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Microsoft’s Creative Destruction Fail February 10, 2010

Posted by Avu in Section 2, The Economist Outside of Class.
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Microsoft is showing all the symptoms of a monopoly, accidental or not. It is overly large, a leviathan even, leading to dysfunctional externally and chaos internally. One would hope that competition between parts of the corporation would render the best innovation, products, and working experience. Reality would prove to be quite the opposite. Rather than competing with each other, leading to the best products, the firm has competitive forces that force its forces to get crushed by the older groups. This leads to blockages rather than flow of ideas. Its a college football team with hierarchy and gang warfare rather than a sleek company like Apple is. Microsoft just isn’t cool anymore. Creative destruction can have its positive effects. For example, with the complete destruction of the US steel industry, more opportunities were created, allowing for a stronger economy. I believe that in fields such as agriculture, if the market in the US and EU was destroyed or outsourced to Africa, creative destruction would ensue and the world would be a better place. This of course needs the removal of all trade barriers, but thats not the issue. The issue is that Microsoft’s internal self destruction through combat between sectors of the firm is not resulting in any creation, at least not inside. When was the last time Microsoft came out with anything new or revolutionary? Vista was a failure, XP wasn’t revolutionary. They dabbled in the music industry before getting smoked out. Microsoft simply repackages what already exists with a little logo on the back. Microsoft’s market control has caused it to grow into a behemoth of unmanageable size, and it is now experiencing diseconomies of scale. I expect that it is not long until it falls as GM did to innovation and creativity. This is the simple reason why Apple is a better company than Microsoft. Apple creates; Microsoft destroys. Oh the joys of being a leviathan…

How to run a business in the real world… February 9, 2010

Posted by Avu in Section 2.
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PowerPoint Presentation on Monopolistic Competition

Presentation Reflections February 8, 2010

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As a group I think we did very well. Our presentation was entertaining with our use of the JiHyun-It! product, and we covered all the basics and didn’t make any factual errors. Sayaka was very good with the graphs. Johan is a god

The Worst Is Over January 31, 2010

Posted by Avu in Section 2, The Economist Outside of Class.
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Thank God! Thank the Christian God! The United States enjoyed a 5.7% economic growth rate, its best performance since 2003. This is wonderful, yes? NO! This growth is the child of inventory changes. Firms that tightened their stores are now operating on a more normal level, boosting the economy. The United States will not continue to grow without more demand. Not just demand. Individual demand. Individual demand is at a rock bottom, and savings have increased from last quarter. Of course, without employment rising, demand is unlikely to surge, and the economy shouldn’t grow anymore. Furthermore, there is oversupply in both residential and commercial sectors, leading to more problems. Problems. Problems. Problems. More problems? Of course there are. Government stimulus has provided a good deal of the economic boost that the US of A is hungrily salivating over. Government stimulus is projected to slow down, or even stop, over the next few quarters. Finally, the reports could be overjoyed jubilance. The actual growth could be several units less. For now we can all be happy that the worst is behind us, but we need to be careful to not get caught in another quagmire like that of the Bushevik era.

Pepsi Cuts Revenue + Profits = What in God’s name just happened January 25, 2010

Posted by Avu in Section 2.
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Over the third and fourth quarters of 2009, the Pepsico Company went through some drastic cost structure changes and lucked out with some recent returns. In effect, Pepsi cut down its costs, immediately increasing profits. They did this by offering drinks at differentiated prices to reflect upon the death and decay caused by the recent recession. In doing so, they have lowered their revenue, but increased their profits. Because the costs are down, so is the marginal cost, and the change in cost outweighs the change in revenue, so profits are enhanced. The price per share has risen at a steady 10%, and Pepsi is forecasting that this increase will steadily continue. This is apparently showing that PepsiCo is experiencing abnormal profits, or those that cover their costs for the short term. In 2008, Pepsi earned a revenue of $43 billion worldwide. While they are not projecting to match this revenue, their profits, which matter far more to the company, should increase dramatically.

Also, Obama likes Pepsi

Grabbing Diminishing Returns by the Balls January 18, 2010

Posted by Avu in Section 2.
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Today in class we played a game involving tennis balls. We simulated an assembly line where the ultimate goals of our ever so intellectual workers was to transfer tennis balls from a sack to a trash can. We began with a single worker, then added one worker at a time to witness the increases (or decreases) in total product, average product, and marginal product. As we added more workers the total output increased as an overall trend, at least until the last trial, in which we experienced diminished returns. This is simply because each worker could add to the total, and for the most part they didn’t get in each other’s ways. However, we noticed that average product decreased because of the inept abilities of our pawns. The marginal product similarly fluctuated, but kept to the overall trend that would be ideally expected (horseshoe). This randomness is likely because of the fact that we didn’t controll all variables, and instead changed techniques several times. The best combination of factors appears to be the first trial with a single worker. However, for sections of time in other trials, once pawns got in rhythm, the work went very well. Completely by opinion, I think that 5 workers was most efficient.

First Practice Commentary – Reflections December 17, 2009

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My first practice commentary for Economics HL was an experience that I can improve upon. I find this to be a harbinger of hope because on my first practice commentary, which I honestly believe I could have done better on as it is, I managed to get a curved 89%, and missed an IB 7 by a single point. With that, my strengths were plenty and my weaknesses few. I managed to present my commentary with a generally acceptable level of pulchritude. My graphs were fine, I didn’t get cocoa and chocolate confused as the same product, I was articulate, pithy, and kept within the word count. However, I did have some weaknesses. While I defined some economic terms, I didn’t define all, especially the more simple ones. I also didn’t address the situation of supply of cocoa and demand of chocolate before the incidents that the article addresses. This would have facilitated a more clear and precise analyzation of the article, and may have allowed me to reach the upper bands of an IB 7 grade. I also needed to improve my evaluation, which, as with any trial or test, will improve with practice and experience.

Extended Response Assessment Evaluation December 3, 2009

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The night before the assessment I fell asleep. The next morning I woke up at three to finish studying, but I couldn’t focus and didn’t absorb the information. As it happens, I gambled on the essay and focused more on question 1 than question, and this, seeing as we did question 2, didn’t pay off. Therefore, my understanding of income elasticity of demeand was extremely shaky, and I therefore had poor diagrams. Next time if I study a bit more I should be able to do much better. I should also study for all questions, not just one.

PED at Price Club November 29, 2009

Posted by Avu in Section 2, The Economist Outside of Class.
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This is a handsome Korean boy at Price Club

This is a handsome Korean boy at Price Club

Earlier today I had the pleasure of spending an afternoon with two handsome young Korean boys as we went to Price Club to buy some treats. Price Club is, for those that don’t know, a small shop on the east end of the island which predominantly deals in foreign goods. These goods are mostly food and drink, and almost all from the United States. Among the goods included are Wonka bars, Old El Paso, and Thansgiving treats. To the point however, three young men enter this store looking to buy chocolate and soda. We are all students at Canadian Academy, from relatively affluent families, seeking to buy chocolate and soda for no reason other than our own personal enjoyment. So, in other words, these are luxury goods, and not necessities, as we are not purchasing this food for needed nourishment. Needless to say we can live without these goods, however delicious they may be. We came across Wonka “Whipple Scrumptious Caramel Delight” chocolate bars and, reminiscing on better days when our parents would buy these for us, we were in the mood to purchase some. The bars were priced at 525 yen for normal shoppers and at 500 yen for Price Club card carryers. With this price tag, one handsome young Korean boy misread it and said happily, “At 500 yen I will buy 3 bars!” Upon the realization of his mistake, he was taken in with shock. At 500 yen, he was willing and able to purchase 3 bars. At 525 yen, he was still able to buy 3 bars, but he was not willing to. He was not even willing to buy two bars. At 525, this hansome young Korean boy bought one chocolate. This shows just how elastic the market is. Since he does not need, but simply wants the bar, his demand is going to be more driven by price than any other consideration. Of course, this is not necessarily a change in price, not at all, but psychologically the price has increased by 25 yen for our handsome young Korean boy.

Upon the "shift" in price, quantity changes dramtically

After eating a third of the chocolate bar, the handsome young Korean boy announced that he is suffering from diminishing marginal utility with each bite, but that’s another story for another time.

The Bronx Zoo Needs Gentrification… Seriously November 27, 2009

Posted by Avu in Section 2, The Economist Outside of Class.
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Charlotte Street, part of the Bronx, one of the most violent, poor, and dangerous areas in the United States. The tenants in the late 20th century would aggressively commit arson to try and receive reparations and perhaps a new home. Landowners were hardly forgiving. Buildings would shut down abruptly, with homeowners being offered little advice other than “move to Queens”. This has improved lately, with a homeowners association reselling houses at about 50,000 dollars, inviting a larger market, and over time driving the prices up. At this time, a relatively large amount of real estate, quite functional for a single nuclear family, sells for 500 grand. Across the river in Manhattan, a person would pay the same for a studio apartment the size of a closet. As time went by, 92 more houses were constructed in the area, inviting more and more people. The secret was financial stimulus from the city, organizations, and generous donators. The basic price was less than half of that of construction, providing reasonable accomadations for less affluent folk. However, Charlotte Street’s real triumph was their screening process. Only buyers with a high credit score could buy, and they had to go through house ownership counseling among other requisites to be considered acceptable buyers. Now comes the next step. Complete gentrification of this Bronx neighbourhood. Because of its success in an age of debacles, its pretentious historical value could attract more pretentious millionaire trust fund babies who are sick of the bustle and hustle and Manhattan and would prefer to live in a quaint little slum in the Bronx. This is after gentrification of course, we can’t have rich white kids living in reasonable housing, they need McMansions. All sarcasm aside, gentrification of the Bronx would create huge investment potential. While it may, potentially, and of course tragically, leave some homeless, but the cash flow of course forgives this. Profit is of course more important than charity.