grow by diversification and not by merger or acquisition. • The growth of demand for the products of the firm depends on the rate of diversification and the proportion of successful new products. The rate of growth of capital supply: • The shareholders who are the owners, wish to maximise company's capital, which is the measure of the size of the firm. • The main source of finance for the growth of the firm is profit but the management can retain only part of it, for another part has to be distributed as dividend. The rate of growth of capital is determined by three factors: the three financial ratios determined by the managers constituting the financial security constraint, the average rate of profit, and the rate of diversification.
  • 31. Critically examine Marris’s Theory: R. Marris has made a significant contribution in the form of incorporation of the financial policies into the decision making process of the corporate firm. His theory suggests that although the managers and the owners have different goals, it is possible to find a solution which maximises utility of both. Nonetheless Marris shows that growth and profits are competing goals. His model implies that both managers and owners are conscious of the fact that the firm cannot simultaneously achieve maximum growth and maximum profits. Marris seems to be correct in arguing that owners of the corporate firms do prefer the maximisation of the rate of growth and for this they do not mind sacrificing some profits.
  • 32. Critically examine Marris’s Theory:(contd.) The main weakness of Marris’s Theory is that he assumes given production costs and a price structure. He does not explain determination of either costs or prices. A. Koutsoyiannis writes “Oligopolistic interdependence is not satisfactorily dealt with in Marris’s model. Really Marris brushes aside the mechanism by which prices ar determined. This is a serious shortcoming of the model, in view of Marris’s assumption that the growth of the firm is achieved mainly via the introduction of new products which will (sooner rather than later) be imitated by competitors.”
  • 33. WILLIAMSON’S THEORY OF MANAGERIAL DISCRETION
  • 34. WILLIAMSON’S THEORY OF MANAGERIAL DISCRETION Williamson is of the opinion that the managers of a modern business firm organised as a corporate unit do not maximise the profits which result in the maximisation of the utility of the owners. Onstead they maximise their own utility using their discretion. However, for their job security, managers attempt to ensure a certain minimum of profit to shareholders in the form of dividends. Thus profit is a constraint to the manager’s discretion.
  • 35. WILLIAMSON’S THEORY OF MANAGERIAL DISCRETION • Managers’ utility depends on such variables as salary, job security, power, prestige, status, job satisfaction and professional excellence. Of these variables only salary can be quantified. Therefore, Williamson uses measurable variables like staff empenditures, managerial emoluments and discretionary investment in the utility function of managers on the assumption that these are the source of the job security and reflect power, prestige, status and professional achievements of managers.
  • 36. • According to Williamson, utility function of the self-seeking managers depends on the following factors: 1. Salaries and Other Forms of Monetary Compensation 2. Number of Staff under the Control of a Manager 3. Management Slack 4. Magnitude of Discretionary Investment Expenditure by the Manager:
  • 37. | Pricing | Price denotes two aspects: •It is revenue to the seller and •It is the perceived value of the good (or service) to the buyer. Market structure also affects pricing decisions. Change in government policy regarding taxation, subsidies and administered prices would also lead to change in existing price.
  • 40. Penetration Pricing Price set to ‘penetrate the market’ ‘Low’ price to secure high volumes Typical in mass market products – chocolate bars, food stuffs, household goods, etc. Suitable for products with long anticipated life cycles May be useful if launching into a new market
  • 42. Market Skimming High price, Low volumes Skim the profit from the market Suitable for products that have short life cycles or which will face competition at some point in the future (e.g. after a patent runs out) Examples include: Playstation, jewellery, digital technology, new DVDs, etc. Many are predicting a firesale in laptops as supply exceeds demand. Copyright: iStock.com
  • 44. Value Pricing Price set in accordance with customer perceptions about the value of the product/service Examples include status products/exclusive products Companies may be able to set prices according to perceived value. Copyright: iStock.com
  • 46. Loss Leader Goods/services deliberately sold below cost to encourage sales elsewhere ◦Typical in supermarkets, e.g. at Christmas, selling bottles of gin at `300 in the hope that people will be attracted to the store and buy other things Purchases of other items more than covers ‘loss’ on item sold
  • 48. Psychological Pricing • Used to play on consumer perceptions Classic example - `499! •Links with value pricing – high value goods priced according to what consumers THINK should be the price
  • 49. Going Rate (Price Leadership)
  • 50. Going Rate (Price Leadership) In case of price leader, rivals have difficulty in competing on price – too high and they lose market share, too low and the price leader would match price and force smaller rival out of market May follow pricing leads of rivals especially where those rivals have a clear dominance of market share Where competition is limited, ‘going rate’ pricing may be applicable – banks, petrol, supermarkets, electrical goods – find very similar prices in all outlets
  • 52. Tender Pricing Many contracts awarded on a tender basis Firm (or firms) submit their price for carrying out the work Purchaser then chooses which represents best value Mostly done in secret
  • 54. Price Discrimination Charging a different price for the same good/service in different markets Requires each market to be impenetrable Requires different price elasticity of demand in each market Prices for rail travel differ for the same journey at different times of the day Copyright: iStock.com
  • 56. Destroyer/Predatory Pricing Deliberate price cutting or offer of ‘free gifts/products’ to force rivals (normally smaller and weaker) out of business or prevent new entrants Anti-competitive and illegal if it can be proved
  • 58. Absorption/Full Cost Pricing •Full Cost Pricing – attempting to set price to cover both fixed and variable costs •Absorption Cost Pricing – Price set to ‘absorb’ some of the fixed costs of production
  • 60. Marginal Cost Pricing Marginal cost – the cost of producing ONE extra or ONE fewer item of production MC pricing – allows flexibility Particularly relevant in transport where fixed costs may be relatively high Allows variable pricing structure – e.g. on a flight from London to New York – providing the cost of the extra passenger is covered, the price could be varied a good deal to attract customers and fill the aircraft
  • 61. Marginal Cost Pricing Example: Aircraft flying from Delhi to Mumbai– Total Cost (including normal profit) = `1,50,000 of which `1,30,000 is fixed cost* Number of seats = 160, average price = `937.5 MC of each passenger = 20,000/160 = `125.0 If flight not full, better to offer passengers chance of flying at `125.0 and fill the seat than not fill it at all!
  • 63. Contribution Pricing Contribution = Selling Price – Variable (direct costs) Prices set to ensure coverage of variable costs and a ‘contribution’ to the fixed costs Similar in principle to marginal cost pricing Break-even analysis might be useful in such circumstances
  • 65. Target Pricing Setting price to ‘target’ a specified profit level Estimates of the cost and potential revenue at different prices, and thus the break-even have to be made, to determine the mark-up Mark-up = Profit/Cost x 100
  • 67. Cost-Plus Pricing Calculation of the average cost (AC) plus a mark up AC = Total Cost/Output
  • 68. Demand Interdependence: A firm may produce goods which can either be substitutes or complementary in demand. In case of substitutes, Seller has two options: ◦ Charge the same price for the two goods or ◦ Differentiate the products from each other and take advantage of perceived value pricing. In case of complements, suitable strategy would be either ◦ Product bundling or ◦ Loss leader, depending upon company’s objective and market conditions. Multi Product Pricing/ Product Line Pricing
  • 69. Supply (or Production) Interdependence: Some goods are jointly produced as an outcome of production process. The firm has to first decide whether to sell only the primary product or both the products. For the primary product it can adopt any of the pricing strategies depending upon the market structure or life cycle stages of the product. Alternatively it may adopt full costing for the primary product and marginal costing for the joint product. Multi Product Pricing/ Product Line Pricing
  • 70. Business Cycle The term business cycle is referred to the recurrent ups and downs in the level of economic activity that extend over a period of time. The business fluctuations occur in aggregate variable such as national income, employment and price level. Business cycle is also called as “Trade Cycle”
  • 71. 4 Phases of Business Cycle  Prosperity Phase : Expansion or Boom or Upswing of economy.  Recession Phase : from prosperity to recession (upper turning point).  Depression Phase : Contraction or Downswing of economy.  Recovery Phase : from depression to prosperity (lower turning Point).
  • 72. Prosperity: Expansion & Peak When there is an expansion of output, income, employment, prices and profits, there is also a rise in the standard of living. This period is termed as Prosperity phase.  Rise in the national output & trade  Rise in consumer and capital expenditure  Rise in the Price of raw materials and finished goods  Rise in the level of income & employment Fig.1
  • 73. Recession & Turning Point •During a recession period, the economic activities slow down. When demand starts falling, the overproduction and future investment plans are also given up. There is a steady decline in the • output, income, employment, prices and profits.
  • 74. Depression & Trough When there is a continuous decrease of output, income, employment, prices and profits, there is a fall in the standard of living and depression sets in. During the phase of Depression:  The growth rate become negative The level of national income and expenditure declines  Price of consumer and capital goods decline  Workers lose their job
  • 75. Recovery Phase As the recovery gathers momentum, some firms plan additional investment; some undertake renovation programmes, and some undertake both. These activities generate construction activities in both consumer & capital goods sector. As a result more employment is generated and wage rates moving upward.