LECTURE ONE: INTRODUCTIONMBA NCCU

Managerial Economics

Lecturer: Jack Wu

CASE: BOEING AND AIRBUS Airbus: Until 2001, established under French

law as a “Groupe d’Intérêt Economique” Boeing: Listed company April 2004: Boeing launches 787 December 2004: Airbus launches A350

QUESTIONS OF MANAGERIAL ECONOMICS RELATED TO THE CASE

Why did Airbus corporatize in 2001? What are benefits from corporatization?

Why did Airbus Chief Commercial Officer John Leahy remark that A350 would “put a hole in Boeing’s Christmas stocking”?

How should Boeing respond?

HOW SHOULD BOEING RESPOND?

Should Boeing proceed with its plan to develop the Dreamliner or should it alter its development plans?

Should Boeing respond by changing its pricing for its new jet??

How much would development and manufacturer cost, and how do these costs depend on sales volume?

Did Airbus respond correctly to Boeing’s Dreamliner?

APPLICATION OF MANAGERIAL ECONOMICS

Boeing has limited resources. Boeing managers seek to maximize the

financial return from these limited resources. They should apply managerial economics to

develop pricing and R&D strategies, design their organizations, and so on.

The same is true of Airbus.

NEW ECONOMY: INTERNET

Managerial Economics also applies to the new economy.

Example: In pricing, Airlines use online auctions to segment their market between business and leisure travelers.

Example: In competitive strategy, Google competes fiercely with Yahoo.

OLD/NEW ECONOMY

Differences between “New” and “Old” economy:

_ role of network effects in demand **network effects – benefit/cost depends on

total number of other users example: Internt _ importance of economies of scale and scope example: Information in Yahoo is scalable

ORGANIZATION

Vertical boundaries – closer to or further from end user

Samsung Electronics – vertical boundaries longer than Intel – specializes in semiconductors (upstream) Motorola – specializes in mobile phones

(downstream)

ORGANIZATION

Horizontal boundaries – scale and scope of activities

Samsung Electronics – horizontal boundaries broader than LG.Philips LCD – specializes in LCD Motorola – specializes in mobile phones

MARKET

Market: Buyers and sellers communicate with one another for voluntary exchange

market need not be physical industry -- businesses engaged in the

production or delivery of the same or similar items

MARKET: CONTINUED

Competitive Markets Market Power Imperfect Markets

COMPETITIVE MARKET

Benchmark for managerial economics Extremely competitive market

many buyers and many sellers no room for managerial strategizing

Achieves economic efficiency

COMPETITIVE MARKET

Model: demand supply market equilibrium

MARKET POWER

Definition – ability of a buyer or seller to influence market conditions

Seller with market power must manage costs pricing advertising expenditure R&D expenditure strategy toward competitors

IMPERFECT MARKET

Definition: where one party directly conveys a benefit or cost to

others, or one party has better information than others