Incentives – Page 10 – artdiamondblog.com

Incentives Limit Collusion

(p. 476) Carnegie’s business strategy was the one he had followed twenty years earlier: keep production steady by accepting orders at any price. In early (p. 477) October, he notified Frick that the time had come to leave the rail pool. “I confess I can see nothing so good for us as a ‘free hand'” in setting prices. He was willing to lower his prices and profit margin on rails if that was the only way to get the orders he needed to keep his works running. “By this policy we shall keep our men at work.” Carnegie had never been entirely happy as a member of the rail pool, especially after Illinois Steel was allocated a greater share than Carnegie Steel. “For my part,” he now declared, “I do not wish to play second fiddle in the rail business any longer. I get no sweet dividend out of second fiddle business, and I do know that the way to make more money dividends is to lead…. I am sure that The Carnegie Steel Co. can make more dollars, even next year, and certainly in future years, by managing its own business in its own way, free from all understandings with competitors, than by continuing in any combination that possibly can be formed. Now having made my speech, which I trust you will read to all my partners, I take my seat and imagine the loud applause with which my sentiments are greeted.”

Source:
Nasaw, David. Andrew Carnegie. New York: Penguin Press, 2006.
(Note: underlines and ellipsis in original.)
(Note: the pagination of the hardback and paperback editions of Nasaw’s book are the same.)

Carnegie’s Uncle Aitkin Expected to Make a Good Profit Starting a Private Lending Library

Shortly after arriving in Allegheny City (near Pittsburgh) Andrew Carnegie’s Uncle Aitkin had complained in a letter:

(p. 42) “There is no possibility of getting papers or periodicals to read here for a small sum–most of the people being in the habit of purchasing them for their own use. This has been to me a great deprivation. I really find that books here are as dear as in the old country everything considered.”

Uncle Aitkin hoped to remedy this flaw in American cultural life–and make a profit at it–by starting up his own lending library. “I am now convinced that for any one to keep a library and to give works out at a cheaper rate would pay very well & I think I will be engaged in this business in a short time,–after I make a little money by lecturing etc.” Regrettably–for Uncle Aitkin and for Allegheny City’s starved readers–he never got around to setting up his business.

Source:
Nasaw, David. Andrew Carnegie. New York: Penguin Press, 2006.
(Note: the pagination of the hardback and paperback editions of Nasaw’s book are the same.)

Creating Parking Spaces by Variable Meter Pricing Saves Time and Reduces Air Pollution and Double-Parking

“San Francisco is a city chronically plagued with a shortage of street parking. On a recent night in the North Beach neighborhood, the slow chase for a parking space was well under way.” Source of caption and photo: online version of the NYT article quoted and cited below.

(p. A1) SAN FRANCISCO — The maddening quest for street parking is not just a tribulation for drivers, but a trial for cities. As much as a third of the traffic in some areas has been attributed to drivers circling as they hunt for spaces. The wearying tradition takes a toll in lost time, polluted air and, when drivers despair, double-parked cars that clog traffic even more.

But San Francisco is trying to shorten the hunt with an ambitious experiment that aims to make sure that there is always at least one empty parking spot available on every block that has meters. The program, which uses new technology and the law of supply and demand, raises the price of parking on the city’s most crowded blocks and lowers it on its emptiest blocks. While the new prices are still being phased in — the most expensive spots have risen to $4.50 an hour, but could reach $6 — preliminary data suggests that the change may be having a positive effect in some areas.

For the full commentary, see:
MICHAEL COOPER and JO CRAVEN McGINTY. “A Meter So Expensive, It Creates Parking Spots.” The New York Times (Fri., March 16, 2012): A1 & A3.
(Note: ellipsis added.)
(Note: the online version of the commentary has the date March 15, 2012.)

“San Francisco has installed sensors and new meters on some blocks to track where cars are parked and set prices accordingly.” Source of caption and photo: online version of the NYT article quoted and cited above.

Patents Turned Steam from Toy to Engine

Source of book image: http://img2.imagesbn.com/p/9781400067053_p0_v1_s260x420.JPG

(p. 20) The obvious audience for Rosen’s book consists of those who hunger to know what it took to go from Heron of Alexandria’s toy engine, created in the first century A.D., to practical and brawny beasts like George and Robert Stephenson’s Rocket, which kicked off the age of steam locomotion in 1829. But Rosen is aiming for more than a fan club of steam geeks. The “most powerful idea” of his title is not an early locomotive: “The Industrial Revolution was, first and foremost, a revolution in invention,” he writes, “a radical transformation in the process of invention itself.” The road to Rocket was built with hundreds of innovations large and small that helped drain the mines, run the mills, and move coal and then people over rails.
. . .
Underlying it all, Rosen argues, was the recognition that ideas themselves have economic value, which is to say, this book isn’t just gearhead wonkery, it’s legal wonkery too. Abraham Lincoln, wondering why Heron’s steam engine languished, claimed that the patent system “added the fuel of interest to the fire of genius.” Rosen agrees, offering a forceful argument in the debate, which has gone on for centuries, over whether patents promote innovation or retard it.
Those who believe passionately, as Thomas Jefferson did, that inventions “cannot, in nature, be a subject of property,” are unlikely to be convinced. Those who agree with the inventors James Watt and Richard Arkwright, who wrote in a manuscript that “an engineer’s life without patent is not worthwhile,” will cheer. Either way, Rosen’s presentation of this highly intellectual debate will reward even those readers who never wondered how the up-and-down chugging of a piston is converted into consistent rotary motion.

For the full review, see:
JOHN SCHWARTZ. “Steam-Driven Dreams.” The New York Times (Sun., August 29, 2010): 20.
(Note: ellipsis added; italicized words in original.)
(Note: the online version of the review has the date August 26, 2010.)

The book under review, is:
Rosen, William. The Most Powerful Idea in the World: A Story of Steam, Industry, and Invention. New York: Random House, 2010.

After Failing to Enslave Indians, Starving Jamestown Colonists Ate 14-Year-Old Girl

“A facial reconstruction of a 14-year-old girl whose skull shows signs that her remains were used for food after her death and burial.” Source of caption and image: online version of the NYT article quoted and cited below.

Acemoglu and Robinson in the long, but thought-provoking, opening chapter of their Why Nations Fail book, discuss starvation at the Jamestown colony. Only they don’t mainly attribute it to a harsh winter or a slow rescue from England, as does the article quoted below (it is from the New York Times, after all).
Economists Acemoglu and Robinson (p. 23) instead criticize the colony’s initial plan to thrive by enslaving natives to bring them gold and food. Eventually John Smith made the bold suggestion that the colonists should try to work to produce something to eat or to trade. The rulers of the colony ignored Smith, resulting in starvation and cannibalism.

(p. A11) Archaeologists excavating a trash pit at the Jamestown colony site in Virginia have found the first physical evidence of cannibalism among the desperate population, corroborating written accounts left behind by witnesses. Cut marks on the skull and skeleton of a 14-year-old girl show that her flesh and brain were removed, presumably to be eaten by the starving colonists during the harsh winter of 1609.

The remains were excavated by archaeologists led by William Kelso of Preservation Virginia, a private nonprofit group, and analyzed by Douglas Owsley, a physical anthropologist at the National Museum of Natural History in Washington. The skull bears tentative cuts to the forehead, followed by four strikes to the back of the head, one of which split the skull open, according to an article in Smithsonian magazine, where the find was reported Wednesday.
It is unclear how the girl died, but she was almost certainly dead and buried before her remains were butchered. According to a letter written in 1625 by George Percy, president of Jamestown during the starvation period, the famine was so intense “thatt notheinge was Spared to mainteyne Lyfe and to doe those things which seame incredible, as to digge upp deade corpes outt of graves and to eate them.”

For the full story, see:
NICHOLAS WADE. “Girl’s Bones Bear Signs of Cannibalism by Starving Virginia Colonists.” The New York Times (Thurs., May 2, 2013): A11.
(Note: ellipsis added.)
(Note: the online version of the story has the date May 1, 2013.)

The Acemoglu book mentioned above is:
Acemoglu, Daron, and James Robinson. Why Nations Fail: The Origins of Power, Prosperity, and Poverty. New York: Crown Business, 2012.

“Human remains from the Jamestown colony site in Virginia bearing evidence of cannibalism.” Source of caption and photo: online version of the NYT article quoted and cited above.

Chinese Couples Divorce to Avoid Government Regulations and Taxes

“A police officer attempted to stop residents from rushing into a real estate trading center in Shanghai after new restrictions were announced.” Source of caption and photo: online version of the NYT article quoted and cited below.

(p. A4) SHANGHAI — When the Chinese government announced new curbs on property prices this month, homeowners bombarded social networking sites with complaints. They formed long lines at property bureaus to register to sell their homes before the restrictions went into effect.

And some couples went even further: they filed for divorce.
Divorce filings shot up here and in other big cities across China this past week after rumors spread that one way to avoid the new 20 percent tax on profits from housing sales was to separate from a spouse, at least on paper.
The surge in divorce filings is the latest indication of how volatile an issue real estate has become in China in the past decade and how resistant people are to additional taxes.
. . .
On Friday, at a marriage registration center in the Pudong district, a 33-year-old woman named Frances Tao arrived with her husband. She acknowledged that they were filing for divorce, not to avoid the 20 percent capital gains tax on second homes, but to get around another restriction, which requires home buyers to put down a much higher deposit on a second home than on a primary residence.
Ms. Tao said that by divorcing, one of them would be able to purchase a first home and put down less money and get a better interest rate.
“We don’t have other choices,” Ms. Tao said. “But the government and developers continue to make a lot of money.”

For the full story, see:
DAVID BARBOZA. “In China, Checklist for a Home Seller: First, Get a Divorce.” The New York Times (Sat., March 9, 2012): A4.
(Note: ellipsis added.)
(Note: the online version of the story has the date March 8, 2012.)

Real Entrepreneurs Do Not Launch a Startup in Order to Cash In and Move On

The following passage is Steve Jobs speaking, as quoted by Walter Isaacson.
I agree with the part about real entrepreneurs not going public quick in order to cash in. But I disagree that the real entrepreneurs are mainly interested in building a lasting company. I think that often they are mainly interested in getting a project, or a series of projects, done (and done reasonably well). Recall that when Walt Disney couldn’t convince Roy Disney to pursue the Disneyland project, Walt left the main Disney company to pursue the project through a secondary rump Disney company.

(p. 569) I hate it when people call themselves “entrepreneurs” when what they’re really trying to do is launch a startup and then sell or go public, so they can cash in and move on. They’re unwilling to do the work it takes to build a real company, which is the hardest work in business. That’s how you really make a contribution and add to the legacy of those who went before. You build a company that will still stand for something a generation or two from now. That’s what Walt Disney did, and Hewlett and Packard, and the people who built Intel. They created a company to last, not just to make money. That’s what I want Apple to be.

Source:
Isaacson, Walter. Steve Jobs. New York: Simon & Schuster, 2011.

Profits Allow You to Make Great Products, But the Products, Not the Profits, Are the Motivation

The following passage is Steve Jobs speaking, as quoted by Walter Isaacson.

(p. 567) My passion has been to build an enduring company where people were motivated to make great products. Everything else was secondary. Sure, it was great to make a profit, because that was what allowed you to make great products. But the products, not the profits, were the motivation. Sculley flipped these priorities to where the goal was to make money. It’s a subtle difference, but it ends up meaning everything: the people you hire, who gets promoted, what you discuss in meetings.

Source:
Isaacson, Walter. Steve Jobs. New York: Simon & Schuster, 2011.

Socialism Failed in Jamestown

(p. 226) Stephen Slivinski discusses “Economic History: The Lessons of Jamestown.” In the years after the Jamestown settlement of 1607, the settlers often lacked food. “The company sent Sir Thomas Dale, a British naval commander, to take over the office of colony governor in 1611. Yet, upon arrival in May–a time when the farmers should have been tending to their fields–Dale found virtually no planting activity. Instead, the workers were devoted mainly to leisure and ‘playing bowls.’ . . . All land was owned by the company and farmed collectively. . . . The workers would not hope to reap more compensation from a productive farming of the land any more than the farmers would be motivated by an interest in making their farming operations more efficient and, hence, more profitable. Seeing this, Dale decided to change the labor arrangements: When the seven-year contracts of most of the original surviving settlers were about to expire in 1614, he assigned private allotments of land to them. Each got three acres, 12 acres if he had a family. The only obligation was that they needed to provide two and a half barrels of corn annually to the company so it could be distributed to the newcomers to tide them over during their first year. Dale left Jamestown for good in 1616. By then, however, the new land grants had unleashed a vast increase in agricultural productivity. In fact, upon returning to England with Dale, John Rolfe–one of the colony’s former leaders–reported to the Virginia Company that the Powhatans were now asking the colonists to give them corn instead of vice versa.”

As quoted in:
Taylor, Timothy. “Recommendations for Further Reading.” Journal of Economic Perspectives 24, no. 4 (Fall 2010): 219-26.
(Note: ellipses added by Taylor.)

The Slivinski article is:
Slivinski, Stephen. “The Lessons of Jamestown.” Region Focus 14, no. 1 (First Quarter 2010): 27-29.

Health Care Costs Can Be Lowered by Less Waste and More Cost-Reducing Innovation

(p. 234) Melinda Beeuwkes Buntin and David Cutler discuss “The Two Trillion Dollar Solution: Saving Money by Modernizing the Health Care System.” “Two sorts of savings are possible in health care. The first is eliminating waste and inefficiency. The most commonly cited estimate is that 30 percent of the money spent on medical care does not buy care worth its cost. Medicare costs per capita in Minneapolis, for example, are about half those in Miami, yet Miami does not have better health outcomes. International comparisons yield the same conclusion. . . . Second, reform might stimulate cost-reducing innovation instead of the continuous cost increases that accompany current innovation. For nearly 20 years, scholars have argued that generous reimbursement policies for medical care have led to innovations that almost always increase health care costs. Changing that dynamic by investing in research about what works and rewarding health care providers who choose efficient treatments could have a dramatic effect on cost growth. . . . Reducing costs by 30 percent will take time and effort, but it is not inconceivable over the long term. Experience in the health care sector and other industries suggests that cost reductions on the order of 1.5-to-2.0 percentage points per year are within reach.”

Buntin and Cutler as quoted in:
Taylor, Timothy. “Recommendations for Further Reading.” Journal of Economic Perspectives 24, no. 2 (Fall 2009): 231-38.
(Note: ellipses in original.)

The Buntin and Cutler report is:
Buntin, Melinda Beeuwkes, and David Cutler. “The Two Trillion Dollar Solution: Saving Money by Modernizing the Health Care System.” Washington, D.C.: Center for American Progress, 2009.

DaVita Threw Out Medicine and Billed Taxpayer: Huge Medicare Fraud

I saw this clip broadcast on Wolf Blitzer’s “Situation Room” broadcast on 11/29/12 (if memory serves–it might have been the day before).
The clip shows the magnitude of the fraud, but also emphasizes that there were significant incentives for those who knew about the fraud to keep their mouths shut.
This is one huge case of over-billing, but over-billing happens all the time. Taxpayers could have used that money for other purposes. The opportunity cost is huge.

A link to the clip posted on CNN, is:
http://ac360.blogs.cnn.com/2012/11/29/company-accused-of-giant-medicare-fraud/?iref=allsearch
(Note: I believe the November 29, 2012 date in the image above is the date that Drew Griffin posted the clip to the CNN blog, not necessarily the date of the broadcast.)