January 2, 2014

Economics of Advertising - Economics for the CEO

Advertising is a pure form of selling cost. This chapter illustrates the general approach of managerial economics to various kinds of marketing or selling outlays.

Nature of Advertising Costs

Advertising costs are designed to increase the demand for the firm's products. Advertising expenditures shift the demand curve to the right of where it would otherwise be.

Selling costs are incurred to the get the business. Production and distribution costs create the product and take it to the market.

Pure selling costs are designed to shift the demand schedule, i.e., to obtain sales that would not otherwise have been obtained at the same price. Selling expenses have no functional relationship to production output. They are a cause of sales or some part of sales. In the short run, sales and hence profit depend on the combinations of price, product improvement or specified functionality and quality, advertising outlay and other selling activities. These four influences are interactive. Advertising can shift the demand curve to the right and also can make demand less elastic.

Promotional Elasticity of Demand

Promotional elasticity of demand measures the responsiveness of sales to changes in the amount of advertising with constant price. Like other elasticity measures, it is the ratio of proportionate chagne in sales to the proportionate change in the advertising that causes the change.

Long-Run Aspect of Advertising

Advertising has long-run impacts apart from shifting the short term demand to the right. It helps a firm to attain strategic advantage in market position and gives it a security that contributes to the long-run profit maximization.

The further discussion in the chapter is focused on three issues.

1. The level of the total advertising expenditure over a period of years.
2. Fluctuations in the annual outlays over the course of a business cycle.
3. Measuring the effects of advertising for planning and control purposes.



1. The Level of Advertising Expenditure

The theory of monopolistic competition provides an opportunity to analyze advertising expenditure and its effect on profit for a monopolist.

Simple theory of behavior of advertising expenditure and its impact: Ad expenditure includes all pure selling costs in the theory. The marginal cost of advertising comes down initially and then it goes up in the short run. A firm can go on advertising till the marginal cost of advertising becomes equal to gross profit (gross profit assumed to be constant).


Methods for determining total advertising budget: While the theoretical rule of marginal cost is equal to gross profit on a unit is rational, firms use more simple thumb rules. They are further discussed in the chapter.

a. Percentage of sales approach
b. All-you-can-afford approach
c. Return on investment approach
d. Objective and task approach
e. Competitive parity approach

2. Cyclical Fluctuations

3. Measuring the effects of advertising for planning and control purposes.

One has to measure how much the firm's demand schedule has shifted as a result of a specified amount of advertising outlay. Historical data if available can be studied in two ways. (i) by comparing firms with different advertising outlays and (ii) by comparing a firm's performance over time with different advertising outlays.

While Joel Dean's book authored in 1951 has pointed out that economics of advertising is an important managerial economics issue for top management, it has not provided much content. One has to see the contribution of subsequent authors in this topic to get more useful direction.

Reference: Managerial Economics by Joel Dean

For a Recent Update on Economics of Advertising
The Economics of Advertising: Introduction - Kyle Bagwell - Prof - Columbia University
http://www.stanford.edu/~kbagwell/Bagwell_Web/advertisingintrofv2.pdf

Originally posted at
http://knol.google.com/k/narayana-rao/economics-of-advertising-economics-for/2utb2lsm2k7a/3134


Updated:2.1.2014
Published in the blog 11.12.2011

Managerial Economics of Basic Price - Joel Dean - Review Notes

Joel Dean stated that the firms activities can be viewed as three important ones.

1. Product development and improvement (innovation).
2. Sales promotion, and
3. Pricing

The objective of this chapter is to develop philosophy of price making and to explain how economic analysis and market research can be used to improve practical pricing.

The discussion focuses on manufacturers, who have some flexibility to set prices as their products are differentiated and also the setting is a multi-product firm.

Pricing objectives

While survival of the firm making the required return on capital is the broadest objective, on a more specific level various objectives can be rate of growth, market share, etc.

Pricing theory

Pricing theory indicated that concepts of demand and demand schedule, competitors actions, and cost of the product are relevant for pricing decisions.

Pricing research

Research needs to be done to information on the structure of competition, the behavior of the firm's costs, and the nature of demand.

Economic theory of monopoly pricing is discussed in the chapter.

In the case of new products pioneer pricing and maturity pricing are discussed.

Pricing of problems of oligopoly are discussed. The topic of cost-plus pricing is also covered in the chapter



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Updated 2 Jan 2-14

December 28, 2013

January - Lean Enterprise Management Knowledge Revision



Lean Innovating Enterprise

Leaning a company does not hinder research, development, design, commercialisation of new products and similar  innovation activities.

January  First Week (5 Days)

1. Can Lean Coexist with Innovation

Yes, Says Wharton Knowledge
http://knowledge.wharton.upenn.edu/article/can-lean-co-exist-with-innovation/

2. Integrating lean enterprise - MIT Course overview

3. Fundamentals of Lean - MIT Courseware

4. Enterprise Principles - MIT Courseware

5. Value Creation Framework   -  MIT Courseware

Second Week

6. Lean Manufacturing - MIT Courseware

7.  Enterprise Transition to Lean - Road Map -  MIT Courseware

8. Lean Supply Chain Management -  MIT Courseware

9. Lean Product Development - MIT Courseware

10. Lean Engineering  - MIT Courseware

Third Week

11. Enterprise Interactions - Wastes -  MIT Courseware

12. People and Organization Issues in Lean Enterprises - MIT Courseware

13. Strategy and Enterprise in Lean Enterprises - MIT Courseware

14. Lean Enterprise - Self Assessment Tools - MIT Courseware

15. Information Systems - MIT Courseware

Fourth Week

16. Knowledge Management - MIT Courseware

17. Leadership  - MIT Courseware

18. Lean Enterprise Integration - MIT Courseware

19. Lean Enterprise Architecting  - MIT Courseware

20 Lean Enterprise Case - Lockheed Martin -

Fifth Week (3 days)

21. Toyota Production System Industrial Engineering - Shigeo Shingo

22. Introducing and Implementing the Toyota Production System - Shiego Shingo

23. The SMED System: Shigeo Shingo's Explanation

November 30, 2013

Rules for Successful Kaizen Management



1. Work Smarter, not harder
2. Use wisdom, not money
3. Use data supported by theories
4. Be happy with even with small changes. Act like a tortoise.
5. Be creative, innovate to meet requirements
6. Be positive about the benefits of change
7. Correct failures immediately
8. Lead by example if you are a kaizen leader
9. Identify the root cause for every failure
10. A team is more productive. Solve problems in teams

http://www.slideshare.net/FaryaahIqbal/kaizen-8303480



1. Leave all titles and ranks at the door.
2. Treat others as you would like to be treated.
3. Improvement requires change. Do not waste time
justifying the current situation.
4. Keep an open mind.
5. Maintain a positive attitude.
6. Deal from data, not perception or emotion.
7. Create a blameless environment.
8. There is no substitute for hard work (serious work).
9. Plans are useful only if they can be applied and if the
gains are sustainable.
10. Just do it…now!



Hamel, M.R. (2010). Kaizen Event Field Book: Foundation, Framework and Standard Work for
Effective Events. Michigan: Society of Manufacturing Engineers, pp. 159-160. 

Training within Industry Program Materials - A Toyota System Foundation

Manufacturing leaders in Toyota were trained using Training within Industry Program Materials developed by USA people.

Want to have a look at some of them.

Download Training within Industry Program Materials

http://www.trainingwithinindustry.net/TWI%20-%20Bulletin%20Series.pdf 

Five Requirements of a Manufacturing Team Leader in Toyota



Toyota production organization structure is composed of small teams of workers. They are multiskilled and can produce full assembly or subassemblies at reduced numbers if one or two of them are absent. They on their own can decide to work overtime if the full day's production was not completed.

The leaders of these teams have to following role.

1. Knowledge of work - A team leader must have knowledge of all the tasks.

2. Knowledge of responsibilities

3. Skill in instructing - He must be able to educate and train his team members in the production activities.

4. Skill in improving methods - This is a very important addition to the role. Taylor hypothesized that a foreman will be burdened with too many tasks and may not be able to take up the role of improving methods. But at Toyota, the problem was solved by creating small teams and giving the responsibility of improving the methods to the team leader and team.

5. Skill in working with people

Toyota trained its team leaders through Training Within Industry (TWI) courses initially.

JI - Job instruction course

JM - Job methods course

JR - Job relations course

Smalley mentions that these five roles were specified by TWI courses.

Yes. They are mentioned in TWI Bulletins

Development  of SUPERVISORS through careful selection, assignment, of supervisory duties of increasing responsibility, and provision for related organized help through discussions and conferences, under both plant and outside auspices, dealing with methods of instruction, methods of developing better ways of doing a job, methods of improving working relationships, and knowledge of  responsibilities.
(The paragraph is from the bulletin - Management and Skilled Supervision issued by Bureau of Training War Manpower Commission in June 1944)


Preview the book Isao Kato and Art Smalley
http://books.google.co.in/books?id=RS4nsJGsgmEC

Art Smalley on Lean Leadership
http://theleanedge.org/?p=1132

November 1, 2013

Lean Enterprise and Lean Systems



Lean enterprises deliver maximum performance and minimum resource consumption. A win win situation for the consumer, producer and therefore the society (economy).

The lean enterprise concept was developed by Toyota through a trial and error method to produce automobiles at low volume with high productivity. In Japan, other copies slowly learned about the system and implemented its practices. As Japanese companies started producing in various other countries, the practices started diffusing.

IMVP, a research study on automobile industry, codified the Japanese production and enterprise system into the concept of Lean Production System and Enterprise.


2011 Presentation on the The Next Challenges for Lean Thinking by Dan Jones. Dan Jones is coauthor of the book publihsed by IMVP in 1990
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MIT Course on Integrating the Lean Enterprise

http://ocw.mit.edu/courses/aeronautics-and-astronautics/16-852j-integrating-the-lean-enterprise-fall-2005/lecture-notes/