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2.2. Business Environment

Business Environment

& Concepts 2

Concepts 2

Business Environment &

1. Business cycles and reasons for business fluctuations .........................................................

3

2. Economic measures and reasons for changes in the economy ............................................

14

3. Market influences on business strategies.........................................................................

28

4. Implications of dealing in foreign currencies ....................................................................

67

5. Appendix I: Homework reading......................................................................................

80

6. Appendix II: Homework reading ....................................................................................

84

7. Appendix III: Homework reading ...................................................................................

88

8. Terminology ...............................................................................................................

97

9. Class questions ...........................................................................................................

99

BUSINESS CYCLES AND REASONS FOR BUSINESS FLUCTUATIONS

I. BUSINESS CYCLES

A. INTRODUCTION

Business cycles refer to the rise and fall of economic activity relative to its long-term growth trend (i.e., the swings in total national output, income, and employment over time). Although the economy tends to grow over time, the growth in economic activity is not stable. Rather, economic activity is characterized by fluctuations, and these fluctuations are known as business cycles. Business cycles vary in duration and severity. Some cycles are quite mild.

Others are characterized by large increases in unemployment and/or inflation. The analysis of business cycles is part of the field of macroeconomics. Macroeconomics is the study of the economy as a whole. It examines the determinants of national income, unemployment, and inflation and how monetary and fiscal policies affect economic activity. On the other hand, microeconomics studies consumers, producers, and suppliers operating in a narrowly defined market.

B. MEASURING ECONOMIC ACTIVITY: GROSS DOMESTIC PRODUCT

Because business cycles refer to the rise and fall of economic activity, it is important to first examine how economic activity is measured. The most common measure of the economic activity or output of an economy is Gross Domestic Product (GDP). GDP is the total market value of all final goods and services (the term "final goods and services" excludes used goods that have been resold) produced within the borders of a nation in a particular time period (i.e., the nation's output of goods and services). Note that GDP includes all final goods and services produced by resources 

resources. Thus, U.S. GDP includes the output of foreign-owned factories in the U.S. but
excludes the output of U.S.-owned factories operating abroad.

C. NOMINAL VERSUS REAL GDP

1. Nominal GDP

Nominal GDP (unadjusted) measures the value of all final goods and services in prices prevailing at the time of production. That is, nominal GDP measures the value of all final goods and services in current prices.

2. Real GDP

a. Definition

Real GDP (adjusted) measures the value of all final goods and services in

constant prices. That is, real GDP is adjusted to account for changes in the price

level (i.e., it removes the effects of inflation by using a price index). Real GDP is

the most commonly used measure of economic activity and national output (i.e.

the total output of an economy).

b. Price Index (GDP Deflator)

The price index used to calculate real GDP is called the GDP Deflator. It is a

price index for all goods and services included in GDP. Using the GDP deflator,

real GDP is calculated as the ratio of nominal GDP to the GDP deflator times

100.

Real GDP = Nominal GDP 100

GDP Deflator

×

Business Environment & Concepts 2 Becker CPA Review

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4 © 2009 DeVry/Becker Educational Development Corp. All rights reserved.

D. REAL GDP PER CAPITA AND ECONOMIC GROWTH

Real Per Capita GDP (Real GDP per Capita) is real GDP divided by population. Real GDP

per capita is typically used to compare standards of living across countries or across time.

Real GDP per capita is also used to measure economic growth. Economic growth is the

increase in real GDP per capita over time.

E. SUMMARY COMPOSITION OF BUSINESS CYCLES

As noted above, economic activity is characterized by fluctuations, and these fluctuations are

known as business cycles. Business cycles are typically comprised of:

1. Expansionary Phase

An expansionary phase is characterized by rising economic activity (real GDP) and

growth. During an expansionary phase, economic activity is rising above its long-term

growth trend. Firm profits are likely to be rising during an expansionary phase as the

demand for goods and services increases. Firms are also likely to increase the size of

their workforce during an expansion, and the price of goods and services is likely to be

rising.

2. Peak

A peak is a high point of economic activity. It marks the end of an expansionary phase

and the beginning of a contractionary phase in economic activity. At the peak of a

business cycle, firm profits are likely to be at their highest level. Firms are also likely to

face capacity constraints and input shortages (raw material and labor), leading to

higher costs and a higher overall price level.

3. Contractionary Phase

A contractionary phase is characterized by falling economic activity and growth and

follows a peak. During a contractionary phase, firm profits are likely to be falling from

their highest levels.

4. Trough

A trough is a low point of economic activity. At this point of the business cycle, firm

profits are likely to be at their lowest level. Firms are also likely to experience

significant excess production capacity, leading them to reduce the size of their

workforce and cut costs.

5. Recovery Phase

A recovery phase follows a trough. During a recovery phase, economic activity begins

to increase and return to its long-term growth trend. Further, firm profits typically begin

to stabilize as the demand for goods and services begins to rise.

Becker CPA Review Business Environment & Concepts 2

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II. TERMINOLOGY USED IN DESCRIBING BUSINESS CYCLES

A. RECESSION

A recession occurs when the economy experiences negative real economic growth (declines

in national output). Economists define a recession as two consecutive quarters of falling

national output. During a recession, firm profits tend to fall and many firms incur losses.

Firms are also likely to have excess capacity. As a result, during a recession, resources

(including labor) are likely to be underutilized and unemployment is likely to be high.

B. DEPRESSION

A depression is a very severe recession. It is characterized by a relatively long period of

stagnation in business activity and high unemployment rates. As a result, firms will

experience significant excess capacity. Furthermore, due to the significant reduction in the

demand for goods and services, it is likely that many firms will go out of business during a

depression.

C. ILLUSTRATION

Graph A

illustrates the business cycle.

Time (Years)

Peak

Trough

Peak

Trough

Recovery

Phase

Expansionary

Phase

Graph A

Contractionary Phase

Long-term growth

trend in national output

Output (Real GDP)

Business Environment & Concepts 2 Becker CPA Review

B2-

6 © 2009 DeVry/Becker Educational Development Corp. All rights reserved.

III. ECONOMIC INDICATORS

Although business cycles tend to be irregular and unpredictable, economists nevertheless attempt

to predict business cycles and their severity and duration using economic indicators. Economic

indicators (gathered by The Conference Board) are variables that have historically correlated highly

with economic activity. They can be "leading indicators," "lagging indicators," or "coincident

indicators."

A. LEADING INDICATORS

Leading indicators tend to predict economic activity. The government routinely revises the

numbers as more data becomes available. Thus, leading indicators are subject to change.

They include:

1. Average new unemployment claims

2. Building permits for residences

3. Average length of the workweek

4. Money supply

5. Prices of selected stocks

6. Orders for goods

7. Price changes of materials

8. Index of consumer expectations

B. LAGGING INDICATORS

Lagging indicators tend to follow economic activity. They give signals after the fact and

include the following:

1. Prime rate charged by banks

2. Average duration of unemployment

3. Bank loans outstanding

C. COINCIDENT INDICATORS

Coincident indicators tend to occur coincident to economic activity. They include the

following:

1. Industrial production

2. Manufacturing and trade sales

IV. REASONS FOR FLUCTUATIONS

While there are a variety of theories regarding the cause of business cycles, economists generally

agree that business cycles result from shifts in aggregate demand and/or aggregate supply.

Aggregate demand and aggregate supply curves can be used to illustrate the relationship between

a country's output (real GDP) and price level (the GDP Deflator). They are also used to examine

the causes of economic fluctuations.

A. AGGREGATE DEMAND (AD) CURVE

The aggregate demand (AD) curve illustrates the maximum quantity of all goods and services

that households, firms, and the government are willing and able to purchase at any given

price level. It shows the relationship between total output (real GDP) of the economy and the

price level. Note that this "aggregate" demand curve is the macroeconomic demand curve of

the "total" demand in the economy as a whole. This particular "line" just happens to be drawn

as a straight line; although it is often drawn as a curve. The x-axis is real GDP.

Becker CPA Review Business Environment & Concepts 2

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B2-7

B. AGGREGATE SUPPLY (AS) CURVE

The aggregate supply (AS) curve illustrates the maximum quantity of all goods and services

producers are willing and able to produce at any given price level. Note that this "aggregate"

supply curve is the macroeconomic supply curve of the "total" supply in the economy as a

whole.

1. Short-Run Aggregate Supply Curve

The short-run aggregate supply (SRAS) curve is upward sloping, illustrating the fact

that as the price level rises, firms are willing to produce more goods and services.

2. Long-Run Aggregate Supply Curve

The long-run aggregate supply (LRAS) curve is vertical, illustrating the fact that in the

long-run, if all resources are fully utilized, output is determined solely by the factors of

production. This curve corresponds to the potential level of output in the economy.

3. Potential Level of Output (Potential GDP)

Potential GDP refers to the level of real GDP (national output) that the economy would

produce if its resources (capital and labor) were fully employed. When real GDP is

below the potential level of output, the economy will typically be experiencing a

recession. Similarly, when real GDP rises above the potential level of output, the

economy will typically be experiencing an expansion.

C. ILLUSTRATION

Graph B

Price Level

Aggregate Demand

Long-Run Aggregate

Supply

Short-Run

Aggregate Supply

Y

illustrates the aggregate demand and aggregate supply curves for an economy.*

P

0

Graph B

The intersection of the Short-Run Aggregate Supply (SRAS) curve and the

Aggregate Demand (AD) curve determines the level of output (real GDP) and

price level in the short run. The position of the long-run aggregate supply (LRAS)

curve determines the level of output in the long run. The LRAS curve is vertical at

the economy’s potential level of output.

Y* = GDP at the potential (equilibrium) level of output.

Real GDP

Business Environment & Concepts 2 Becker CPA Review

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8 © 2009 DeVry/Becker Educational Development Corp. All rights reserved.

D. AGGREGATE DEMAND, AGGREGATE SUPPLY, AND ECONOMIC FLUCTUATIONS

Business cycles, or economic fluctuations, are the result of shifts in aggregate demand and

short-run aggregate supply (note that shifts in the long-run aggregate supply curve are

associated with long-run growth in the economy and do not affect business cycles).

1. Reduction in Demand

If circumstances cause individuals, businesses, or governments to reduce their

demand for goods and services, economic activity (real GDP) will decline, leading to a

contraction in economic activity and possibly a recession. As a result, a reduction in

demand tends to cause firm profits to decline. Firms are also likely to experience an

increase in excess capacity, leading them to reduce the size of their workforce.

2. Increase in Demand

In contrast, if circumstances cause individuals, businesses, and governments to

increase their demand for goods and services, economic activity will rise, leading to a

recovery or an expansion in economic activity. As a result, an increase in demand

tends to cause firm profits to rise. Firms are also likely to experience a reduction in

excess capacity, leading them to increase the size of their workforce.

3. Reduction of Supply

If circumstances cause firms to reduce their supply of goods and services, economic

activity will fall, leading to a contraction or possibly a recession. As firms reduce their

supply, they are also likely to reduce the size of their workforce, leading to higher

unemployment.

4. Increase in Supply

If circumstances cause firms to increase their supply of goods and services, economic

activity will rise, leading to an expansionary phase of economic activity. As firms

increase their supply, they are also likely to increase the size of their workforce, leading

to lower unemployment.

Graphs C and D

short-run aggregate supply.

illustrate recessions caused by shifts in aggregate demand and

Output (Real GDP)

Price Level

Output (Real GDP)

Price Level

AD

1

AD

Y

1 Y0

P

1

P

0

Y

1 Y0

P

1

P

0

A recession caused by a shift in the

aggregate demand curve

aggregate demand causes actual GDP to

fall below potential GDP. This is illustrated

as the leftward shift in aggregate demand.

As a result, real GDP falls from Y

: A decrease in0 to Y1.

A recession caused by a shift in the short

run aggregate supply curve

short-run aggregate supply causes actual GDP

to fall below potential GDP. This is illustrated

as the leftward shift in the short run aggregate

supply curve. As a result, real GDP falls from

Y

SRAS

SRAS

: A decrease in0 to Y1.1

SRAS

AD

LRAS LRAS

Graph C Graph D

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B2-9

E. FACTORS THAT SHIFT AGGREGATE DEMAND

The primary factors that shift aggregate demand are:

1. Changes in Wealth

a. Increase in Wealth

An increase in wealth causes the aggregate demand curve to shift to the right.

Thus, an increase in wealth causes the economy to expand and leads to an

increase in national output (real GDP).

b. Decrease in Wealth

A decrease in wealth causes the aggregate demand curve to shift to the left. A

decrease in wealth does the opposite of an increase in wealth. For example, a

large decline in stock prices would decrease consumer wealth and therefore shift

the aggregate demand curve to the left. As a result, national output would fall,

causing a contraction and possibly a recession.

2. Changes in Real Interest Rates

a. Increase in Real Interest Rates

An increase in interest rates increases the cost of capital and, therefore, tends to

reduce consumer demand for durable goods such as new cars and homes and

firm demand for new plants and equipment.

b. Decrease in Real Interest Rates

A decrease in real interest rates does the opposite of an increase in real interest

rates. A decrease in real interest rates reduces the cost of capital, thereby

increasing the demand for investment goods and shifting the aggregate demand

curve to the right, causing national output to rise. Conversely, an increase in real

interest rates causes the cost of capital to rise and shifts the aggregate demand

curve to the left, causing national output to fall.

3. Changes in Expectations about the Future Economic Outlook (Consumer

Confidence)

a. Confident Economic Outlook

If households become confident about the economic outlook (consumer

confidence increases), the willingness to acquire investment and consumer

goods increases and the aggregate demand curve shifts right, causing national

output to rise.

b. Uncertain Economic Outlook

When the economic outlook appears more uncertain, consumers tend to reduce

current spending, shifting aggregate demand to the left and causing national

output to fall.

Business Environment & Concepts 2 Becker CPA Review

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4. Changes in Exchange Rates

a. Appreciated Currencies

If the currency of a country appreciates in real terms relative to the currencies of

its trading partners, its goods will become relatively expensive for foreigners,

while foreign goods will become relatively cheap for its residents. As a result, net

exports (exports minus imports) will fall, shifting the aggregate demand curve to

the left and causing national output to fall.

b. Depreciated Currencies

If the currency of a country depreciates in real terms relative to the currencies of

its trading partners, its goods will become relatively cheap for foreigners, while

foreign goods will become relatively expensive for its residents. As a result, net

exports (exports minus imports) will rise, shifting the aggregate demand curve to

the right and causing national output to rise.

5. Changes in Government Spending

a. Increase in Government Spending

An increase in government spending shifts the aggregate demand curve to the

right, causing national output to rise.

b. Decrease in Government Spending

A decrease in government spending shifts the aggregate demand curve to the

left, causing national output to fall.

6. Changes in Consumer Taxes

a. Increase in Consumer Taxes

An increase in consumer taxes (e.g., the personal income tax) reduces the

disposable income

shifts the aggregate demand curve to the left, causing national output to fall.

(gross income minus taxes) of consumers and, therefore,

b. Decrease in Consumer Taxes

A decrease in taxes increases the disposable income of consumers and

therefore shifts the aggregate demand curve to the right causing national output

to rise.

Becker CPA Review Business Environment & Concepts 2

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B2-11

7. Illustration: Changes in Government Spending and/or Taxes

Graph E

in taxes (known as expansionary fiscal policy), and

decrease in government spending and/or an increase in taxes (known as

contractionary fiscal policy).

illustrates the effect of an increase in government spending and/or a decreaseGraph F illustrates the effect of a

Output (Real GDP)

Price Level

Output (Real GDP)

Price Level

AD

AD

1

Y

0 Y1

P

0

P

1

Y

1 Y0

P

0

P

1

In graph E, the economy is initially in a

recession, illustrated as output level Y

0, which is

below

government can stimulate the economy by

increasing government spending or decreasing

taxes

curve to the right and causing national output

(real GDP) to rise.

SRAS SRAS

AD

LRAS LRAS

the potential level of output Y1. The(or both) shifting the aggregate demand

Graph E Graph F

In graph F, the economy is initially in an

expansionary phase, illustrated as output level

Y

Y

by decreasing government spending or

increasing taxes

aggregate demand curve to the left and causing

national output (real GDP) to fall.

AD

0, which is above the potential level of output1. The government can contract the economy(or both), shifting the1

F. THE MULTIPLIER EFFECT

The multiplier effect refers to the fact that an increase in consumer, firm, or government

spending, produces a multiplied increase in the level of economic activity. For example, a $1

increase in government spending results in a greater than $1 increase in real GDP. The

multiplier effect stems from the fact that increases in spending generate income for firms,

which in turn spend that income. Their spending gives other households and firms income,

and so on. Therefore, the effect of a $1 increase in spending is magnified by the multiplier

effect. The multiplier effect results from the marginal propensity to consume (MPC). The

MPC is the change in consumption due to a $1 increase in income. Because people tend to

save part of their income, the MPC is typically less than one. Using the MPC, the size of the

multiplier effect can be calculated using the following formula:

Multiplier 1 Change in Spending

(1 MPC)

= ×

Note: The examiners could refer to "1 – MPC" as the marginal propensity to save (MPS), so

be aware of this terminology as well.

Business Environment & Concepts 2 Becker CPA Review

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For example, suppose the MPC is 0.8 (i.e., the change in consumption due to a $1 increase

in income is 80 cents) and that spending increases by $100. Then the multiplier would be:

Multiplier 1 $100 $500

(1 0.8)

= × =

Thus a $100 dollar increase in spending results in a $500 increase in real GDP.

G. FACTORS THAT SHIFT SHORT-RUN AGGREGATE SUPPLY

Recall that shifts in long-run aggregate supply are associated with economic growth NOT

business cycles. Therefore, when discussing business cycles we focus on shifts in the shortrun

aggregate supply curve. The primary factors that shift short-run aggregate supply are:

1. Changes in Input (Resource) Prices

a. Increase in Input Prices

An increase in input prices (raw material prices, wages, etc.) causes the shortrun

aggregate supply curve to shift left. Thus, an increase in input prices causes

the economy to contract and leads to a decrease in national output (real GDP).

EXAMPLE

For example, a large increase in oil prices (oil is a primary input in production) would shift the short-run aggregate

supply curve to the left. As a result, national output would fall, causing a contraction and possibly a recession. This is

illustrated in Graph D.

b. Decrease in Input Prices

A decrease in input prices causes the short-run aggregate supply curve to shift to

the right. A decrease in input prices causes the economy to expand and leads to

an increase in national output (real GDP).

2. Supply Shocks

a. Supplies are Plentiful

If resource supplies become more plentiful, the short-run aggregate supply curve

will shift to the right, causing national output to increase.

b. Supplies are Curtailed

If resource supplies are curtailed (e.g., crop failures, damage to infrastructure

caused by earthquakes, etc.) the short-run supply curve will shift to the left,

causing national output (real GDP) to decline.

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B2-13

H. SHIFTS IN AGGREGATE DEMAND AND SUPPLY AND THE EFFECTS ON FIRM

BUSINESS OPERATIONS

Shifts in either the aggregate demand or aggregate supply curve affect the business

conditions of firms.

1. Example

As was discussed above, when the aggregate demand curve shifts right (an increase in

aggregate demand), firm profits tend to increase. In addition, firms are likely to

experience a decrease in excess capacity, leading them to increase the size of their

workforce.

2. Effect of Economic Events on the Firm

When economic events (such as those discussed above) cause either the aggregate

demand curve or short-run aggregate supply curve to shift, they also affect the

business conditions of firms.

a. Shifts in Aggregate Demand

Economic events that cause aggregate demand to increase (e.g., an increase in

wealth or a decrease in interest rates) tend to cause firm profits to rise. In

contrast, economic events that cause aggregate demand to decrease (e.g., a

decline in consumer confidence) tend to cause firm profits to fall.

b. Shifts in Aggregate Supply

Economic events that shift the aggregate supply curve also affect firm profits,

employment, and other conditions. For example, a rise in input costs tends to

reduce firm profits and cause firms to reduce the size of their workforce.

Business Environment & Concepts 2 Becker CPA Review

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ECONOMIC MEASURES AND REASONS FOR CHANGES IN THE ECONOMY

I. OVERVIEW

Economists and policy-makers rely on a host of economic measures or indicators to determine the

overall state of economic activity. Some of the most commonly cited economic measures are: (1)

real Gross Domestic Product (real GDP), (2) the unemployment rate, (3) the inflation rate, and (4)

interest rates. It is important to remember that these economic measures tend to move together.

For example, when real GDP is rising, unemployment tends to be falling. Similarly, when the

unemployment rate is rising the inflation rate tends to be falling.

II. THE NATIONAL INCOME ACCOUNTING SYSTEM

The National Income and Product Accounting (NIPA) system was developed by the U.S.

Department of Commerce in order to monitor the health and performance of the U.S. economy.

The two approaches to measuring GDP (expenditure approach and income approach, both

discussed in detail below) are calculated using NIPA. The combined economic output of the

following four sectors is called Gross Domestic Product (GDP), the total dollar value of all new final

goods and services produced within the economy in a given time period.

??????

Households (or Consumers)

??????

Businesses

??????

Federal, State, and Local Governments

??????

Remember that GDP was introduced on page B2-3 where nominal GDP and real GDP were

discussed.

The Foreign Sector

A. TWO METHODS OF MEASURING GDP

The two methods of measuring GDP are the expenditure approach and the income approach.

1. The Expenditure Approach

Under the expenditure approach, GDP is the sum of the following four components:

G

Gross private domestic

investment, and change in business inventories)

Personal

Net

overnment purchases of goods and servicesinvestment (nonresidential fixed investment, residential fixedconsumption expenditures (durable goods, non-durable goods, and services)exports (exports minus imports)

G

I

C

E

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B2-15

2. The Income Approach

The income approach accounts for GDP as the value of resource costs and incomes

generated during the measurement period.

a. The income approach includes business profits, rent, wages, interest,

depreciation, and business taxes.

b. Calculate GDP through the income approach by using the following mnemonic:

I

ncome of proprietors

P

rofits of corporations

I

nterest (net)

R

ental income

A

djustments for net foreign income and miscellaneous items

T

axes (indirect business taxes)

E

mployee compensation (wages)

D

epreciation (also known as capital consumption allowance)

B. COMPARISON OF APPROACHES

The different approaches to preparing an "income statement" for the domestic economy (the

GDP) are shown in the table below.

1. The aggregate expenditures approach on the left is a flow-of-product approach (at

market prices).

2. The income approach on the right is a flow of earnings and costs approach (valueadded

items plus taxes).

Table 1

(Billions of Dollars)

Expenditures Approach Income Approach

(Flow-of-Product) (Earnings and Cost)

G

overnment purchases $1,314.7 Income of proprietors $ 450.9

I

nvestment 1,014.4 Profits of corporations 526.5

C

onsumption 4,698.7 Interest (net) 392.8

E

xports (net) (96.4) Rental income 116.6

A

income/miscellaneous 45.0

djustments for net foreign

T

axes (indirect business) 572.5

E

mployee compensation 4,008.3

D

of fixed capital) 818.8

Aggregate Expenditure

epreciation (consumption$6,931.4 Domestic Income $6,931.4

I

P

I

R

A

T

E

D

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C. OTHER MEASURES OF NATIONAL INCOME

While GDP is the most common measure of national income and an economy's output and

performance, there are several other noteworthy measures. These measures are calculated

by making specific deductions and additions to GDP and include: Net Domestic Product

(NDP), Gross National Product (GNP), Net National Product (NNP), National Income (NI),

Personal Income (PI), and Disposable Income (DI).

1. Net Domestic Product

Net domestic product (NDP) is GDP minus depreciation (the capital consumption

allowance), the expenditure necessary to maintain production capacity (or

"depreciation" to accountants).

2. Gross National Product (GNP)

GNP is defined as the market value of final goods and services produced by

residents

of a country in a given time period. GNP differs from GDP because GNP includes

goods and services that are produced overseas by U.S. firms and excludes goods and

services that are produced domestically by foreign firms. For example, if BMW

produces cars in the U.S., that production is counted as part of U.S. GDP, but it is not

counted as part of U.S. GNP because BMW is a foreign-owned company.

3. Net National Product (NNP)

Net national product (NNP) is defined as the total income of a country's residents less

losses from economic depreciation (i.e., losses in the value of capital goods due to age

and wear). Thus, NNP equals GNP minus economic depreciation. This depreciation is

not accounting depreciation, which is allocation of costs to accounting periods.

4. National Income (NI)

National income (NI) is NNP less indirect business taxes (e.g., sales tax). It measures

the income received by all factors of production within a country.

5. Personal Income (PI)

Personal Income (PI) is the income received by households and noncorporate

businesses. Specifically,

NI

Less

Net interest

Contributions for social measures (social security contributions)

Corporate income taxes

: Undistributed corporate profits (retained earnings)

Plus

Personal interest income

Business transfer payments/dividends

=

6. Disposable Income (DI)

: Government transfer payments to individualsPI

Disposable Income (DI) is personal income less personal taxes. It is the amount of

income households have available either to spend or save.

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B2-17

III. THE UNEMPLOYMENT RATE

The unemployment rate measures the ratio of the number of people classified as unemployed to

the total labor force. The total labor force includes all non-institutionalized individuals 16 years of

age or older who are either working or actively looking for work. (An unemployed person is defined

as a person 16 years of age or older who is available for work and who has actively sought

employment during the previous four weeks.) Note that to be counted as unemployed a person

must be actively looking for work. The unemployment rate can be expressed as:

Unemployment Rate = Number of Unemployed 100

Total Labor Force

×

A. TYPES OF UNEMPLOYMENT

1. Frictional Unemployment

Frictional unemployment is normal unemployment resulting from workers routinely

changing jobs or from workers being temporarily laid off. It is the unemployment that

arises because of the time needed to match qualified job seekers with available jobs.

2. Structural Unemployment

Structural unemployment occurs when:

a. Jobs available in the market do not correspond to the skills of the work force, and

b. Unemployed workers do not live where the jobs are located.

3. Seasonal Unemployment

Seasonal unemployment is the result of seasonal changes in the demand and supply

of labor. For example, shortly before Christmas, the demand for labor increases and

then decreases again after Christmas.

4. Cyclical Unemployment

Cyclical unemployment is the amount of unemployment resulting from declines in real

GDP during periods of contraction or recession or in any period when the economy

fails to operate at its potential. When real GDP is

cyclical unemployment is positive. When real GDP is

output, cyclical unemployment is negative. Thus, cyclical unemployment rises during a

recession and falls during an expansion.

below the potential level of output,above the potential level of

B. NATURAL RATE OF UNEMPLOYMENT AND THE MEANING OF FULL EMPLOYMENT

1. Natural Rate of Unemployment

The natural rate of unemployment is the "normal" rate of unemployment around which

the unemployment rate fluctuates due to cyclical unemployment. Thus, the natural rate

of unemployment is the sum of frictional, structural, and seasonal unemployment or the

employment rate that exists when the economy is at its potential output level (recall

that the position of the Long-Run Aggregate Supply (LRAS) curve is determined by the

potential level of output).

2. Full Employment

Full employment is defined as the level of unemployment when there is no cyclical

unemployment. Full employment does

economy is operating at full employment, there is still frictional, structural, and seasonal

unemployment.

not mean zero unemployment. When the

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C. THE LINK BETWEEN UNEMPLOYMENT AND OUTPUT (REAL GDP)

The unemployment rate and national output (real GDP) tend to move in opposite directions.

That is, when real GDP is rising, the unemployment rate tends to be falling. Similarly, when

real GDP is falling (for example, when the economy is in a recession), the unemployment rate

tends to be rising. The reason for the link between the two variables is straightforward.

When the demand for goods and services increases (when real GDP is rising), firms typically

need to hire additional workers to produce the additional goods and services demanded and

hence the unemployment rate tends to fall. Obviously the opposite is true when the demand

for goods and services decreases.

IV. THE PRICE LEVEL AND INFLATION

A. DEFINITIONS

1. Inflation

Inflation is defined as a sustained increase in the general prices of goods and services.

It occurs when prices on average are increasing over time.

2. Deflation

Deflation is defined as a sustained decrease in the general prices of goods and

services. It occurs when prices on average are falling over time. Most economists

believe deflation is a much bigger economic problem than inflation. During periods of

deflation, firms are likely to experience significant excess production capacity. This

occurs because consumers tend to hold off purchasing goods and services during a

period of deflation because they realize the price of goods and services is likely to

continue to fall. Consequently, firm profits are likely to be falling during periods of

deflation.

3. Inflation/Deflation Rate

The inflation or deflation rate is typically measured as the percentage change in the

Consumer Price Index (CPI) from one period to the next.

a. Consumer Price Index (CPI)

The CPI is a measure of the overall cost of a fixed basket of goods and services

purchased by an average household. (The Producer Price Index (PPI) measures

the overall cost of a basket of goods and services typically purchased by firms.)

b. Formula

Using the CPI, the inflation rate is calculated as the percentage change in the

CPI from one period to the next:

this period last period

last period

CPI CPI

Inflation Rate = 100

CPI

×

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B. CAUSES OF INFLATION AND DEFLATION

Inflation and deflation are caused by shifts in the aggregate demand and short-run aggregate

supply curves. A shift right in the aggregate demand curve will cause the price level to rise,

leading to inflation. Similarly, a shift left in the short-run aggregate supply curve will also

cause the price level to rise, leading to inflation.

1. Demand-Pull Inflation

Demand-pull inflation is caused by increases in aggregate demand. Thus, demand-pull

inflation could be caused by factors such as:

a. Increases in government spending,

b. Decreases in taxes,

c. Increases in wealth, and

d. Increases in the money supply.

2. Cost-Push Inflation

Cost-push inflation is caused by reductions in short-run aggregate supply. Thus, costpush

inflation could be caused by factors such as:

a. An increase in oil prices, or

b. An increase in nominal wages.

3. Illustrations

Graphs G and H

demand and short-run aggregate supply curves.

illustrate demand-pull and cost-push inflation using the aggregate

Output (Real GDP)

Price Level

Output (Real GDP)

Price Level

AD

AD

1

Y

0 Y1

P

0

P

1

Y

1 Y0

P

1

P

0

Demand-Pull Inflation:

aggregate demand causes the short-run

equilibrium price level to rise from P

An increase in0 to P1.

Cost-Push Inflation:

aggregate supply causes the short-run

equilibrium price level to rise from P

SRAS

SRAS

A decrease in shortrun0 to P1.1

SRAS

AD

Graph G Graph H

4. Deflation

Deflation is also caused by shifts in aggregate demand or short-run aggregate supply.

A shift left in aggregate demand (perhaps brought about by a stock market crash or a

large increase in taxes) will cause the aggregate price level to fall. Similarly, a shift

right in the short-run aggregate supply curve will also cause the aggregate price level

to fall.

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C. INFLATION AND THE VALUE OF MONEY

Inflation has an inverse relationship with purchasing power. As the price level rises, the value

of money declines.

1. Definitions

a. Monetary Assets and Liabilities

Monetary assets and liabilities (e.g., cash, accounts receivable, notes payable,

etc.) are fixed in dollar amounts regardless of changes in specific prices or the

general price level.

b. Non-Monetary Assets and Liabilities

The value of non-monetary assets (e.g., a building, land, machinery, etc.) and

non-monetary liabilities will fluctuate with inflation and deflation.

2. Holding Monetary Assets

During a period of inflation, those with a fixed amount of money or income (e.g., retired

persons) will be hurt (i.e., their purchasing power will be eroded). Similarly, firms that

lend out money at fixed interest rates are likely to be hurt by inflation.

3. Holding Monetary Liabilities

During a period of inflation, those with a fixed amount of debt (e.g., those with home

mortgages) will be aided (i.e., the debt will be repaid with inflated dollars). Thus,

inflation also tends to be benefit firms with large amounts of outstanding debt.

EXAMPLE

OPEC and the Stagflation of the 1970s

Between 1973 and 1974, OPEC (Organization of Petroleum Exporting Countries) substantially curtailed its production of

crude oil. As a result, the price of a barrel of crude oil rose from approximately $2.00 per barrel in late 1973 to $10.00

per barrel in late 1974.

This increase in the price of crude oil had a substantial effect on the U.S. economy. Specifically, rising crude oil prices

represented an increase in input costs for U.S. firms. As a result, firms cut back production and the short-run aggregate

supply curve shifted left.

This is the situation depicted in Graph D. As the short-run aggregate supply curve shifted left, national output (real

GDP) began to decline, unemployment began to rise, and the aggregate price level began to rise (cost-push inflation).

The combination of falling national output and a rising price level is known as

74 led to a recession in the U.S. that was particularly harsh because not only was the unemployment rate rising, but the

newly unemployed were facing higher prices for goods and services due to inflation!

stagflation. The actions of OPEC in 1973-

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EXAMPLE

The Great Depression and Deflation

The Great Depression began with the stock market crash of October 24, 1929. By 1932, the Dow Jones industrial

average had fallen 89% from its peak in 1929. In addition, shortly before the stock market crash, the Federal Reserve

(the Central Bank of the U.S.) increased interest rates in an attempt to control inflation. It then increased interest rates

again in early 1931.

While the stock market crash was not the only cause of the great depression, it does mark the beginning of the

depression. The depression was caused by a number of factors including ill-timed interest rate hikes by the Federal

Reserve, the stock market crash, and protectionist trade policies. Table 1 shows what happened to real GDP, the

unemployment rate, and the price level (as measured by the CPI) between 1929 and 1933.

Table 1

Year Real GDP

(Billions of 1987 Dollars)

Unemployment

Rate

Price Level

(CPI)

1929 821.8 3.15% 17.1

1930 748.9 8.71% 16.7

1931 691.3 15.91% 15.2

1932 599.7 23.65% 13.7

1933 587.1 24.87% 13.0

As the table illustrates, the Great Depression was characterized by falling output (falling real GDP), rising

unemployment and deflation. The deflation that occurred can be seen by noting that between 1929 and 1933 the price

level fell continuously. Furthermore, at the height of the Great Depression, one out of every four workers was

unemployed!

The data suggests that the Great Depression was caused by a shift left in aggregate demand, as in

Specifically, the stock market crash reduced household wealth, which shifted the aggregate demand curve to the left.

In addition, the interest rate hikes, orchestrated by the Federal Reserve, increased the cost of capital, thereby

decreasing the demand for investment goods and shifting the aggregate demand curve even further to the left. As

aggregate demand fell, the price level also fell and the nation experienced a period of deflation.

Graph C.

V. INVERSE RELATIONSHIP BETWEEN INFLATION AND UNEMPLOYMENT

A. THE PHILLIPS CURVE

Inflation and unemployment are traditionally thought to have an inverse relationship in the

short run. The Phillips Curve illustrates the inverse relationship between the rate of inflation

and the unemployment rate. It illustrates the tradeoff that exists in the short run between

inflation and unemployment. While unemployment and inflation have historically moved in

opposite directions, during the oil shocks of the 1970s the Phillips Curve broke down.

Specifically, the oil shocks (negative supply shocks) of the 1970s led to a situation where

both unemployment and the price level were rising.

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B. ILLUSTRATION OF THE PHILLIPS CURVE

The Phillips Curve is illustrated in

Graph I.

Inflation Rate

Unemployment Rate

The Phillips Curve illustrates the tradeoff

between inflation and unemployment.

When unemployment is high, inflation

tends to be low, and when unemployment

is very low, inflation tends to be high.

Graph I

VI. BUDGET DEFICITS AND SURPLUSES

The budget is the federal government's plan for spending funds and raising revenues through

taxation, fees, and other means (and for borrowing funds if necessary). The budget deficit and the

budget surplus are important indicators of the current and future health of an economy.

A. BUDGET DEFICITS

A budget deficit occurs when a country spends more than it takes in (mostly in the form of

taxes).

1. Financing Budget Deficits

Budget deficits are usually financed by government borrowing, which affects interest

rates. The government could also finance budget deficits by printing new money.

However, financing budget deficits by printing money causes inflation.

2. Cyclical Budget Deficit

A cyclical budget deficit is caused by temporarily low economic activity. For example, a

cyclical budget deficit might be caused by a recession.

3. Structural Budget Deficit

A structural budget deficit is one that is caused by a structural imbalance between

government spending and revenue. Structural deficits are not caused by temporarily

low economic activity.

B. BUDGET SURPLUSES

A budget surplus occurs when government revenues exceed government spending during

the year.

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VII. INTEREST RATES

A. NOMINAL AND REAL INTEREST RATES

1. Nominal Interest Rate

The nominal interest rate is the amount of interest paid (or earned) measured in current

dollars. When the economy experiences inflation, nominal interest rates are not a good

measure of how much borrowers really pay or lenders really receive when they take

out or make a loan. A more accurate measure of the interest borrowers pay or lenders

receive is the real interest rate.

2. Real Interest Rate

The real interest rate is defined as the nominal interest rate minus the inflation rate. It

is a measure of the purchasing power of interest earned or paid.

Real Interest Rate = Nominal Interest Rate – Inflation Rate

EXAMPLE

For example, if you take out a loan with a 10% nominal interest rate and the inflation rate is 3%, then your real interest

rate is only 7%. That is, after adjusting for the fact that the dollars with which you will repay the loan in the future are

worth less than current dollars due to inflation, you are really only paying 7% to borrow the money!

3. Relationship Between Nominal Interest Rates and Inflation

Nominal interest rates and inflation tend to move together. When the inflation rate

increases, so does the nominal interest rate. The relationship between nominal

interest rates and inflation may be shown by rearranging the above equation for real

interest rates as follows:

Nominal Interest Rate = Real Interest Rate + Inflation

Thus, if real interest rates do not change, a 1% increase in the inflation rate will lead to

a 1% increase in nominal interest rates.

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Illustration: Nominal Interest Rates and Inflation (Graph J)

Nominal Interest Rates and Inflation

0.00%

2.00%

4.00%

6.00%

8.00%

10.00%

12.00%

14.00%

16.00%

18.00%

20.00%

1955 1960 1965 1970 1975 1980 1985 1990 1995

Year

Interest Rate/Inflation Rate

Nominal Interest Rate

Inflation Rate

Note the close relationship between nominal interest rates and the inflation rate. As

the inflation rate increases, the nominal interest rate also increases. Also note that

around 1974/1975 the inflation rate was actually higher than the nominal interest rate

implying real interest rates were negative!

B. DEFINITION OF MONEY AND THE MONEY SUPPLY

Money is the set of liquid assets that are generally accepted in exchange for goods and

services. The money supply is defined as the stock of all liquid assets available for

transactions in the economy at any given point in time. There are several definitions of

money supply. M1 and M2 are the most common measures of money supply and are

reported (periodically) in financial publications such as the Wall Street Journal.

M1

includes coins, currency, checkable deposits (accounts that allow holders to write checks

against interest-bearing funds within them), and traveler's checks. M1 does not typically

include savings accounts or certificates of deposit (CDs).

is defined broadly as money that is used for purchases of goods and services. It typically

M2

but that can be converted easily into checkable deposits or other components of M1. These

include time certificates of deposit less than $100,000, money market deposit accounts at

banks, mutual fund accounts, and savings accounts.

is defined broadly as M1 plus liquid assets that cannot be used as a medium of exchange

M3

includes all items in M2 as well as time certificates of deposit in excess of $100,000.

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C. MONETARY POLICY AND THE MONEY SUPPLY

Monetary policy is the use of the money supply to stabilize the economy. The Federal

Reserve uses monetary policy to increase or decrease the money supply in an effort to

promote price stability and full employment. Understanding the effects of changes in the

money supply is important because changes in the money supply lead to changes in interest

rates, changes in the price level, and changes in national output (real GDP). The Fed

controls the money supply through:

1. Open Market Operations (OMO)

Open Market Operations (OMO) consist of the purchase and sale of government

securities (Treasury Bills and bonds) in the open market.

a. Increase in the Money Supply

When the Fed purchases government securities, it increases the money supply

(i.e., puts money into circulation to pay for the securities).

b. Decrease in the Money Supply

When the Fed sells government securities, it decreases the money supply

(i.e., takes money out of circulation).

2. Changes in the Discount Rate

The discount rate is the interest rate the Fed charges member banks for short-term

(normally overnight) loans.

a. Member banks may borrow money from the Fed to cover liquidity needs,

increase reserves, or make investments.

b. Raising the discount rate discourages borrowing by member banks and

decreases the money supply.

c. Lowering the discount rate encourages borrowing by member banks and

increases the money supply.

3. Changes in the Required Reserve Ratio (RRR)

The Required Reserve Ratio (RRR) is the fraction of total deposits banks must hold in

reserve.

a. Raising the reserve requirement decreases the money supply.

b. Lowering the reserve requirement increases the money supply.

D. INTEREST RATES AND THE SUPPLY OF AND DEMAND FOR MONEY

1. Demand for Money is Inversely Related to Interest Rates

Changes in the money supply have a direct effect on interest rates because interest

rates are determined by the supply of and demand for money. The demand for money

is the relationship between how much money individuals want to hold and the interest

rate. The demand for money is inversely related to the interest rate—as interest rates

rise, it becomes more expensive to hold money (because holding money rather than

saving or investing it means you do not earn interest), thus reducing the demand for

money.

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2. Supply of Money is Fixed at a Given Point in Time

As noted above, the supply of money is determined by the Federal Reserve and is

therefore fixed at any given point in time at the level set by the Federal Reserve.

Graph K

money demand curve and the money supply line determines the interest rate.

a. An increase in the money supply will cause interest rates to fall.

b. Conversely, a decrease in the money supply will cause interest rates to rise.

illustrates the demand for and supply of money. The intersection of the

Interest Rate

Quantity of Money

Demand for Money

MS MS

1

Equilibrium

interest rate;

I

0

I

1

Graph K

The Money Market

The Money Market:

money intersects the supply of money. The money supply curve is vertical since

the Federal Reserve controls the supply of money (thus it is independent of the

interest rate). If the Fed increases the money supply, interest rates will fall, as

illustrated by the fall in interest rates from I

The equilibrium interest rate is found where the demand for0 to I1.

VIII. MONETARY POLICY AND ITS EFFECTS ON INTEREST RATES, THE PRICE LEVEL, OUTPUT

(REAL GDP) AND UNEMPLOYMENT

When the Federal Reserve increases or decreases the money supply it has a direct effect on

interest rates and an indirect effect on the price level, real GDP, and the unemployment rate.

Specifically, when the Fed changes the money supply, it causes interest rates to either increase or

decrease. As we saw earlier, changes in the interest rate directly affect the cost of capital and thus

shift the aggregate demand curve. Finally, shifts in aggregate demand cause changes in the price

level, real GDP, and the unemployment rate.

A. EXPANSIONARY MONETARY POLICY (INCREASES IN THE MONEY SUPPLY)

Expansionary monetary policy results when the Fed increases the money supply.

Expansionary monetary policy affects the economy through the following chain of events:

1. An increase in the money supply causes interest rates to fall.

2. Falling interest rates reduce the cost of capital and hence stimulate the desired levels

of firm investment and household consumption.

3. Increases in desired investment and consumption cause an increase in aggregate

demand.

4. Aggregate demand shifts to the right, causing real GDP to rise, the unemployment rate

to fall, and the price level to rise.

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B. CONTRACTIONARY MONETARY POLICY (DECREASES IN THE MONEY SUPPLY)

Contractionary monetary policy results when the Fed decreases the money supply. The

effect of contractionary monetary policy is the exact opposite of expansionary monetary

policy. Specifically:

1. A decrease in the money supply causes interest rates to rise.

2. Rising interest rates reduce the desired levels of firm investment and household

consumption.

3. Decreases in desired investment and consumption cause a decrease in aggregate

demand.

4. Aggregate demand shifts to the left, causing real GDP to fall, the unemployment rate to

rise, and the price level to fall.

EXAMPLE

The 2001 Recession and Monetary Policy

After growing steadily for almost a decade, the U.S. economy started to slow down at the end of 2000. The slowdown

in the economy was accompanied by a large drop in stock prices that marked the end of the bull market of the late

1990's. In 2001, the U.S. economy experienced two consecutive quarters of negative real GDP growth implying the

economy had slipped into a recession. As the economy began to falter, Alan Greenspan, the Chairman of the Federal

Reserve, initiated expansionary monetary policy. Specifically, the Federal Reserve began lowering interest rates by

increasing the money supply. Lower interest rates helped keep the economy from slipping even further into a

recession. Specifically, lower interest rates led to a large increase in home purchases starting in 2001 and continuing

through 2002. In addition, lower interest rates made it possible for the auto industry to offer attractive financing rates,

including zero-percent financing! This helped increase consumer purchases of automobiles and overall demand for

goods and services in the economy. The recession of 2001 and the actions taken by the Federal Reserve are

illustrated in Graphs L and M.

Graph L Graph M

M

o M1

P

1

MS

0

Money Demand

MS

1

I

0

I

1

Interest Rate

LRAS

Price Level

SRAS

Y

0

P

0

AD

0

AD

1

Y

Quantity of Money

1 Real GDP

Graph M illustrates the recession of 2001. During the recession, output (real GDP) is at Y

potential level of output Y

monetary policy of the Federal Reserve. By increasing the money supply, the Federal Reserve caused interest rates to

fall from I

such as automobiles. The increased consumption and investment led to a shift right in aggregate demand as depicted

in graph M. As aggregate demand shifted right, real GDP began to increase and the economy began to recover from

the recession.

0, which is below the1, indicating a recession. Graph L illustrates the money market and the expansionary0 to I1. Lower interest rates spurred new home investments and consumer consumption of durable goods

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MARKET INFLUENCES ON BUSINESS STRATEGIES

I. INTRODUCTION

The strategic goals of a firm are influenced by the market in which the firm operates. The ability of

a firm to achieve success is a direct result of how well the strategic plan fits the market in which the

firm operates and how well the firm carries out its strategic plan. The firm must create an overall

plan (a strategic plan) to assist in combating competition and helping it to develop an approach to

achieve its objectives (in line with the firm's vision and mission statement).

Strategic thinking encompasses a wide variety of issues with various types of benefits, such as the

unification of organizational and operational decisions, goal-orientation toward the desired company

achievements, directed focus on planning for flexible responses for new developments in the

market, the creation of bases for evaluation, and the overall company focus on the vision, mission

statement, and objectives of the firm.

A. STEPS IN STRATEGIC MANAGEMENT (STRATEGIC POSITIONING)

Strategic management (positioning) normally involves defining the mission, identifying the

strategy, identifying the critical success factors, and analyzing those success factors by

recognition of strengths, weaknesses, opportunities, and threats.

1. Define the Firm's Vision and Mission Statements

Organizational mission statements usually represent one or two line descriptions of

what the organization is in business to do. Ultimately, however, mission philosophies

fall into one of three basic categories that impact the overall manner in which the

organization carries out its business.

a. Build Missions

Build missions are for organizations that accommodate a volume or range of

work as a means of accomplishing organizational objectives. Organizations with

build missions tend to take a long-term view and are likely to invest in significant

capital projects.

b. Hold Missions

Hold missions are for organizations that maintain their current competitive

position.

c. Harvest Missions

Harvest missions are for organizations that reap immediate benefits from the

organization. Organizations with harvest missions tend to have a short-term

view, are less likely to invest in significant capital projects, and are more likely to

focus on net income, cash flows, and immediate return.

2. Set the Goals of the Firm

Organizations can choose any number of ways to achieve their missions. Generally,

however, there are two broad and distinct paths for achieving organizational goals: cost

leadership and differentiation. Each path has its own characteristics and implications

for operational planning, budgeting, and corporate culture and will be discussed in

detail later in this lecture.

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3. Define the Objectives of the Firm

a. Financial Objectives

Financial objectives are the improvement of the overall financial outcomes of a

firm's strategy.

b. Non-Financial Objectives

Non-financial objectives are the improvement of the overall ability of the firm to

compete in the market in the long run, which is the ultimate focus for overall

shareholder wealth maximization.

4. Decide What to Measure and Take a Baseline Measurement

Organizations use various measures of success to determine the achievement of

strategic objectives. These measures are generally referred to as critical success

factors, which may be either financial or non-financial.

a. Financial Measures (Financial)

Financial measures of success are generally derived from the financial reporting

system of the organization or the marketplace. Examples of financial measures

include sales or earnings growth, dividend growth, and growth in the market

value of the organization's stock, credit ratings, cash flows, etc.

b. Internal Business Processes (Non-Financial)

Internal business process measures of success generally relate to non-financial

measures of efficiency or production effectiveness derived from internal records.

Internal business process measures of success include quality measures, cycle

time computations, yields, reduction in waste, etc.

c. Customer Measures (Non-Financial)

Customer measures of success are non-financial measures of organizational

effectiveness derived from information provided directly or indirectly by

customers or from data derived from responses to customers. Customer

measures of success include market share data, customer satisfaction data,

brand recognition information, on-time delivery data, etc.

d. Advance Learning and Innovation (Non-Financial)

Learning and innovation measures of success are internal measures of effective

use of human resources including morale and corporate culture, innovation in

new products and methods, education and training, etc.

5. Strategic Analysis (SWOT)

Organizations use strategic or SWOT (

Strengths, Weaknesses, Opportunities, and

T

organization will measure. Factors internal to an organization that impact strategy are

the sources of strengths and weaknesses. Outstanding skills that represent strengths

in relation to competitors are referred to as core competencies. Factors external to the

organization are the sources of opportunities and threats. As managers review these

factors, the organization builds clarity regarding the mission, consensus as to strategy,

critical success factors, and the impact of internal and external factors on the business.

hreats) analysis to ascertain the overall strategy and critical success factors that the

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6. Create the Strategic Plan

a. Focus of the Plan

In general, a strategic plan of a company must create a set of steps to achieve

the objectives of the firm while staying in line with the firm's vision and mission

statement. The plan must provide an environment and a model under which the

goals and profitability of the firm can be achieved. The plan must focus on the

ways the company will:

(1) Conduct business operations,

(2) Respond to competitive movements and other issues,

(3) Achieve/maintain competitive advantage, and

(4) Provide a way to address the needs and preferences of its customers.

b. Strategic Plans Vary Based on Segments

Strategic plans may vary for each segment of an organization based on the

characteristics of that segment. Characteristics that will affect strategic planning

include:

(1) Growth potential as indicated by industry maturity and regulatory

constraints

(2) Profitability

(3) Discretionary cash flow

(4) Contribution margins

(5) Levels of risk

(6) Management talent (e.g., limited career opportunities in low-growth

industries and markets will reduce the pool of talent available for

management)

7. Implement the Strategic Plan

In general, the overall vision, mission statement, objectives, and strategy of the firm

must be embraced and executed at various levels within the organization. The plan

should be able to address those areas that will be applicable at all the different levels of

the firm so that the plan is executed as a team that shares a common goal. The levels

(from top to bottom) include:

a. Corporate level,

b. Business level,

c. Functional level, and

d. Operating level.

8. Evaluate and Revise the Plan as Necessary

The plan must be evaluated and revised as necessary.

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B. CONTINUAL REVISION AND EVALUATION OF THE PLAN (CONTINGENCY PLANNING)

Contingency planning addresses development of alternative plans in the event that adopted

plans do not work, assumed variables prove to be faulty, or objectives become impractical or

irrelevant. Contingency planning will first consider the impact of changes in variables and

then document and quantify management's corrective action to deal with those changes. For

example, contingency plans that are part of the strategic plan focus on the ability of the firm

to change products or adapt to new markets.

1. Three Questions a Firm Should Ask Itself

The firm must have an on-going process of attempting to determine three things:

a. Do the goals of the firm continue to be aligned with the mission statement and

current strategy?

b. Has the firm been able to attain or maintain competitive advantage?

c. Is the firm able to be profitable under the current strategy?

2. Flexibility of the Plan is Necessary

The selected strategic plan of the firm must be flexible to adapt to changes in such

things as:

a. Technology,

b. Competition,

c. Crisis situations,

d. Regulatory laws, and

e. Customer preferences.

3. Proper Reaction is Essential

The firm must have a strategic plan that will allow it to be able to react to the changes

in the market in such a way as to still maintain competitive advantage and attain its

goals in line with its vision and mission statement. Sustaining competitive advantage is

crucial to the success of a firm.

C. CHOICE OF A BUSINESS MODEL

Once a strategic plan is in place, the company will choose a business model concerned with

cash flows and profits under which it believes the company will best be able to achieve its

strategic plan.

II. THE LAWS OF DEMAND AND SUPPLY

Basic principles of microeconomic theory are very important on the CPA Exam, but understanding

the fundamentals is also important to the business manager. Managers are more likely to be

successful if they understand how their actions and various governmental policies or collusive

actions (e.g., cartels) affect their market and firm.

A market is simply a collection of buyers and sellers meeting or communicating in order to trade

goods or services.

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A. DEMAND

1. Definitions

a. Demand Curve

The demand curve illustrates the maximum quantity of a good consumers are

willing and able to purchase at each and every price (at any given price), all else

equal. Note that this demand curve is similar to the aggregate demand curve

discussed on page B2-6 except that the x-axis here is quantity and not real GDP.

It does, however, illustrate the same kind of relationship. However, this demand

curve is the microeconomics demand curve for a certain good or product and not

the total demand in the economy as a whole.

b. Quantity Demanded

Quantity demanded is defined as the quantity of a good (or service) individuals

are willing and able to purchase at each and every price (at any given price), all

else equal.

c. Change in Quantity Demanded

A change in quantity demanded is a change in the amount of a good demanded

resulting solely from a change in price. Changes in quantity demanded are

shown by movements along the demand curve (D). When the assumptions

regarding price or quantity change, then the "demand point" will change along

this demand curve. For example, if the price of a product increases, there will be

a move up the demand curve.

d. Change in Demand

A change in demand is a change in the amount of a good demanded resulting

from a change in something other than the price of the good. A change in

demand cannot be due to a change in price. A change in demand causes a shift

in the demand curve.

2. Fundamental Law of Demand

The fundamental law of demand states that the price of a product (or service) and the

quantity demanded of that product (or service) are inversely related. As the price of the

product increases, the quantity demanded decreases. Quantity demanded is inversely

related to price for two reasons:

a. Substitution Effect

The substitution effect refers to the fact that consumers tend to purchase more

(less) of a good when its price falls (rises) in relation to the price of other goods.

The substitution effect exists because people tend to substitute one similar good

for another when the price of a good they usually purchase increases. For

example, if the price of Pepsi-Cola decreases, it will be used as a substitute for

Coca-Cola (a similar good).

b. Income Effect

The income effect means that as prices are lowered with income remaining

constant (i.e., as purchasing power or real income increases), people will

purchase more of all of the lower priced products. For example, a decrease in

the price of a good increases a consumer's real income even when nominal

income remains constant. As a result, the consumer can purchase more of all

goods.

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B2-33

3. Factors that Shift Demand Curves (Factors Other than Price)

Mnemonic: W R I T E N

a. Changes in Wealth

For example, people whose wealth increases may increase their demand for

luxury cars.

b. Changes in the Price of Related Goods (substitutes and complements)

For example, if the price of a similar good (a substitute good) increases, the

demand curve will shift to the right (increase) for the original good, now

perceived as a bargain. If the price of a good used in conjunction with the

original good (referred to as a complementary good) decreases, then the

demand for the original good will increase (e.g., if personal computer prices

diminish, demand increases for peripherals such as monitors and laser printers).

c. Changes in Consumer Income

For example, an increase in income will shift the demand curve to the right

(depicted as the shift from D

1 to D2).

d. Changes in Consumer Tastes or Preferences for a Product

For example, in the clothing industry, a revival of the "1960s era" will increase

the demand for bell-bottom jeans (retro clothing). This is also depicted as the

shift from D

1 to D2.

e. Changes in Consumer Expectations

For example, if consumers anticipate that there will be a future price increase,

immediate demand will increase for that product (at the current lower price).

f. Changes in the Number of Buyers Served by the Market

For example, an increase in the number of buyers will shift the demand curve to

the right.

P

X2

P

X1

Price

(in $)

D

X

1 X2

D

Quantity

Graph A: Change in Quantity Demanded

Changes in price cause

movements along the demand

curve

Quantity

D

3 D1 D2

D

2

D

1

D

3

Price

(in $)

Graph B: Change in Demand

Shift in demand curve or

change in demand caused by

external influences (other than

the price of the good)

An increase

in demand

A decrease

in demand

W

R

I

T

E

N

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34 © 2009 DeVry/Becker Educational Development Corp. All rights reserved.

4. Market Demand

Market demand is the total amount of a good all individuals are willing and able to

purchase at each and every price, all else equal. The market demand curve for a good

is the sum total of all the individual demand curves and is also downward sloping

(demonstrating the inverse relationship between price and quantity demanded). The

market demand curve is derived by summing the quantities demanded at each price

over all individuals.

when the market contains just two individuals.

Graph C illustrates how the market demand curve is constructed

Quantity Quantity Quantity

P

2

P

1

P

2 P2

P

1 P1

4 6 3 5 7 11

Price Price

Price

Individual 1's

demand curve

Individual 2's

demand curve

The market

demand curve

Graph C

B. SUPPLY

1. Definitions

The fundamental law of supply states that price and quantity supplied are positively

related (i.e., they have a positive correlation). The higher the price received for a good,

the more sellers will produce (higher quantity).

a. Supply Curve

The supply curve illustrates the maximum quantity of a good sellers are willing

and able to produce at each and every price (at any given price), all else equal.

Note that this supply curve is similar to the aggregate supply curve discussed on

page B2-7 except that the x-axis here is quantity and not real GDP. It does,

however, illustrate the same kind of relationship. However, this supply curve is

the microeconomics supply curve for a certain good or product and not the total

demand in the economy as a whole.

b. Quantity Supplied

Quantity supplied is the amount of a good that producers are willing and able to

produce at each and every price (at any given price), all else equal.

c. Change in Quantity Supplied

A change in quantity supplied is a change in the amount producers are willing

and able to produce resulting solely from a change in price. A change in quantity

supplied is represented by a movement along the supply curve. When price

changes, move up or down the supply curve to find the new quantity that will be

supplied.

d. Change in Supply

A change in supply is a change in the amount of a good supplied resulting from a

change in something other than the price of the good. A change in supply

cannot be due to a change in price. A change in supply causes a shift in the

supply curve.

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B2-35

2. Factors that Shift Supply Curves

Mnemonic: E C O S T

a. Changes in Price Expectations of the Supplying Firm

For example, if prices are expected to decrease, the firm will supply more now at

each price level to take advantage of the currently higher prices. This is

represented by the shift in the supply curve from supply curve S

S

1 to supply curve2.

b. Changes in Production Costs (Price of Inputs)

For example, a decrease in wages paid to workers would cause a shift to the

right in the supply curve because for the same total amount of production dollars,

the firm is willing to supply more product. This is represented by the shift in the

supply curve from supply curve S

1 to supply curve S2.

c. Changes in the Price or Demand for Other Goods

For example, a decrease in the demand for another good supplied by a firm

would cause the firm to shift its resources and increase the supply of its

remaining goods.

d. Changes in Subsidies or Taxes

For example, a decrease in taxes or an increase in subsidies would increase the

amount supplied at each price level.

e. Changes in Production Technology

For example, an improvement in technology would cause a shift to the right of

the supply curve.

Graph D: Change in Quantity Supplied

Price

(in $)

Quantity

S

P

2

P

1

X

1 X2

Price

(in $)

Graph E: Change in Supply

Quantity

S

1

S

2

S

3

An increase

in supply

A decrease

in supply

Changes in price cause movements

along the supply curve

Shifts in supply caused by external

factors (other than price)

E

C

O

S

T

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3. Market Supply

Market supply is the total amount of a good all producers are willing and able to

produce at each and every price, all else equal. The market supply curve for a good is

the sum total of all the individual supply curves, and is also upward sloping

(demonstrating the positive relationship between price and quantity supplied). The

market supply curve is derived in the same manner as the market demand curve,

namely, by summing the quantities supplied at each price over all producers.

Graph F

illustrates how the market supply curve is constructed when the market contains just

two producers.

Quantity Quantity Quantity

P

2

P

1

P

2 P2

P

1 P1

4 10 2 5 6 15

Price Price

Price

Producer 1's

supply curve

Producer 2's

supply curve

The market

supply curve

Graph F

C. MARKET EQUILIBRIUM

A market is in equilibrium when there are no forces acting to change the current

price/quantity combination.

1. The market's equilibrium price and output (quantity) is the point where the supply and

demand curves intersect.

2. The interaction of demand and supply determines equilibrium price.

3.

Graph G illustrates equilibrium price.

Surplus

Equilibrium price

for example, minimum wage

ceiling price

Price (P)

Q

S QE QD

S

D

S D

10

$12

P

9

Graph G

Shortage

a. As illustrated above, price (P) is $10 at equilibrium and the quantity supplied (Q)

is Q

E.

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b. If price is set below the equilibrium price, the quantity demanded will exceed the

quantity supplied, and a shortage will result.

c. If price is set above the equilibrium price, the quantity demanded will be less than

the quantity supplied, and a surplus will result.

4. Changes in Equilibrium

If supply and/or demand curves shift, the equilibrium price and quantity will change.

a. Effects of a Change in Demand on Equilibrium

A shift right (increase) in demand from curve D to curve D

H

clearing quantity (from Q to Q

from curve D to curve D

(from P to P

1, as shown in Graph, will result in an increase in price (from P to P1) and an increase in market1). Conversely, a shift left (decrease) in demand1, as shown in Graph I, will result in a decrease in price1) and a decrease in market clearing quantity (from Q to Q1).

Price

Price

Quantity Quantity

S

D

D

1

Q Q

P

P

1 Q1 Q1

P

1

P

S

D

1

D

Graph H Graph I

b. Effects of a Change in Supply on Equilibrium

A shift right (increase) in supply from curve S to curve S

will result in a decrease in price (from P to P

quantity (from Q to Q

to curve S

and a decrease in market clearing quantity (from Q to Q

Market clearing quantity is the equilibrium quantity. Market clearing is the idea

that the market will "eventually" be cleared of all excess supply and demand (all

surpluses and shortages), assuming that prices are free to change.

1, as shown in Graph J,1) and an increase in market clearing1). Conversely, a shift left (decrease) in supply from curve S1, as shown in Graph K, will result in an increase in price (from P to P1)1).

Price

Price

Quantity Quantity

S

D

Q Q

P

1 Q1 Q1

P

P

1

P

S

D

1

D

S

1

Graph J Graph K

S1

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c. General Effects of Changes in Demand and Supply on Equilibrium

(1) An increase in demand and supply results in an increase in equilibrium

quantity, but the effect on price is indeterminate. It is certain that the effect

is an increase of equilibrium quantity (because both an increase in demand

and an increase in supply cause quantity to increase). However, the effect

on equilibrium price is indeterminate because an increase in demand and

supply could cause an increase, decrease, or no change (if equal changes)

in equilibrium price.

(a) If the increase in demand is larger than the increase in supply, the

equilibrium price will rise.

(b) Conversely, if the increase in supply is larger than the increase in

demand, the equilibrium price will fall.

(2) The effect of other complex cases such as (a) a decrease in demand and

an increase in supply, (b) an increase in demand and a decrease in supply,

and (c) a decrease in demand and a decrease in supply, can be analyzed

in a similar manner.

discussed above on equilibrium price and quantity. To understand them

more fully, you should draw supply and demand diagrams for each case to

verify the effects listed in the table.

Table 1 summarizes the effect of all four cases

Change in

Demand

Change in

Supply

Effect on Equilibrium

Price

Effect on Equilibrium

Quantity

Increase Increase Indeterminate Increase

Increase Decrease Increase Indeterminate

Decrease Decrease Indeterminate Decrease

Decrease Increase Decrease Indeterminate

III. ELASTICITY OF DEMAND AND SUPPLY

Elasticity is a measure of how sensitive the demand for or the supply of a product is to a change in

its price.

A. PRICE ELASTICITY OF DEMAND

The price elasticity of demand is the percentage change in quantity demanded divided by the

percentage change in price.

1. In a normal demand curve, the price elasticity of demand is usually negative. This

negative price elasticity reflects the downward sloping demand curve; as price goes up

(positive percentage change), the quantity demanded goes down (negative percentage

change). A negative price elasticity coefficient results if the demand curve is normal.

2. Generally, the absolute elasticity coefficient (positive value) is considered when

elasticity problems are posed on the examination, because it is presumed that price

elasticity is negative for a demand curve.

3. Measuring the Price Elasticity of Demand

The price elasticity of demand can be measured in two ways.

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B2-39

a. The Point Method

The point elasticity of demand measures the price elasticity of demand at a

particular point on the demand curve. For example, suppose that when the price

of a product increases from $100 to $120, quantity demanded decreases from

1,000 units to 900 units. Using the point elasticity method, the price elasticity of

demand would be:

p

e = Price Elasticity of Demand = % change in quantity demanded

% change in price

% Change = 900 (new demand) - 1,000 (old demand) = (-100) units = (10%) in Quantity 1,000 (old demand) 1,000 units

Divided b

p

y:

% Change = $120 (new price) - $100 (old price) = $20 = $1 = 20% in Price $100 (old price) $100 $5

e = Price Elasticity of Demand = (10) , or = -.5 (Absolute Value = .5)

20

b. The Midpoint Method

The midpoint method measures the price elasticity of demand

points on the demand curve. For example, suppose once again that when the

price of a product increases from $100 to $120, quantity demanded decreases

from 1,000 units to 900 units. Using the midpoint method, the price elasticity of

demand would be:

between any two

2 1 2 1

p

2 1 2 1

(Q Q ) (Q Q )

e

(P P ) (P P )

− +

=

− +

p

e (900 1,000) (900 1,000) .58 (Absolute Value .58)

(120 100) (120 100)

− +

= =− =

− +

4. Price Inelasticity (Demand < 1.0)

Demand for a good is price inelastic if the absolute price elasticity of demand is less

than 1.0. The smaller the number after the minus sign, the more inelastic the demand

for the good.

a. If price inelasticity is zero, demand is perfectly inelastic. Note also that perfectly

inelastic demand curves are vertical, depicting that the quantity demanded stays

the same no matter how price changes (e.g., in the pharmaceutical industry, the

demand for insulin by diabetics).

b. The calculation above with a 0.5 value is an example of inelastic demand.

5. Price Elasticity (Demand > 1.0)

Demand is price elastic if the absolute price elasticity of demand is greater than 1.0.

When the value is greater than 1.0 (defined as elastic), the greater the number, the

more elastic the demand.

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6. Unit Elasticity (Demand = 1.0)

Demand is unit elastic if the absolute price elasticity of demand is equal to exactly 1.0.

Demand is unit elastic if the percentage change in the quantity demanded caused by a

price change equals the percentage change in price.

7. Factors Affecting Price Elasticity of Demand

a. Product demand is more elastic with more substitutes available but is inelastic if

few substitutes are available.

b. The longer the time period, the more product demand becomes elastic because

more choices are available.

8. Price Elasticity Effects on Total Revenue

If we know the price elasticity of demand for a good, we can determine how a change

in price will affect a firm's total revenue. Total revenue is simply the price of a good

multiplied by the quantity of the good sold.

a. Effects of Price Inelasticity on Total Revenue (Positive Relationship)

If demand is price inelastic, an increase in price will result in an increase in total

revenue (positive relationship), and a decrease in price will result in a decrease

in total revenue. When demand is price inelastic, an increase in price results in a

decrease in quantity demanded that is proportionally

price. As a result, total revenue (equal to price times quantity) will increase.

smaller than the increase in

b. Effects of Price Elasticity on Total Revenue (Negative Relationship)

If demand is price elastic, an increase in price will result in a decrease in total

revenue (negative relationship), and a decrease in price will result in an increase

in total revenue. When demand is price elastic, an increase in price results in a

decrease in quantity demanded that is proportionally

price. As a result, total revenue (equal to price times quantity) will decrease.

larger than the increase in

c. Effects of Unit Elasticity on Revenue (No Effect)

If demand is unit elastic, a change in price will have no effect on total revenue.

d. Summary

The table below summarizes the relationship between the price elasticity of

demand and total revenue.

Price Elasticity of

Demand

Implied

Elasticity

Impact of a Price Increase

on Total Revenue

Impact of a Price

Decrease on Total Revenue

Elastic Greater than 1 Total revenue decreases Total revenue increases

Inelastic Less than 1 Total revenue increases Total revenue decreases

Unit Elastic Equal to 1 Total revenue is unchanged Total revenue is unchanged

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B. PRICE ELASTICITY OF SUPPLY

The price elasticity of supply is calculated the same way as the price elasticity of demand,

except that the change in quantity supplied is now measured.

1. Formula for Price Elasticity of Supply

s

e = Price Elasticity of Supply = % change in quantity supplied

% change in price

% Change = 600 (new supply) - 500 (old supply) = 100 = 20% in Quantity 500 (old supply) 500

Divided by:

% Change = $1 in Price

s

1 (new price) - $10 (old price) = 1 = 10%

$10 (old price) 10

e = Price Elasticity of Supply = 20% = 2

10%

2. Price Inelasticity (Supply < 1.0)

Supply is price inelastic if the absolute price elasticity of supply is less than 1.0. If

supply is perfectly inelastic, the price elasticity of supply equals zero. Perfectly

inelastic supply curves are vertical, which reflects that quantity supplied is insensitive to

price changes.

3. Price Elasticity (Supply > 1.0)

Supply is price elastic if the absolute price elasticity of supply is greater than 1.0.

4. Unit Elasticity (Supply = 1.0)

Supply is unit elastic if the absolute price elasticity of supply is equal to 1.0.

5. Factors Affecting Price Elasticity of Supply

a. Feasibility of customers storing the product will affect the price elasticity of

supply. For example, it may result in high elasticity if the product can be stored

and does not have to be bought today.

b. The time it takes to produce and supply the good will affect the price elasticity of

supply. For example, longer production time leads to lower price elasticities.

C. CROSS ELASTICITY

Cross elasticity of demand (or supply) is the percentage change in the quantity demanded (or

supplied) of one good caused by the price change of another good.

C

% change in number of units of X demanded (supplied)

% change in price of Y

e Cross Elasticity of Demand/Supply

=

=

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1. Substitute Goods: Positive Coefficient

If the coefficient is positive (i.e., the price of Product A goes up, causing the demand for

Product B to go up), the two goods are substitutes (people stop buying the higher

priced goods and begin to buy the substitute).

2. Complement Goods: Negative Coefficient

If the coefficient is negative (i.e., an increase in the price of Product A results in a

decrease in quantity demanded for Product B), the commodities are complements.

3. If the coefficient is zero, the goods are unrelated.

D. INCOME ELASTICITY OF DEMAND

The income elasticity of demand measures the percentage change in quantity demanded for

a product for a given percentage change in income.

I

% change in number of units of X demanded

% change in income

e Income Elasticity of Demand

=

=

1. Positive Income Elasticity

If the income elasticity of demand is positive (e.g., demand increases as income

increases), the good is a normal good. A normal good is a product whose demand is

positively related to income. As income goes up, demand for normal goods increases

(e.g., premium foods such as steak and lobster).

2. Negative Income Elasticity

If the income elasticity of demand is negative (e.g., demand decreases as income

increases), the good is an inferior good. An inferior good is a product whose demand

is inversely related to income (opposite of normal good). As income goes up, demand

for inferior goods decreases (e.g., canned vegetables or hamburger).

IV. GOVERNMENT INTERVENTION IN MARKET OPERATIONS

Sometimes, the government will intervene in a market by mandating a price different from the

"market price" (causing either a surplus or a shortage). This is most often accomplished by using

price ceilings and price floors.

A. PRICE CEILINGS

A price ceiling is a price that is established below the equilibrium price, which causes

shortages to develop. Price ceilings cause prices to be artificially low, creating a greater

demand than the supply available. For example, if the government sets a ceiling price (i.e.,

price cannot go above this amount) for a good (e.g., $9), then Q

36, equilibrium) will be demanded, but only Q

shortage.

D (in Graph G from page B2-S will be supplied. Hence, there will be a market

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B2-43

B. PRICE FLOORS

A price floor is a minimum price set above the equilibrium price, which causes surpluses to

develop. Price floors are minimum prices established by law, such as minimum wages and

agricultural price supports. For example, if the government sets a price floor (i.e., prices

cannot go below this amount) for a good (e.g., a minimum wage set at $12), a market surplus

will result.

V. ECONOMIC COSTS

A. TYPES OF COSTS

1. Explicit Costs

Explicit costs are documented out-of-pocket expenses (e.g., wages, materials, and

utilities).

2. Implicit Costs (Includes Opportunity Costs)

Implicit costs are opportunity costs of inputs supplied by the owners (entrepreneurship,

equity, capital, etc.). A key point in economics is opportunity cost, which represents the

value of the next best alternative foregone (or not chosen). Opportunity cost is usually

considered to be the profits that are lost from business because one strategy is

pursued instead of another.

B. COST CONCEPTS

The two major concepts of costs to economists are accounting costs and economic costs.

1. Accounting Costs

Accounting costs measure the explicit costs of operating a business (e.g., purchases of

input services).

a. Accounting costs do not consider opportunity costs.

b. For example, accountants treat entrepreneurial costs (e.g., the value of a sole

proprietor's time) as profits (i.e., no expense to the company), but economists

view these as added costs to the organization.

2. Economic Costs

Economic costs are accounting (explicit) costs plus opportunity (implicit) costs. The

most common economic costs are land costs (rent), labor costs (wages), capital costs

(interest), and entrepreneurial costs.

VI. ECONOMIC PROFIT VS. PROFIT

A. ECONOMIC PROFIT

Economic profit equals the difference between total revenue and total economic costs, which

include opportunity costs.

B. ACCOUNTING PROFIT

Accounting profit equals the difference between total revenue and total accounting costs.

Accounting profit is generally higher than economic profit because economic profit takes into

account both explicit and implicit (opportunity) costs.

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VII. PRODUCTION COSTS IN THE SHORT RUN

Economists differentiate between the short run and the long run. The short run is a period of time

in which some of the inputs used for production are fixed. In the short run, some of the economic

costs are fixed because the inputs are fixed. The long run is a period of time in which all of the

inputs used for production are variable. In the long run, all costs have the opportunity to change,

even capital costs. Thus, in the long run, all costs are variable.

A. PRODUCTION FUNCTION

A firm's production function refers to the relationship between the firm's input of productive

resources (the mnemonic "CELL": capital, entrepreneurial talent, land, and labor) and its

output of goods and services.

B. PRODUCTION CONCEPTS

The three main production concepts are:

1. Total Product

Total product (TP) equals the total amount of output (Q) produced.

2. Marginal Product

Marginal product (MP) equals the change in total product resulting from a one- unit

increase in the quantity of an input employed. For example, the marginal product of

labor (L) is:

MP

L = ΔTP ΔL

3. Average Product

Average product (AP) equals the total product divided by the quantity of an input. For

example, the average product of labor (L) is AP

L = TP / L.

C. LAW OF DIMINISHING RETURNS

One of the main economic concepts that governs production is the

law of diminishing returns

which states that, when more and more units of a input are combined with a fixed amount of

other inputs, output increases but at a diminishing rate. For example, adding additional

workers to the production process, while holding the amount of other inputs constant, causes

output to increase at a decreasing rate.

D. FIXED AND VARIABLE COSTS

Because some resources are fixed and others are variable in the short run, the short-run

cost

totalstructure of a firm consists of fixed costs and variable costs:

1. Fixed costs are the cost of acquiring the fixed resources used in production (one

example is depreciation). Fixed costs do not change during the production period; they

are independent of the level of production.

2. Variable costs are the costs of acquiring the variable resources (such as labor); they

are dependent upon the level of production.

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E. COST FUNCTIONS

The four major cost functions are:

1. Average Fixed Cost (AFC)

Average fixed cost (AFC) equals total fixed costs (FC) divided by quantity (Q).

AFC = FC / Q

2. Average Variable Cost (AVC)

Average variable cost (AVC) equals total variable cost (VC) divided by quantity.

AVC = VC / Q

3. Average Total Cost (ATC)

Average total cost (ATC), or unit cost, equals total (fixed plus variable) costs (TC)

divided by quantity.

ATC = TC / Q

4. Marginal Cost (MC)

Marginal cost (incremental cost) is the change in total cost associated with a change in

output quantity over a period of time. For example, the marginal cost of the 10

the total cost of producing 10 units less the total cost of producing 9 units (the

difference between the total cost of each). Marginal cost (MC), or incremental cost,

equals the change in total cost, resulting from a one-unit increase in quantity.

MC

a. Marginal cost depends solely on variable costs.

b. Fixed costs do not influence marginal costs.

th unit is= ΔTC ΔQ

F. ILLUSTRATION AND ANALYSIS OF SHORT-RUN COST CURVES

Costs

(dollars)

Output (quantity)

AFC

AVC

ATC

MC

Graph L

Short-Run Cost Curves

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1. The average fixed cost curve (AFC) decreases continually over the range of quantity

produced (as output increases).

2. ATC is the sum of AFC and AVC. Thus, the vertical distance between the AVC curve

and the ATC curve is equal to AFC.

3. The average total cost (ATC) curve is U-shaped. At low levels of output, average total

costs are high because average fixed costs are high. As output increases, average

fixed costs fall and thus average total costs fall. However, as output continues to

increase, marginal costs and average costs start to increase causing average total

costs to rise.

4. The marginal cost curve (MC) intersects the AVC and ATC curves at their minimum

points.

5. The short run supply curve is the marginal cost (MC) curve above the minimum point of

its average variable cost curve (AVC).

VIII. PRODUCTION COSTS IN THE LONG RUN

A. In the long run, all resource inputs are variable.

B. To be in position to produce at the lowest possible cost means adjusting the scale of

production by adjusting plant size or numbers of plants.

C. Generally the long-run average total cost (LRATC) curve is U-shaped. Therefore, the optimal

size or number of plants is at the minimum point of the LRAC curve.

D. LONG-RUN COST GRAPH

Graph M

cost (LRMC) curves.

illustrates the long-run average total cost (LRATC) curve and the long-run marginal

Long-Run Costs

Graph M

LRMC

Economies

of Scale

Diseconomies

of Scale

LRATC

Quantity of Output

E. ECONOMIES OF SCALE

Companies that are able to reduce per unit costs by using large plants to produce large

amounts of output are said to have economies of scale. Economies of scale are reductions

in unit costs resulting from increased size of operations. In the long run, economies of scale

will cause the long-run average total cost curve (LRATC) to decline within the range of

production. Economies of scale will eventually be lost, and diseconomies of scale will result

(see

include:

Graph M). Factors enabling economies of scale (increases in the productivity of inputs)

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1. Opportunity for specialization

2. Utilization of advanced technology

3. Mass production is normally more efficient

F. DISECONOMIES OF SCALE

Diseconomies of scale may occur when these large firms become inefficient and are no

longer cost productive. Diseconomies of scale are increases in average costs of operations

resulting from problems in managing large-scale enterprises. For example, diseconomies of

scale can also cause workers to feel disassociated from the firm with a resulting lack of

motivation. Factors causing diseconomies of scale include:

1. Bottlenecks and costs of transporting materials

2. Difficulty of supervising and managing a large bureaucracy (reasons for diseconomies

of scale for the firm result almost entirely from the inefficient performance of the

management function)

IX. MARKET STRUCTURES AND PRICING

Operating environments influence the strategic plan. Following is a brief discussion of the overall

market structures in which firms may operate.

A. PERFECT (PURE) COMPETITION

1. Introduction

Under perfect competition, strategic plans may include maintaining the market share

and responsiveness of the sales price to market conditions. In a perfectly competitive

market, no individual firm can influence the market price of its product, nor shift the

market supply sufficiently to make a good more scarce or abundant. Attributes of

perfect competition include:

a. A large number of suppliers and customers acting independently.

b. Very little product differentiation (homogeneous products).

c. No barriers to entry because firms exert no influence over the market or price

(thus, goods and services are produced at the lowest cost to the consumer in the

long run).

2. Maximizing Short-Run Profits (MR = MC = P)

It is assumed that the objective of any business is to maximize its profits. To do this, a

firm must find that price-quantity combination that will produce the largest spread

between its revenues and its costs.

Average Revenue (AR) is Total Revenue (TR) divided by Total Output. Marginal

Revenue (MR) is the

output. Marginal Cost (MC) is the

firm will continue adding units to production until the cost of producing one

more unit is greater than the revenue that unit will generate. In other words, the firm

will continue adding units to production until it becomes unprofitable to do so (MR

additional revenue brought in by producing one additional unit ofcost of producing one additional unit. A profitmaximizingMC

=

To maximize short-run profits, competitive firms must produce at the output rate where

Price = Marginal Revenue = Marginal Cost (or P = MR = MC). This is illustrated in

0). Therefore, the condition for maximizing profit is: MR=MC.

Graphs N and O

below.

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The Profit Maximizing Price and Output for a Firm

Operating in a Perfectly Competitive Market Environment

P

$/Unit

D

Q

S

Quantity of Output

Graph N

P

$/Unit

MC

ATC

P=MR

Total

Profit

Q

The Whole Industry1

P=MC=MR

ATC

Quantity of Output

Graph O

One Firm

P is the price at which all firms in the industry sell their product in the short run and Q is

industry output. Q

Graph O, the firm’s total profit in the short-run is given by the shaded area.

1 is the profit-maximizing level of output of an individual firm. As illustrated in

3. Operating at a Loss (P > AVC)

In the short run, firms may operate at a loss. If price is less than ATC at the profit

maximizing level of output (i.e., where MR = MC), economic profits will be negative

(i.e., the firm incurs economic losses). However, the firm should continue to operate in

the short run as long as price is greater than average variable costs (i.e., P > AVC)

because it will still cover all of its variable costs and some of its fixed costs.

4. Firms are Price Takers

Note that although the industry (market) demand curve slopes down, under conditions

of perfect competition, each firm has a horizontal demand curve at the equilibrium price

for the industry; thus, the firm is a "price taker" (i.e., cannot change the price itself).

Because the price of an individual firm's output is the same regardless of how much it

produces, price equals marginal revenue, which equals average revenue (P = MR =

AR). (In a monopolistic market, the monopoly firm sets prices and is a "price setter,"

discussed below.)

5. Long-Run Profits with Perfect Competition

The long-run equilibrium position for a competitive firm is where price equals marginal

cost equals minimum average total cost (i.e., P = MC = Minimum ATC). In the long

run, economic profits are zero because firms produce where price equals minimum

average total cost. The entry and exit of new firms ensures that economic profits are

zero in the long run and, thus, that firms earn a normal rate of return.

6. Advantages Derived from Perfect Competition

a. The market maintains a lower price and larger quantity than in any other market

structure. If abnormal profits exist, new competitors enter and drive the price

down.

b. Each buyer that is willing to pay the market price will get as many units as the

buyer desires; thus, utility is maximized.

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B. MONOPOLY

Under a monopoly, strategic plans will likely ignore market share and focus on profitability

from production levels that maximize profits. Monopoly (e.g., the classic utility company,

which was a "regulated" monopoly) represents concentration of supply in the hands of a

single firm.

1. Assumptions and Market Characteristics of Monopoly

a. A single firm with a unique product

b. Significant barriers to market entry

c. The ability of the firm to set output and prices (e.g., through patents or regulatory

restrictions against competition)

d. No substitute products (the firm's demand curve is the same as the industry's

demand curve)

2. Firm is a Price Setter

Monopolies are "price setters," as opposed to firms in perfect competition (which are

"price takers"). Higher prices are charged for supplying less of the product. In a

monopoly, the firm will maximize profits where marginal revenue equals marginal cost;

however, the monopolist's price will be higher than marginal revenue.

Q

P

Firm Demand = Industry Demand

MR

MC

Q

1

P

Monopoly Profit

ATC

1 ATC

Graph P

Price and Output of a Monopolist

Profit Maximizing

MR=MC

MR = MC and P > MR (and MC)

In pure monopoly, the firm's demand curve coincides with the

industry demand curve for the product (because the firm and the

industry are the same). Since the firm produces where MR = MC, it

produces at a lower output and higher price than the competitive

firms and earns above-normal profits.

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3. Operating at a Loss

In the short run, firms may operate at an economic loss. If price is less than ATC at the

profit maximizing level of output (i.e., where MR = MC), economic profits will be

negative (i.e., the firm incurs economic losses). If the situation does not change in the

long run, a monopolist that operates at an economic loss will shut down.

4. Natural Monopoly

A natural monopoly exists when economic and technical conditions permit only one

efficient supplier.

5. Inefficiency of Monopoly

Monopolists produce at a point where price is greater than marginal cost. As a result,

the quantity produced by a monopolist is below the socially efficient level. Thus, the

economic consequence of monopoly is that less output is produced than is socially

optimal. In that sense, monopolies are inefficient because they produce a deadweight

loss to society.

C. MONOPOLISTIC COMPETITION

Under monopolistic competition, strategic plans may include maintaining the market share

(as with pure competition) but will also likely include a plan for enhanced product

differentiation and extensive allocation of resources to advertising, marketing, product

research, etc. Monopolistic competition exists when many sellers compete to sell a

differentiated product in a market into which the entry of new sellers is possible (e.g., brand

name cosmetic products).

1. Assumptions and Market Conditions

a. Numerous firms with differentiated products

b. Few barriers to entry

c. The ability of firms to exert some influence over the price and market

d. Significant non-price competition in the market (e.g., competition to increase

brand awareness and loyalty)

2. Brand Loyalty

Instead of reducing prices, the firms spend money to create brand loyalty (e.g., aspirin,

soft drinks, etc.).

3. Little Market Control by the Firm

Because many firms compete in this scenario, no one firm will be able to affect the

prices charged by the other firms, and therefore, there is little market control by each

firm.

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4. Maximize Profits Where MR = MC

The following graph illustrates the profit maximizing output level and price of a

monopolistically competitive firm. Because the firm sells a differentiated product, it

faces a downward sloping demand curve (similar to a monopolist). The firm maximizes

profits by producing the level of output that equates marginal revenue and marginal

cost (i.e., produce where MR = MC). In

illustrated as the shaded area.

Graph Q, the firm earns an economic profit

Quantity of Output

Price

ATC

AVC

MR Demand

P

Q

1

MC

Graph Q

ATC

Profit Maximization

5. Zero Economic Profit in the Long Run

Economic profit equals the difference between total revenue and total economic costs,

which include opportunity costs. Because there are few barriers to entry under

monopolistic competition, in the long run, monopolistically competitive firms will earn

zero economic profits. If profits are positive in the short run, more firms will enter and

drive profits down to zero. If firm profits are negative in the short run, firms will exit and

drive profits up to zero. The long run equilibrium position for a monopolistically

competitive firm is, therefore, to produce where MR = MC and P = ATC.

D. OLIGOPOLY

Under oligopoly, strategic plans focus on market share and call for the proper amount of

advertising (to ensure appropriate product differentiation) and ways to properly adapt to price

changes or required changes in production volume. An oligopoly is a market structure in

which a few sellers (e.g., the "Big Three" automotive manufacturers) dominate the sales of a

product and entry of new sellers is difficult or impossible.

1. Assumptions and Market Conditions

a. Relatively few firms with differentiated products

b. Fairly significant barriers to entry (e.g., high capital cost of designing a safety

tested car and building an auto plant)

c. Strongly interdependent firms (prices tend to be fixed)

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2. Illustration of Kinked Demand Curve

a. Oligopolists face a kinked demand curve because firms match price cuts of

competitors but ignore price increases. This causes the demand curves to have

different slopes above and below the prevailing price.

b.

Graph R illustrates the effects of price adjustment by an oligopolist.

P

3

P

1

P

2

$

Q

4 Q5 Q1 Q3 Q2

D

D

D

΄

D

΄

If price is raised above the prevailing level,

rival firms will ignore the increase, and the

firm will lose a large portion of its sales.

A kink in the demand-AR curve

appears at the prevailing price.

If price is cut, rival firms will match

the reduction, thereby limiting the

potential gain in sales.

Quantity of output per period of time

Graph R

An Oligopolist's Kinked Demand Curve

The matching of price cuts and the ignoring of price increases by rival firms has the effect of making

an oligopolist's demand curve highly elastic above the ruling (prevailing) price. This causes the

demand curve to be kinked, illustrating that there is not a direct relationship between price and

quantity at all points on the demand curve. Firms would be foolish to engage in price cutting because

rivals merely match the price reduction (e.g., the airline industry).

E. MARKET ASSUMPTIONS AND CONDITIONS

1. Regardless of the model that represents the industry, the firm will operate best when

marginal revenue equals marginal cost (MR = MC).

2. Microeconomic theory holds that firms make decisions based upon marginal cost and

marginal revenue (essentially ignoring fixed or sunk costs).

3. The following table summarizes the market assumptions and conditions underlying

perfect competition, monopoly, monopolistic competition, and oligopoly.

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Market Structure

Characteristic Perfect Competition Monopolistic

Competition Oligopoly Monopoly

Number of firms in the

industry

Many

(Highly competitive)

Many

(Highly competitive)

Few

(Moderately

competitive)

One

(No competition)

Size of firms relative to

industry Small Small Large 100% of industry

Barriers to entry

None

(Easy to enter

industry)

Low

(Easy to enter industry)

High

(Difficult to enter

industry because of

Economies of

Scale)

Insurmountable

(No entry is

possible)

Differentiation of product

None

(All firms sell the

same commodity

product)

Some

(Firms sell slightly

different products that

are close substitutes)

Various

(Firms usually sell

differentiated

products)

None

(One firm sells only

one product)

Elasticity of demand

Perfectly elastic

(Firm sells as much,

or as little, as it wants

at the given market

price)

Highly elastic but

downward sloping

(Firm can adjust

quantity of products

sold without affecting

the price very

much)

Inelastic

(Firms face a kinked

downward-sloping

demand curve)

Inelastic

(Firm faces the

entire demand curve

for the product,

which slopes

downward)

Firm's control over price

and quantity

Firm has control over

quantity produced

only; price is set by

the market, firm must

accept the market

price

Firm has control

mostly over quantity

produced;

price is mostly set

by the market

Firm has control over

both the quantity

produced and

the price charged

Firm has control

over both price and

quantity

Pricing strategy

Accepts market price;

can only adjust

production so that

P = MR = MC

Searches for best price

to maximize profits

P > MR = MC in the

short run

Does not like to

engage in

price competition

P > MR = MC

Searches for

optimum

price

P > MR = MC in the

short and the

long run

Long-run profitability Zero economic profit Zero economic profit Positive economic

profit

Positive economic

profit

F. EFFECTS OF BOYCOTTS AND CARTELS ON PRICING AND OUTPUT

1. Cartels

Cartels are groups of firms acting together to coordinate output decisions and control

prices as if they were a single monopoly (i.e., OPEC and the Central Selling

Organization of De Beers). The likely effect of a cartel is to increase price and reduce

output below the socially efficient level.

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2. Boycotts

Boycotts are organized group refusals to conduct market transactions with a target

group (using only social pressure, not legal obligation). The effectiveness of a boycott

is measured as the achieved change in the target's disputed policies (normally price).

Results indicate that a boycott will be most effective when economic and image

pressure on the target are high and the target's policy commitment (how firm the

company is on not changing its mind) is low.

X. THE ECONOMY AS A SYSTEM OF MARKETS

A. PRODUCTION AND DEMAND FOR ECONOMIC RESOURCES

1. Factors of Production (Resources)

Businesses use resources to make final products. The primary resources from which

final products are made consist of

capital

resources are known as factors of production. Factors of production are bought and

sold in markets just like final goods and services are bought and sold in markets.

a. To maximize profits, firms need to decide on the optimal levels of inputs to

employ.

b. The price firms must pay for the factors of production is determined by the

interaction of supply and demand in the input market.

land (natural resources), labor (human capital), and(non-human physical capital accumulated through past investment). These

2. Types of Inputs

a. Complementary Inputs

Inputs are complementary inputs if an increase in the usage of one input results

in an increase in the usage of the other input.

b. Substitute Inputs

Inputs are substitute inputs if an increase in the usage of one input results in a

decrease in the usage of the other input.

3. Derived Demand

Derived demand is the demand for factors of production. A firm's demand for inputs is

derived from its decision to produce a good or service. Therefore, the demand for

inputs is directly related to the demand for the goods and services those inputs

produce.

a. Demand for Inputs Depends on Demand for Outputs

The demand for any input depends on the demand for the product the input

produces (i.e., the firms output) and the marginal product of the input itself.

(Recall that marginal product (MP) is the change in total product resulting from a

one-unit change in an input).

(1) If the demand for a firm's output increases, the demand for the inputs used

to produce that output will also increase.

(2) Similarly, if the marginal product of an input increases, the demand for that

input will also increase.

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b. Examples

(1) The demand for labor is directly related to the demand for the goods and

services that labor produces.

(2) If the demand for medical services increases, the derived demand for

doctors, nurses, and medical equipment will also increase.

B. THE LABOR MARKET

In modern economies, workers sell their services to employers in labor markets, where

workers independently offer skills of a given quality to employers who compete for the

workers' services. Just like in any other market, the supply of labor and demand for labor

determines the price, or wage, of workers. Thus, in the labor market, wages are the price

paid for labor. The laws of demand and supply prevail in labor markets as they do in product

markets. The lower the wage, the greater the quantity of labor service demanded by

employers.

1. Illustration

Graph S

the supply of and demand for labor. The equilibrium wage is found where the demand

curve for labor intersects the supply curve for labor.

Wage

w

illustrates equilibrium in the labor market. The equilibrium wage depends on1

L

1

Supply of Labor

Demand for Labor

Hours per Year

Graph S

The Labor Market

2. Labor Demand and Supply Under Monopsony

A monopsony occurs when there is only one employer in a market. For example, if a

town contains a single firm, that firm is known as a monopsonist. Much like a

monopolist has market power in the product market, a monopsonist has market power

in the input (labor) market. Relative to purely competitive labor market, monopsony

results in lower wages and lower levels of employment.

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3. Unions and Wages

a. Effect on Unionized Workers

By forming a union and acting collectively, workers gain market power much in

the same way that a monopoly or cartel has market power. The union may use

its market power to bargain collectively for higher wages or restrict the supply of

labor. As a result, wages of unionized workers increase.

b. Effect on Non-Unionized Workers

Unions may also affect the wages of non-unionized workers. Suppose there are

two sectors in an economy, one unionized and the other not. Because

employment falls in the unionized sector, displaced workers may seek

employment in the nonunion sector. As a result, wages in the nonunion sector

may fall as the supply of labor in that sector increases. Thus, while wages rise in

the unionized sector, they may

fall in the sector that is not unionized.

4. Minimum Wage Laws

The use of minimum wage laws to increase the wages of low skilled labor is

controversial. If the minimum wage is set above the equilibrium wage, an excess

supply of labor will result. In other words, if the minimum wage is above the equilibrium

wage, the result is unemployment. As a result, the imposition of a minimum wage

increases the income of those workers who have a job, but it decreases the income of

workers who find themselves unemployed as a result of the imposition of the minimum

wage. The effect of a minimum wage is illustrated in

Graph T.

Wage

w

1

L

1

Supply of Labor

Demand for Labor

Hours per Year

Graph T

w

Minimum Wagesmin

L

D LS

Minimum Wage

When the minimum wage is set at w

decreases from L

from L

an excess supply of labor, of (L

min, the quantity of labor demanded1 to LD and the quantity of labor supplied increases1 to LS. As a result, the minimum wage causes unemployment, ors – LD).

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XI. VALUE CHAIN ANALYSIS

Companies strive to attain competitive advantage in a variety of means, and this does not only

include doing all they can to match or beat what their competitors do. It also means that they need

to take a good, long look at what drives the consumers in the marketplace. Firms desiring to

achieve competitive advantage must focus on the needs and preferences of the buyers and then

either meet or exceed their expectations.

A. STRATEGIC TOOL

Value chain analysis is a strategic tool that assists a firm in determining how important its

perceived value (perceived by the buyers) is with respect to the market the firm operates in.

The firm will go through exercises to assess how its activities create value in the marketplace.

Managers must determine the flow of activities undertaken by the organization to produce a

service or product and critique the value added to the customer by each link in the value

chain. Once the firm is aware of how its product is perceived, value chain analysis is

invaluable in assessing the ability of the firm to attain competitive advantage.

B. LINK VALUE CHAIN ANALYSIS TO STRATEGY

Value chain analysis must be used in conjunction with the organizational objectives and goals

as well as the strategic plan that the firm employs so that competitive advantage can be

assessed. Once costs have been analyzed relative to each activity, incremental analysis of

relevant costs associated with changing the manner in which the identified activity in the

value chain is accomplished can be performed. Reduced cost or improved innovation can

result.

Relationship between strategic planning activities:

Strategic Value Chain Balanced

Positioning Analysis Scorecard*

* Balanced Scorecard is discussed in Chapter B5.

C. REQUIRED READING AT APPENDIX I

As a supplement to the material above, please read the expanded discussion of Value Chain

Analysis at Appendix I.

XII. FACTORS THAT INFLUENCE STRATEGY

When determining the effects of the market on business strategy, a look at the overall macroenvironment

in which the firm operates is essential because it can significantly assist the company

in developing and choosing the best strategy to meet its goals.

A. TWO GENERAL TYPES OF FACTORS THAT INFLUENCE STRATEGY

Firms use SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis to assist in

developing their appropriate strategic plans. Any strategy must consider these factors in its

development.

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1. Internal Factors (Strengths and Weaknesses)

Factors internal to the organization that impact strategy are sources of strengths and

weaknesses and include:

a. Innovation of product lines

b. Competence of management

c. Core competencies (outstanding skills that are better than those of the

competitors)

d. Influence of high-level managers

e. Capital improvements

f. Leadership in research and development

g. Cohesiveness of the values of the organization

h. Marketing effectiveness

i. Effectiveness of communication

j. Clarity of the strategic mission

2. External Factors (Opportunities and Threats)

Factors external to the organization are sources of opportunities in the market and

threats to the firm's ability to continue with its strategic plan.

a. Factors that Affect the Overall Industry and Competitive Environment of

the Industry

(1) The economy

(2) Regulations and laws

(3) Demographics of the population

(4) Technological advances and existing technology

(5) Social values

(6) Political issues

b. Factors that Affect the Competitive Environment of the Firm

A detailed discussion of the following five factors that affect the competitive

environment of the firm is provided in item B, below.

(1) Barriers to market entry

(2) Market competitiveness

(3) Existence of substitute products

(4) Bargaining power of the customers

(5) Bargaining power of the suppliers

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B. FIVE FORCES THAT AFFECT THE COMPETITIVE ENVIRONMENT (AND

PROFITABILITY) OF THE FIRM (MICHAEL PORTER, 1980 AND 1985)

One of the goals of a firm is to create a strategy that attempts to keep the operations of the

firm away from the unnecessary and oftentimes hazardous influences of the following five

forces as much as possible. A strategic plan must be put in place so that a move in any of

the forces that can have a significant impact on the operations of the firm cannot seriously

jeopardize the ability of the firm to operate. A good strategic plan will position the firm so that

it is always "on the look out" for changes in the forces so that it can preempt and predict the

strategic moves of rival firms, respond appropriately and timely, and maintain its competitive

advantage. The amount of overall competition the firm is faced with can only be determined

after analysis of how significant of an impact the following five forces have with respect to the

competitive environment of the firm.

1. Barriers to Entry

The firm faces the threat of new firms entering the market in which it operates. Barriers

to entry are the various "hoops" and other obstacles that firms must combat, along with

facing the retaliation of those firms already competing in the market and the

competitive cost advantages that existing firms enjoy.

a. Types of Barriers to Entry

Often, rival firms face barriers to entry in the form of government regulation,

supplier access, high up-front capital requirements, pre-existing customer

preferences and loyalties, economies of scale, learning curve issues, and other

up-front competitive cost disadvantages, including patents, trade barriers, and

other restrictions.

b. When New Companies Will Attempt to Enter

New companies will attempt to enter the competition when barriers to entry are

low, potential high profits exist in the market, and the risk of retaliation by other

firms is low. If the industry as a whole is earning a profit, other firms will desire to

enter the market. Unless barriers to entry exist, firms will enter until profits fall to

a competitive level. It is also possible that the simple threat of new entrants will

scare firms into keeping their prices at competitive levels.

2. Market Competitiveness (Intensity of Competition)

The existence of competition from rival firms is often the most significant of the five

forces of competition. Firms need to be cognizant of their rivals' competitive moves

and evaluate their current actions in an attempt to determine the future moves of the

competition in the market.

a. Ability of Rival Firms to Respond to Change

If a firm is in competition with other firms who are all able to respond to changes

in various components affecting business (e.g., regulation, input costs, labor

issues, technology changes, consumer desires for improved quality and service,

etc.), the firm faces a strong competitive force.

b. Advertising of Rival Firms

If rival firms are apt to spend large amounts of money on advertising aimed at

changing customer preferences and creating loyalty, the impact of this

competitive factor is increased.

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c. Research and Development of Rival Firms

When rival firms expend large amounts of money on research and development

to improve their products or create new innovations in technology, the impact of

this competitive factor is increased.

d. Alliances of Rival Firms and Suppliers

Often, rival firms focus on developing strong alliances with suppliers, and this

could impact the firm's ability to obtain its inputs to the production process at

advantageous prices and, thus, reduce its competitive advantage. When

alliances are created, the impact of this competitive factor is increased.

e. Increase in Competition

Competition becomes an even stronger force impacting the firm when the market

is not growing fast (in contrast, in fast growing markets, competitors are usually

able to sustain profitability without having to take market share from their rivals),

several equal-sized firms exist in the market, customers do not have strong

brand preferences, the costs of exiting the market exceed the cost of continuing

to operate, some firms profit from making certain moves to increase market

share, and the various firms employ different types of strategic plans.

3. Existence of Substitute Products

If a firm operates in a market in which substitute products are available, it faces issues

that need to be addressed in its strategic plan. If the firm faces heavy competition from

substitute products, this force will have a stronger influence on the firm's competitive

environment because the ability of a firm to sustain profits is significantly impacted by

the maximum amount that buyers are willing to pay for a product. This is especially

true if the substitutes are readily available to consumers, have equal performance, and

are priced at or below the price of the firm's product. The effect is further intensified

when the costs of the buyer switching to the substitute product are low. If few

substitutes exist, buyers have little choice of products and may be willing to pay a

higher price for the products that are available. If close substitutes exist, buyers may

have a limit on the maximum price that they are willing to pay, and this has a direct

impact on the profits of the firm.

4. Bargaining Power of the Customers

If buyers are in the position to bargain with suppliers on the conditions of service, price,

and quality, they are a strong force in the competitive market in which the firm operates

and will have a large impact on the competitive environment of the firm. Buyers may

be quite price sensitive and change products solely based on price or they may have

such brand loyalty and strong preferences that they will stay with a product regardless

of price (oftentimes depending on the elasticity of demand). Marketing strategies are

focused on the consumer of goods, and large amounts of funds are expended by firms

each year in this area. The strength of the relationship between the value chains of

buyers and firms impacts the bargaining power that buyers have.

a. Large Volume of a Firm's Business (High Buyer Concentration)

If one group of customers makes up a large volume of the firm's business, the

bargaining power (negotiating power) of the customer will significantly impact the

competitive environment of the firm, and the strategy of firms should focus on

pleasing this group of customers.

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b. Availability of Information

The more information that is available to the buyer, the more the buyer will be

able to compare and contrast features of a product and choose one over the

other.

c. Buyer's Low Cost of Switching Products

If the costs of switching from one product to another are low, the impact of the

effect on the competitive environment from buyers is increased. This result is

intensified if the firm cannot easily change production without incurring high costs

to begin producing another product.

d. High Number of Alternate Suppliers

When a large number of suppliers exist to serve the customers, the bargaining

power of the buyer is increased.

5. Bargaining Power of the Suppliers

When the bargaining power of the suppliers of inputs to the production process is high,

the firm must take a good look at its strategic plan with respect to the suppliers.

Suppliers can take profits away from a firm simply by increasing the cost of the inputs

to the firm's production process. The strength of the relationship between the value

chains of sellers and firms impacts the bargaining power that suppliers have.

a. Firm is Unable to Change Suppliers

If the firm is unable to use different suppliers or cannot change its inputs (i.e., no

substitutes are available), changes in the operations of the supplier, and thus the

price of the input, will affect the profitability of firms, especially when those input

costs are a significant part of the overall product cost.

b. Reputation of Supplier and Demand for its Goods

If the reputation of the supplier (e.g., the quality of its product) is excellent and

crucial to the success of the firm's product and the demand for its goods from

other firms is high, the firm could be placed in a difficult situation, especially if the

firm is not a large client of the supplier or if strategic alliances have been formed

between the supplier and a competitor.

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XIII. TYPES OF COMPETITIVE STRATEGIES

Building a successful competitive strategy requires being able to attain some sort of competitive

advantage while still holding customer loyalty and having value to the customer. Value chain

analysis (a strategic management tool that requires managers to determine the flow of activities

undertaken by the organization to produce a service or product) was discussed earlier in this

chapter. In any of the following strategic alternatives, the related value chain would be altered to

take into account the chosen strategy.

A. COMPETITIVE ADVANTAGE IN GENERAL

The overall competitive advantage of a firm is determined by the value the firm offers to its

customers minus the cost of creating that value. When firms desire to achieve competitive

advantage with respect to products, there are two basic forms of advantage that they will

choose from.

1. Cost Leadership Advantage

The cost leadership advantage stems from the fact that the buyers of the product are

better off because the firm has been able to produce and sell its product for less than

its rivals. If the total costs of the firm are less than those of rival firms, the firm has a

competitive market advantage. This advantage may be used by the firm in one of two

ways:

a. Build Market Share

If the firm lowers the price of its product below the price of its competitors, it may

be able to secure a larger part of the market as its customer base and gain

market share while still maintaining the profits that are required.

b. Match the Price of Rivals

If a firm enjoys a low-cost competitive advantage, it will be able to match the

price of its rivals and, because it has overall lower total costs, beat the

profitability of its rivals.

2. Differentiation Advantage (Offering Advantage)

The differentiation (product differentiation) advantage stems from the fact that buyers

are better off because the customer perceives the firm's product to be superior in some

way to those of its rivals. Therefore, they are willing to pay a higher price for its

uniqueness. All parts of the buying decision are affected by the perceived value of the

product (e.g., higher quality, timeliness of delivery, superior service, wide range of

goods, less risks, performance measures, etc.). After the product has been

differentiated, the firm must always be sure to remain profitable and recoup the cost of

the "premium" they have included with their product. This advantage may be used by

the firm in one of two ways:

a. Build Market Share

The firm may attempt to build market share by pricing its product below what it

would charge to recoup the premium with a standard number of buyers and try to

recover its costs because it captures more than an average share of the market.

b. Increase Price

The firm may increase the price of its product to the point where it exactly offsets

the value the customer perceives from the product.

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B. FIVE BASIC TYPES OF COMPETITIVE STRATEGIES

1. Cost Leadership Focused on a Broad Range of Buyers

2. Cost Leadership Focused on a Narrow Range (Niche) of Buyers

3. Differentiation Focused on a Broad Range of Buyers

4. Differentiation Focused on a Narrow Range (Niche) of Buyers

5. Best Cost Provider

C. COST LEADERSHIP STRATEGIES

Organizations may choose to achieve their organizational missions by selling their product or

service for less than any other participant in the marketplace. Cost leaders undermine the

profitability of their competitors as a means of achieving overwhelming market share.

1. Lowest Overall Costs

In order to be a low cost provider, the overall cost of a firm must be lower than other

firms in the market. Careful analysis of all the costs in the process must be made and

costs must be eliminated, if necessary. Also, evaluation of budgets and benchmarks

are crucial. In this way, the firm will gain competitive advantage by either having higher

overall profit margins or being able to undercut the prices of the other firms. Firms may

choose to evaluate the value chain for areas to cut costs while still maintaining the

perception of maintaining the value to the consumer.

2. When Cost Leadership Strategies Work Well

Cost leadership strategies work well in markets where the buyers have large amounts

of bargaining power and are able to switch between competitive products without

incurring significant cost. They are also successful in markets where there is heavy

price competition and where firms (especially new entry firms) can influence buyers to

switch to their product and then increase their base of customers simply by cutting the

price of the product for a period of time.

3. When Cost Leadership Strategies Fail

If firms focus too much on cutting costs of the current process, they may end up

overlooking technological advances that may also assist in lowering costs (especially

those that the rivals have latched onto) or overlooking the fact that consumers may

desire improvements to the product or may not care much anymore about the

existence of a lower price in the desired product. If new features exist in other

products, and customers desire those features, and the firm has ignored this fact, the

firm has lost its cost leadership competitive advantage. Further, the strategy of cost

leadership is not "rocket science." Any firm could easily use the same strategy (thus,

reducing the firm's competitive advantage) if it sees that this strategy has worked in the

marketplace.

D. DIFFERENTIATION STRATEGIES (PRODUCT DIFFERENTIATION)

Organizations may choose to achieve their organizational missions by creating the perception

that their product is better or has a unique quality that differentiates it from competing

products in the marketplace. Firms that successfully differentiate their products are able to

command higher prices.

1. Create/Promote a Unique Feature in the Product

When firms employ a differentiation strategy, they desire to create a competitive

advantage by focusing customer preference on their products and away from the

products of competitors. They are able to do this by setting their product "aside" from

the others through a unique feature (e.g., quality, superior customer service, special

taste, image, value, prestige, etc.).

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2. Build Customer Brand Loyalty

If the firm can achieve differentiation and still make a profit (i.e., the firm cannot

succeed if it loses profit because of the higher costs of the feature in the differentiation

strategy), it will succeed in achieving competitive advantage because it will build

customer brand loyalty and increase sales.

3. Perception is Often Greater than Reality

Firms with differentiation strategies will evaluate their value chains and perhaps put

more money into research and development and innovation and focus on heavy

marketing of their "superior products" to customers, highlighting the areas the ultimate

consumer cares about (e.g., quality, superior customer service, prestige, etc.).

Remember, "perception is often greater than reality," and this is especially important to

firms whose products are not purchased frequently or are directed towards first-time or

one-time buyers who are not that sophisticated in that market. It is possible for the firm

to create a perception of value that is often as significant as the real value that exists in

the product.

4. When Differentiation Strategies Work Well

Differentiation strategies work well when customers are able to see value in a product,

when the product appeals to different people for different reasons, and when the firms

who are competing in the market choose different features with which to differentiate

their products.

5. When Differentiation Strategies Fail

When a firm chooses to differentiate in an area without properly assessing the

requirements of the consumer for desired features and preferences or without creating

value for the consumer, a differentiation strategy can fail. Further, firms that focus too

much on one area (or the wrong area) may "overdo it" and end up creating a product

whose value does not exceed the higher price that must be charged for the feature. If

a firm is in a market where customers do not care about differentiation, will not pay

extra for unique features, and are happy with paying a lower price for a more generic

product, the differentiation strategies can fail.

E. BEST COST STRATEGIES

The best cost strategy combines the cost leadership strategy with the differentiation strategy

to give customers higher value for their purchase price (i.e., a quality product at a reasonable

price). If the firm is able to create a strategy that will allow it to evaluate and change its value

chain so that it can achieve the lowest cost among its closest competitors while matching

them on the features desired by consumers, it will succeed.

1. Overall Lowest Cost in Industry is Not an Option

Of course, a firm employing a best cost strategy cannot have the overall lowest cost in

the entire industry or it could not compete profit-wise because of the special, unique

features that are part of the differentiation strategy. Therefore, the firm strives to be the

low cost leader among firms in the marketplace that have comparable quality products

that have been differentiated in some way.

2. When Best Cost Strategies Work Well

Best cost strategies work well when generic products are not acceptable to the varied

needs and preferences of the buyers but the buyers are still sensitive to the value that

they are receiving for the money they are spending and the overall price they are

paying.

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3. When Best Cost Strategies Fail

Because the best cost strategist plays the "middle," it faces risks of losing customers to

other firms that are using cost leadership strategies or those that are specifically

focused on differentiation. It often becomes difficult to attain the proper "middle"

ground in the marketplace, and some firms may end up leaning to one side or the other

and then finding themselves attempting to compete in a market where their chosen

strategy does not work.

F. FOCUS/NICHE STRATEGIES

Firms with cost leadership or differentiation strategies may choose to focus their chosen

strategy on a select small group of consumers, or a niche. Rather than having to address the

needs and preferences of a broad range of consumers, these firms are able to focus on

market niches where consumers have specialized needs and preferences.

1. When Focus/Niche Strategies Work Well

The focus/niche strategy works well provided the niche has a large enough demand to

create a profit for the firm, and provided the firm has the proper resources to

adequately serve the needs of the niche group, and that provided that few firms are

focusing in an area where others cannot compete in price or are not currently

addressing with a particular feature.

2. When Focus/Niche Strategies Fail

When other firms see that the niche has been successful for those serving it, they will

attempt to enter the market as competitors and take away some of the sales of the firm,

likely reducing the firm's profits and its competitive advantage. The firm also faces a

risk that those consumers in the current niche may find that they actually prefer the

features of products that the overall market desires (i.e., preferences change or the

standard products have significantly improved), thus causing consumers to buy the

standard products on the market and stop buying the niche product that the firm offers.

If the firm is not easily responsive to change (flexible) for whatever reason, the

focus/niche strategies can fail.

G. OTHER TYPES OF STRATEGIES

1. Merger and Acquisition

Firms may choose to combine with or acquire other firms in a formal process of merger

or acquisition in order to obtain opportunities for cost reductions that they could not

otherwise obtain, to obtain technological knowledge of others that they do not currently

have, to combine research and development activities for efficiency and effectiveness,

expand, or to cover areas of market demand that they are not currently serving. While

all of this can be beneficial for firms, unless the combined management is able to work

together well and unless the combined operations can be run effectively together, this

strategy may not work well.

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2. Cooperative/Strategic Alliances

When companies desire to achieve such things as economies of scale (in marketing or

production), to share the cost of obtaining information on innovations in technology, or

to obtain information as a group that they could not obtain individually (or that may be

too costly to obtain individually), they may choose to form strategic alliances in a

cooperative strategy. While this strategy is not as formal as a merger or acquisition,

the participating firms are usually able to obtain competitive advantage by acquiring

information and skills they could not obtain on their own (or were prohibited from

obtaining because it was too costly, etc.). However, this strategy requires that the

individual partners are able to work as a team toward a common goal and that the

partners do not take the information they receive and begin to compete heavily with

each other.

3. Vertical Integration

A firm may desire to improve its competitive advantage through vertical integration, a

strategy in which the firm seeks to control the value chain on the supply end (backward

integration to the suppliers) and on the demand end (forward integration to consumers

via distribution channels) within the same industry via integration of these processes to

the firm's operations. When more of the competitive factors are controlled, a firm may

be able to be successful in achieving the desired competitive advantage. However,

this may end up reducing the firm's flexibility with respect to suppliers and distribution

channels and force the firm to be too focused on one industry or too committed to one

supplier or distribution channel.

XIV. SUPPLY CHAIN MANAGEMENT/INTEGRATED SUPPLY CHAIN MANAGEMENT (ISCM)

A. COLLABORATIVE EFFORT OF BUYERS AND SELLERS

If a firm and the entire supply chain (producers, distributors, retailers, customers, and service

providers) are able to reasonably predict the expected demand of consumers for a product

and then plan accordingly for supplying that demand, it would be employing the concept of

integrated supply chain management (ISCM). Integrated supply chain management is a

collaborative effort between buyers and sellers, and the relationship between them must be

evaluated and managed as goods flows through the value chain.

B. GOAL IS TO UNDERSTAND NEEDS AND PREFERENCES OF CUSTOMERS

In order to attain and sustain competitive advantage, profits must be made and consumers

must have perceived value. To increase value to the consumer, supply chain operations

should generally be improved. The goal of ISCM is to better understand the needs and

preferences of customers and cultivate the relationship with them. If the actual demand of

the customer is met and excess supply does not sit on the market, the firm will be able to

minimize costs all along the supply chain (e.g., raw materials, production, packaging,

shipping, etc.).

C. REQUIRED READING AT APPENDIX II

As a supplement to the material above, please read the expanded discussion of Supply

Chain Management at Appendix II.

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IMPLICATIONS OF DEALING IN FOREIGN CURRENCIES

The introduction of foreign currency transactions to business operations adds unique concepts essential

to understanding an entity's business and industry. Dealing with foreign economies offers the opportunity

for entities to capitalize on comparative advantages in trade or production but also exposes the entity to

exchange rate fluctuations that result in potential risks frequently classified as transaction, economic or

translation risk. The character of those risks and their implications to both financial position and

operations along with the steps an entity can take to mitigate those risks (including hedge transactions)

are areas specifically identified by the content specification outline for the CPA Examination.

I. INTERNATIONAL BUSINESS OVERVIEW

Reduced barriers to trade have created business opportunities to conduct operations in multiple

countries or conduct import/export operations within the context of a traditional domestic operation.

Entities that conduct business outside the country in which they are organized are frequently

referred to as multinational corporations (MNC).

A. MOTIVATIONS FOR INTERNATIONAL BUSINESS OPERATIONS

Entities are encouraged to look beyond the political borders in which they were organized to

maximize shareholder value. Several economic theories support international trade as a

means of achieving improved shareholder value.

1. Comparative Advantage

Specialization in the production and trade of specific products produces a comparative

advantage in relation to trading partners. Companies and countries use their

comparative advantage as a means of maximizing the value of their efforts and the

value of their resources.

EXAMPLE

The island nation of Bermuda produces no gasoline or vehicles, yet its roadways are teaming with vehicles of all types.

The country predominantly specializes in tourism and uses the money it earns from its visitors to buy (import) vehicles

and petroleum products. The country maximizes the number of resources it can import by specializing in tourism and

buying transportation resources elsewhere.

2. Imperfect Markets

Resource markets are often deemed to be imperfect. The ability to trade freely

between markets is often limited by the physical immobility of the resource or

regulatory barriers. In order to retrieve more resources, companies must trade outside

their borders.

EXAMPLE

Auto manufacturers in Detroit may seek a vacation from time to time on a sandy beach with a balmy breeze. Lake

Michigan is breezy but, in January, is not balmy and won't compare with Bermuda! In order to capitalize on resources

available from that vacation destination, the auto manufacturer must go to Bermuda and spend dollars there. Clearly

there is not opportunity to simply import the resource.

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3. Product Cycle

Product manufacture or delivery is subject to a definable cycle that will start with the

initial development of the product to meet needs in domestic markets. Product cycle

theory anticipates that domestic success will result in domestic competition that will

encourage the export of products or services to meet foreign demand and maintain

efficient use of capacity. Foreign success will promote foreign competition. The entity

is then motivated to actually establish a business outside its boundaries to more

effectively differentiate itself and compete with foreign competitors.

B. METHODS OF CONDUCTING INTERNATIONAL BUSINESS OPERATIONS

Multinational operations are structured in any number of ways. The following terms help

define different methods of organization.

1. International Trade

Import/export operations characterize the use of purely international trade as a means

of conducting international business.

2. Licensing

Entities that provide the right to use processes or technologies in exchange for a fee

are engaged in licensing activities.

EXAMPLE

Wireless, Inc., a U.S. corporation, obligates itself to establishing and maintaining cellular telephone systems in Mexico

in exchange for a licensing fee to use its technology.

3. Franchising

Entities whose marketing service or delivery strategy provides training and related

service delivery resources in exchange for a fee are franchisors.

EXAMPLE

Flip-a-burger, Inc., a U.S. corporation, obligates itself to providing training and the use of unique company logos to

businesses that operate in Peru.

4. Joint Ventures

Joint ventures (defined on page B1-4) take advantage of comparative advantage of

one ore both of the venturers in marketing or delivering a product.

EXAMPLE

Engulf & Devour Food products, a U.S. corporation, teams with Chez Brule, a French concern, to distribute US

confections throughout France using Chez Brule's distribution network.

5. Direct Foreign Investment (DFI)

a. Acquisitions of Existing Operations

The outright purchase of foreign companies as subsidiaries serves as a means

of establishing international operations.

b. Establishing New Foreign Subsidiaries

The startup of a subsidiary operation within the borders of a foreign country

serves as a means of establishing international operations.

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C. INHERENT RISKS OF INTERNATIONAL BUSINESS OPERATIONS

The issues associated with conducting international business operations are generally

categorized in the following manner.

1. Exchange Rate Fluctuation

Exchange rate risks are generally divided into the following three categories:

a. Transaction risk

b. Economic risk

c. Translation risk

2. Foreign Economies

Operation within foreign economies carries with it the risk of functioning within the

general health or weakness of a particular economy. Domestic economies may be

booming while international economies are suffering and acting as a drag on overall

performance.

3. Political Risk

The potential of unstable political environments that are potentially disruptive, corrupt,

or destructive amplifies the risk of doing business outside domestic borders.

Ultimately, political climates or actions can disrupt cash flows.

II. EXCHANGE RATE RISK: FACTORS AND EXPOSURE CATEGORIES

Business transactions are typically denominated and valued in terms of money. Currency or

money is the medium of exchange. Within domestic environments, a single currency defines the

value of assets, liabilities, and operating transactions. In international settings, the values of

assets, liabilities, and operating transactions are established not only in terms of the single currency

but also in relation to other currencies. The relationship between currencies is not always stable

and, therefore, creates exchange rate risk.

A. FACTORS INFLUENCING EXCHANGE RATES

Circumstances that give rise to changes in exchange rates are generally divided between

trade-related factors (including differences in inflation, income, and government regulation)

and financial factors (including differences in interest rates and restrictions on capital

movements between companies).

1. Trade Factor: Relative Inflation Rates

When domestic inflation exceeds foreign inflation, holders of domestic currency are

motivated to purchase foreign currency to maintain the purchasing power of their

money. The increase in demand for foreign currency will force the value of the foreign

currency to rise in relation to the domestic currency, thereby changing the rate of

exchange from domestic to foreign currency.

EXAMPLE

Assume the United States dollar is relatively stable while the Mexican peso is suffering from sudden inflationary

pressures. As the Mexican peso buys less in the domestic Mexican economy, Mexicans and their banking institutions

seek the safe haven of the United States dollar to maintain the purchasing power of their liquid resources. The demand

for United States dollars created by Mexicans buying them with Mexican pesos makes the United States dollar more

valuable in terms of the peso and drives up the exchange rate. The United States dollar commands more pesos in an

exchange of currency.

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2. Trade Factor: Relative Income Levels

As income increases in one country relative to another, exchange rates change as a

result of increased demand for the currency in the country where income in increasing.

EXAMPLE

The income level in the United States increases significantly in the second quarter. Americans flock to Mexico City on

vacation to buy piñatas. The increased supply of American dollars seeking to buy pesos to purchase Mexican goods

causes the value of the American dollar to fall in relation to a stated number of pesos. The exchange rate is thus

impacted by relative income levels and the associated demand for foreign currency created by new domestic income.

3. Trade Factor: Government Controls

Various trade and exchange barriers that artificially suppress the natural forces of

supply and demand will impact exchange rates.

EXAMPLE

A tariff on imported piñatas would have the impact of discouraging the purchase of imports, thereby reducing demand for

the peso and maintaining the exchange rate.

4. Financial Factors: Relative Interest Rates and Capital Flows

Interest rates create demands for currency by motivating either domestic or foreign

investments. The forces of supply and demand create changes in the exchange rate

as investors seek fixed returns. The impact of interest rates is directly impacted by the

volume of capital that is allowed to flow between countries.

EXAMPLE

Assume that guaranteed returns on institutional investments in Mexico skyrocket in the third quarter while interest rates

in the United States remain low. American investors find the opportunity to earn high returns in Mexican banks

irresistible. The demand for pesos increases as American investment increases. The exchange rate changes as the

peso commands more United States dollars.

Summary Chart: Circumstances That Impact Exchange Rates

Trade Related Factors

Relative Inflation Rates Demand/

Relative Income Levels Demand for Supply of

Government Controls Goods Currency

(Trade Restrictions) Exchange

Rate

Financial Factors Demand/

Relative Interest Rates Demand for Supply of

Capital Flow Securities Currency

B. THEORIES EXPLAINING EXCHANGE RATE RISK

Several theories are used to explain the dynamic relationship between inflation rates and

interest rates in the determination of currency exchange rates. These theories include the

purchasing power parity theory, the International Fischer effect, and the interest rate parity

theory.

1. Purchasing Power Parity Theory

The purchasing power parity theory generally suggests that the price of identical goods

sold in separate economies are identical when measured in a common currency.

Exchange rates will constantly adjust to ensure purchasing power parity (equality).

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a. Absolute Form

The absolute form of the purchasing power parity theory is referred to as the "law

of one price." The absolute form asserts that identical goods sold in separate

economies will command equal prices when denominated in a common

currency. Differences are self-adjusting.

b. Relative Form

The relative form holds to the basic theory of the absolute form but accounts for

transportation and government regulation (such as tariffs and quotas) as

determining factors and acknowledges that the price of identical items in different

countries will not necessarily be absolutely equal even when measured in a

common currency. The rate of incremental change in the exchange rate should

be approximately equal assuming no change in the market imperfections

associated with government regulation and transportation costs.

2. International Fischer Effect

The International Fischer effect explains the fluctuation in exchange rates through

analysis of interest rates. Interest rates are viewed as a compound measurement of

both financing costs and expected inflation that more accurately explains exchange

rate changes.

a. Interest Rate Components

Interest rates are deemed to include a real risk-free rate of return and an

additional component that accounts for inflation.

b. Inflation Rates

Changes in inflation derived from the International Fischer effect pinpoint the

anticipated fluctuation in exchange rates.

3. Interest Rate Parity Theory

The interest rate parity theory holds that foreign and domestic interest rates will reach

equilibrium once covered interest arbitrage is no longer possible.

a. Covered Interest Arbitrage

Covered interest arbitrage is a currency swap in which the counterparties

exchange currencies at both the spot and forward rates simultaneously (see

Glossary for definitions of spot and forward rate). In other words, the party

engaging in covered interest arbitrage for an investment exchanges its domestic

currency for a foreign currency to make the investment and also at the same time

enters into a forward contract to sell an equal amount of the foreign currency to

coincide with the maturity of the investment (and the attendant proceeds of the

investment). The swap restores currency exposures to the original position

without a currency gain or loss, making this a way to adjust exposure to a

narrowing or widening of interest rate differentials. Covered interest arbitrage

also ensures interest rate parity because this relationship prevents speculators

from profiting by borrowing in a low interest rate country and simultaneously

lending in a high interest country and hedging the currency risk.

b. Interest Rate Parity Theory

The difference between forward contract prices represents the difference in

interest rates in effect in each country and thereby accounts for exchange rate

differences.

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C. TRANSACTION EXPOSURE: DEFINITION AND MEASUREMENT

Exchange rate risk is defined, in part, by transaction exposure. Transaction exposure is

defined as the potential that an organization could suffer economic loss or experience

economic gain upon settlement of individual transactions as a result of changes in the

exchange rates. Transaction exposure is generally measured in relation to currency

variability or currency correlation.

1. General

Measurement of transaction exposure is generally done in two steps:

a. Project foreign currency inflows and foreign currency outflows.

b. Estimate the variability (risk) associated with the foreign currency.

EXAMPLE

Seattle Import/Export, a U.S. import/export company imports commodities from Canada that it pays for in Canadian

dollars and exports commodities to Canada for which it receives Canadian dollars. If Seattle Import/Export anticipated

that it would export C$10,000,000 to Canada over the next year while importing C$8,000,000 over the same period, the

net exposure in Canadian dollars is a C$2,000,000 inflow.

If the exchange rate is $.75 to each Canadian dollar, then the net exposure in United States dollars is $1,500,000

(C$2,000,000

exposure would be expected to be between $1,400,000 and $1,600,000.

× .75). If the rate is anticipated to fluctuate five cents, between $.70 and $.80, the total fluctuation

2. Currency Variability (Single Foreign Currency)

While the projected net inflow or outflow of a foreign currency may be determined from

a budget or business plan, the expected variability in exchange rates is more difficult.

a. Standard Deviation

Currency variability may be estimated by computing the standard deviation of

monthly exchange rates to the average exchange rate over a single period.

b. Standard Deviation Over Time

Currency variability may be estimated by computing the standard deviation of

monthly exchange rates to the average exchange rate over multiple periods and

selecting, judgmentally, the most likely exchange rate.

3. Currency Correlation (Multiple Foreign Currencies)

Currency correlation scenarios anticipate the settlement of future transactions in

multiple foreign currencies. The degree of transaction exposure is determined

statistically by the degree to which the movement of exchange rates of multiple foreign

currencies correlate.

a. The higher the degree of correlation, the greater the possibility that changes in

exchange rates (either favorable or unfavorable) will compound and increase the

risk of exchange rate fluctuation.

4. Value-at-Risk

The value-at-risk method computes the maximum one day loss based on exchange

rate fluctuations using both variability and correlation measurements.

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D. ECONOMIC EXPOSURE: DEFINITION AND MEASUREMENT

In addition to transaction exposure, exchange rate risk is defined, in part, by economic

exposure. Economic exposure is defined as the potential that the present value of an

organization's cash flows could increase or decrease as a result of changes in the exchange

rates. Economic exposure is generally defined through local currency appreciation or

depreciation and is measured in relation to organization earnings and cash flows.

1. Currency Appreciation and Depreciation

Currency appreciation and depreciation refer to the strengthening (appreciation) or

weakening (depreciation) of a currency in relation to other currencies.

a. Impact of Currency Appreciation

As a domestic currency appreciates in value or becomes stronger, it becomes

more expensive in terms of a foreign currency. As currency appreciates, the

volume of outflows tends to decline as domestic exports become more

expensive. However, the volume of inflows tends to increase as foreign imports

become less expensive.

b. Impact of Currency Depreciation

As a domestic currency depreciates in value or becomes weaker, it becomes

less expensive in terms of a foreign currency. As a currency depreciates, the

volume of outflows tends to rise as domestic exports become less expensive.

However, the volume of inflows tends to decline as foreign imports become more

expensive.

The economic exposure created by domestic currency appreciation or depreciation

with respect to a foreign currency depends upon the net inflow or outflow of foreign

currency and is summarized as follows:

Domestic

Currency Foreign Currency

Appreciation

Net inflows

Loss

Net outflows

Gain

Depreciation

Gain

Loss

2. Measuring Economic Exposure through Earnings

Economic exposure can be measured using the sensitivity of earnings to changes in

exchange rates. The approach to sensitivity analysis involves three different steps:

a. Prepare an income statement computing earnings expressed in terms of the

foreign currency.

b. Apply a range of likely exchange rates to each line item of the income statement

and compute earnings under each scenario.

c. Compare the earnings amounts in relation to fluctuations in expected exchange

rates to determine the sensitivity of earnings to changes in exchange rates.

3. Evaluation

As the exchange rate increases, the foreign currency becomes more expensive in

terms of the domestic currency. Profitability tends to decline because fixed costs,

expressed in the foreign currency, become more expensive.

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E. TRANSLATION EXPOSURE: DEFINITION AND MEASUREMENT

In addition to the transaction and economic exposures, exchange rate risk is defined, in part,

by translation exposure. Translation exposure is defined as the potential that assets,

liabilities, equity, or income of a consolidated organization that includes foreign subsidiaries

will change as a result of changes in the exchange rates and defines the effect of exchange

rate fluctuations on financial position and operations. Translation exposure is generally

defined by the degree of foreign involvement, the location of foreign subsidiaries, and the

accounting methods used and measured in relation to the impact on the organization's

earnings or comprehensive income.

1. Degree of Foreign Involvement

The translation exposure to exchange rate risk increases as the proportion of foreign

involvement by subsidiaries increases.

EXAMPLE

Domestic International, Inc. has no foreign subsidiaries but is deeply involved in exporting to neighboring countries.

Global International, Inc. has twelve foreign subsidiaries that, combined, comprise sixty-five percent of consolidated

revenues. Domestic International has less translation exposure than Global International because it has no foreign

subsidiaries. Domestic's international business

both transaction and economic exposure.

does expose the company to exchange rate risks, however, in terms of

2. Locations of Foreign Investments

Measurements of financial results of foreign investments frequently occur in the foreign

currency in which the investee company operates. The exposure of the parent

company to translation risk is impacted by the stability of the foreign currency in

comparison to the parent's domestic currency. The more stable the exchange rate, the

lower the translation risk. The less stable the exchange rate, the higher the translation

risk.

3. Accounting Methods

The translation of financial statements reported in foreign currencies is specifically

defined by the Financial Accounting Standards Board, and one of two methods is used.

Each method requires that the parent company assess the functional currency of the

foreign subsidiary and then apply accounting and reporting principles based on that

assessment. Each method accounts for a subsidiary's financial results and represents

a translation exposure to exchange rate risk.

a. Temporal Method (Remeasurement Method)

The temporal method assumes that the functional currency is the currency of the

parent. Translation gains or losses flow through the income statement.

(1) The functional currency is defined as the currency in which the primary

economic activities of the subsidiary are transacted.

(2) When the transactions are denominated in the foreign currency and

measured in the foreign currency, but the foreign subsidiary is dependent

upon the parent's domestic currency for cash flows, then the parent's

domestic currency is the functional currency.

(3) Financial results of the foreign subsidiary must be remeasured into the

functional currency used for reporting.

(4) Steps in remeasurement include restatement of the balance sheet using

various exchange rates and restatement of the income statement using

various exchange rates. Any difference between the balance sheet and

the income statement is accounted for as a remeasurement gain or loss

through income.

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(5) The parent company's translation exposure to exchange rate gain or loss

is composed of both the increase or decrease in net income as a result of

exchange rates applied to income statement line items as well as the

adjusting entry to determine the income necessary to balance the balance

sheet through the income statement as a remeasurement gain or loss.

b. Current Method (Translation Method)

The current method assumes that the functional currency is the currency used by

the foreign subsidiary. Translation gains and losses flow through other

comprehensive income.

(1) When the transactions are denominated and measured in the foreign

currency and the foreign subsidiary is not dependent upon the parent's

domestic currency for cash flows, the subsidiary's currency (the foreign

currency) is the functional currency.

(2) Financial results of the foreign subsidiary must be translated into the

currency used for reporting.

(3) Steps in translation include restatement of the balance sheet using various

exchange rates and restatement of the income statement using various

exchange rates. Any difference between the balance sheet and the

income statement is accounted for through other comprehensive income

and accumulated other comprehensive income, which is a component of

stockholders' equity on the balance sheet.

(4) The parent company's translation exposure to exchange rate gain or loss

is composed of the increase or decrease in net income as a result of

exchange rates applied to income statement line items. However, the

"plug" goes to other accumulated comprehensive income on the balance

sheet.

III. EXCHANGE RATE RISK: MANAGING TRANSACTION EXPOSURE

Businesses have various methods of managing the transaction exposure associated with exchange

rate risks. Generally the use of financial instruments and hedge transactions attempts to mitigate

the impact of exchange rate fluctuations on individual transactions. The following discussion

analyzes hedging as it relates to foreign currency transactions.

A. MEASURING SPECIFIC NET TRANSACTION EXPOSURE

Net transaction exposure is the amount of gain or loss that might result from either a

favorable or an unfavorable settlement of a transaction.

1. Selective Hedging

Hedging is a financial risk management technique in which an organization, seeking to

mitigate the risk of fluctuations in value, acquires a financial security whose financial

behavior is opposite that of the hedged item.

EXAMPLE

Worldwide Sweet Peaches buys crates for its product for shipping from Mexico. The company incurs liabilities

denominated in pesos that it satisfies in pesos bought with U.S. dollars at the time of settlement. The company incurs a

significant liability in pesos at a spot rate of $.10. The company is fearful that the peso will strengthen to $.20 by the

time the bill is due and thereby double its cost. Because the anticipated exchange rate (the rate at which two currencies

will be exchanged at equal value) in the future of the peso is greater than the current spot rate (the exchange rate at the

current date), the company will hedge its position by locking into an exchange rate that is less than the feared

appreciation of the peso.

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a. Hedges can be effective or ineffective, depending upon the actual exchange rate

at the time of settlement in comparison to the hedge price and other factors. You

will not be asked on the CPA exam to determine hedge effectiveness or

ineffectiveness.

b. Hedges are likely to be effective just as often as they are likely to be ineffective if

done consistently and, therefore, theoretically have no impact on income.

c. Management may elect to hedge inconsistently or selectively in order to ensure

that hedge transactions are carried out with maximum effectiveness.

2. Identifying Net Transaction Exposure

Consolidated entities consider their net transaction exposure prior to considering hedge

strategies. Net transaction exposure considers the impact of transaction exposure on

the entity taken as a whole rather than individual subsidiaries. While exchange rate

issues might adversely affect one subsidiary, they might favorably affect another. The

net transaction exposure is the aggregate exposure associated with a particular foreign

currency for a particular time and is computed as follows:

a. Accumulate the inflows and outflows of foreign currencies by subsidiary.

b. Consolidate the impact on the subsidiary by currency type.

c. Compute the net impact in total.

3. Adjusting Invoice Policies

International companies may hedge transactions without complex instruments by

timing the payment for imports with the collection from exports.

B. TECHNIQUES FOR TRANSACTION EXPOSURE MITIGATION

The following hedge transactions are used to mitigate exchange rate risk presented by

foreign currency transaction exposure.

1. Futures Hedge

A futures hedge entitles its holder to either purchase or sell a particular number of

currency units of an identified currency for a negotiated price on a stated date. Futures

hedges are denominated in standard amounts and tend to be used for smaller

transactions.

a. Accounts Payable Application

(1) Accounts payable denominated in a foreign currency represent a potential

transaction exposure to exchange rate risk in the event that the

currency weakens

currency weaken, more domestic currency will be required to purchase the

foreign currency and pay the payable. An exchange loss will result.

(2) A

the time the account payable is due will mitigate the risk of a weakening

domestic currency.

domesticin relation to the foreign currency. Should the domesticfutures hedge contract to buy the foreign currency at a specific price at

b. Accounts Receivable Application

(1) Accounts receivable denominated in a foreign currency represent a

potential transaction exposure to exchange rate risk in the event that the

domestic currency strengthens

the domestic currency strengthen, less domestic currency than originally

anticipated from the sale that created the receivable can be purchased with

the foreign currency received. An exchange loss will result.

in relation to the foreign currency. Should

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(2) A

satisfaction of the receivable at a specific price at the time the accounts

receivable is due will mitigate the risk of a strengthening domestic

currency.

futures hedge contract to sell the foreign currency received in

2. Forward Hedge

A forward hedge is similar to a futures hedge in that it entitles its holder to either

purchase or sell currency units of an identified currency for a negotiated price at a

future point in time. While futures hedges tend to be used for smaller transactions,

forward hedges are contracts between businesses and commercial banks and normally

are larger transactions. While a futures hedge might hedge a particular transaction, a

forward hedge would anticipate a company's needs to either buy or sell a foreign

currency at a particular point in time.

a. Accounts Payable Application

(1) Accounts payable denominated in a foreign currency represent a potential

transaction exposure to exchange rate risk in the event that the

currency strengthens.

foreign

(2) A

the time accounts payable are due for an entire subsidiary will mitigate the

risk of a weakening domestic currency.

forward hedge contract to buy the foreign currency at a specific price at

b. Accounts Receivable Application

(1) Accounts receivable denominated in a foreign currency represent a

potential transaction exposure to exchange rate risk in the event that the

domestic currency strengthens

(2) A

satisfaction of the receivables at a specific price at the time the accounts

receivable are due or on the monthly cycle of a particular subsidiary will

mitigate the risk of a strengthening domestic currency.

.forward hedge contract to sell the foreign currency received in

3. Money Market Hedge

A money market hedge uses international money markets to plan to meet future

currency requirements. A money market hedge uses domestic currency to purchase a

foreign currency at current spot rates and invest them in securities timed to mature at

the same time as related payables.

a. Money Market Hedge: Payables (Excess Cash)

Firms with excess cash use money market hedges to lock in the exchange rate

associated the foreign currency needed to satisfy payables when they come due.

Money market hedges for payables satisfaction are easy to understand.

(1) Determine the amount of the payable.

(2) Determine the amount of interest that can be earned prior to settling the

payable.

(3) Discount the amount of the payable to the net investment required.

(4) Purchase the amount of foreign currency equal to the net investment

required and deposit the proceeds in the appropriate money market

vehicle.

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EXAMPLE

Duffy's Discount Piñatas has a payable due to its Mexican suppliers in the amount of 1,000,000 pesos in 90 days. The

current exchange rate is $.08 per peso and Mexican interest rates are 16%. Duffy has $100,000 in excess cash and

elects to use a money market hedge to mitigate transaction exposure to exchange rate risk. Duffy performs the

following steps:

1. Determine the required investment in pesos at Mexican interest rates: 1,000,000/1.04 = 961,538.

2. Purchase 961,538 pesos with $76,923 (961,538 pesos

3. Invest pesos at Mexican interest rates and satisfy payables upon maturity of the investment.

Duffy has secured the satisfaction of its current $80,000 payable for $76,923.

× .08).

b. Money Market Hedge: Payables (Borrowed Funds)

Firms that do not have excess cash would follow the same basic procedure for a

money market hedge on payables except that they would first borrow funds

domestically and invest them internationally to satisfy the payable denominated

in a foreign currency.

EXAMPLE

Duffy's Discount Piñatas has a payable due to its Mexican suppliers in the amount of 1,000,000 pesos in 90 days. The

current exchange rate is $.08 per peso, Mexican interest rates are 16%, and U.S. interest rates are 6%. Duffy computes

that it must borrow $76,923 to use a money market hedge to mitigate transaction exposure to exchange rate risk

consistent with the first money market hedge example but has no excess cash. Duffy borrows the needed amount for 90

days in the United States.

Duffy has secured the satisfaction of its current $80,000 payable for $78,077 (76,923

× 1.015, 6 percent for 90 days).

c. Money Market Hedge: Receivables

A money market hedge used for receivables denominated in foreign currencies

effectively involves factoring receivables with foreign bank loans. Foreign

currency amounts are borrowed in discounted amounts that are repaid in the

ultimate maturity value of the receivable denominated in the foreign currency.

Borrowed foreign currency amounts are converted into the domestic currency.

EXAMPLE

Duffy's Discount Piñatas has a receivable from a Mexican customer in the amount of 1,000,000 pesos due in 90 days.

The current exchange rate is $.08 per peso and Mexican interest rates are 16%. Duffy, as usual, is broke and cannot

wait to receive $80,000 in 90 days. Duffy needs the money now, so it elects to use a money market hedge technique to

expedite collection and mitigate any transaction exposure to exchange rate risk.

Duffy computes that it can borrow 961,538 pesos and convert them to $76,923 consistent with the first money market

hedge example. Duffy borrows the pesos from Mexican financial institutions.

Duffy will be able to meet whatever its current cash requirements are in the United States with the $76,923, and when

the 90-day discounted note for 961,538 pesos matures for 1,000,000 pesos, Duffy will satisfy it with the collections from

the foreign accounts receivable.

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IV. TRANSFER PRICING

International businesses will likely transact businesses between the subsidiaries that cross political

boundaries or between the domestic parent and foreign subsidiary. Valuation of these transactions

involve transfer pricing. Transfer pricing decisions serve the purpose of minimization of local

taxation while remaining within the guidelines of foreign or other host governments.

A. INTERCOMPANY TRANSACTIONS: RELATIVE TAX RATES

Transfer prices (selling prices) in countries with higher tax rates will be reduced to optimum

levels.

1. Transfer selling prices in countries with higher taxes increase the tax burden but also

increase the tax protection afforded to foreign subsidiaries operating in other countries,

even if those subsidiaries have lower rates.

2. Transfer prices should be set up to maximize consolidated benefit, reduce income in

countries with higher taxes, and maximize the tax shield in countries with lower taxes.

B. INTERCOMPANY CASH TRANSFERS

Intercompany cash transfers are often managed through use of leading and lagging.

1. Strong Cash Position

Subsidiaries with strong cash positions tend to follow a "leading" transfer policy and

pay other subsidiaries in advance.

2. Weak Cash Position

Subsidiaries with weak cash position tend to follow a "lagging" transfer policy where

they would pay richer subsidiaries long after obligations were incurred as a means of

preserving cash.

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APPENDIX I

Homework Reading

Topic: Market Influences on Business Strategies

Expanded Discussion of Value Chain Analysis

I. VALUE ACTIVITIES

A. MICHAEL PORTER'S WORK IN 1985

In 1985, Michael Porter first suggested the idea of value chain analysis so that the firm could

assess how the perceived value of the customer grows along the "chain" of activities that the

firm goes through to bring its product to the marketplace. According to Porter, two major

categories of business value activities exist:

1. Primary Activities

Primary activities are those that are involved with the direct manufacture of products,

the delivery of the products through distribution channels, and the support of the

product that exists after the sale is made (e.g., handling the raw materials, the

manufacturing process, taking orders for the product, advertising the product, and

servicing the product after it is sold).

2. Support Activities

Support activities are those activities that are performed by the support staff of an

organization (e.g., purchasing of the materials and supplies, development of the

technology used, management of employees, accounting, finance, strategic planning,

etc.).

B. SHANK'S AND GOVINDARAJAN'S WORK IN 1993

John Shank and V. Govindarajan took a look at the value chain in an even broader sense

than Michael Porter. They indicated that the firm itself is a part of the overall value chain of

the industry. In this view, the value starts with the suppliers who provide the raw materials for

the production process, continues with the firm and its strategic plan, continues further with

the value created by the customers, and then ends with the disposal and recycling of the

materials.

II. APPROACH OF VALUE CHAIN ANALYSIS

Value chain analysis is part of an overall strategic plan, and it is an ongoing process used with

strategic thinking. When firms must assess every part of the value chain to allow them to provide

their customers with maximum value, they must determine the parts of the value chain that will

provide them with the largest amount of competitive advantage. Three major forms of analysis are

performed.

A. INTERNAL COSTS ANALYSIS

In order to determine the internal value-creating ability of a firm, the sources of profit and

costs of the internal activities within the firm must be analyzed.

B. INTERNAL DIFFERENTIATION ANALYSIS

The firm may analyze its ability to create value through differentiation (e.g., what are the

sources of differentiation and what are the related costs?) when the customer perceives that

the firm's product is superior to those of its rivals.

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C. VERTICAL LINKAGE ANALYSIS

Analyzing the vertical linkage of the firm means understanding the activities of the suppliers

and buyers of the product (i.e., all links from the sources of the raw materials through the

recycling and disposal of the product after use) and determining where value can be created

external to the firm's operations. Often the greatest value and competitive advantage stems

from the information obtained from this analysis because the activities that create the most

and least amount of value can be determined. Remember, the ultimate consumer actually

ends up paying for the profit margins that exist all along the value chain.

III. STEPS IN VALUE CHAIN ANALYSIS

Considering all of the above introductory material regarding value chain analysis, three general

"steps" emerge.

A. IDENTIFY VALUE CHAIN ACTIVITIES

Organizations must identify value activities performed as part of their business. Value

activities are generally those processes that are involved with designing, preparing,

manufacturing, and delivering a good or service.

B. IDENTIFY COST DRIVERS ASSOCIATED WITH EACH ACTIVITY

Cost drivers represent factors that increase total cost. Identification of cost drivers assists the

organization in determining those areas in which it has a competitive advantage.

Organizations might also identify those areas in which outsourcing is valuable.

C. DEVELOP A COMPETITIVE ADVANTAGE BY REDUCING COST OR ADDING VALUE

The final step in value chain analysis is to study the cost drivers associated with each activity

in the value chain from a specific perspective.

1. Identify Competitive Advantage

Firms with cost leadership strategies will look at cost saving opportunities, while firms

with differentiation strategies will look at opportunities for innovation.

2. Identify Opportunities for Added Value

Identification of activities that add value to the customer follows from our review of

competitive advantage. Opportunities to add value depend on our overall strategy.

Product innovation for those organizations depending on differentiation and reduced

prices for those organizations focused on cost leadership will be the work product of

this phase of value chain analysis.

3. Identify Opportunities for Reduced Cost

Analysis of the cost drivers should show where the organization is not competitive.

Elimination or outsourcing of those items for which the organization is not cost

competitive is generally proposed from this step in value chain analysis.

4. Exploit Linkages Among Activities in the Value Chain

Analysis of the value chain might also show synergies or connections that can be used

to create greater efficiencies or greater value. Each step of the value chain should

produce some value. In some cases, that value not only benefits the specific activity in

the chain but also benefits other activities. For example, in-house customer service

departments handle customer complaints in an efficient and courteous manner that

establishes organizational responsiveness to the customer and creates loyalty. Inhouse

customer service can also be alert for patterns of complaints and can influence

product design.

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IV. STRATEGIC FRAMEWORKS IN VALUE CHAIN ANALYSIS

Although value chain analysis is hardly a science, three types of strategic frameworks have proven

to be useful for value chain analysis.

A. INDUSTRY STRUCTURE ANALYSIS

Michael Porter's work in 1980 and 1985 identified five forces that influence profitability (either

of an industry or a market) of the firm and, thus, impact the competitive environment of a firm.

These five forces assist the firm in determining what makes a firm more profitable compared

to another firm. They also play a significant role with respect to the market influence on

business strategy. They will each be discussed in detail later in this chapter, so they are

listed here for introductory purposes only.

1. Barriers to market entry

2. Market competitiveness

3. Existence of substitute products

4. Bargaining power of the customers

5. Bargaining power of the suppliers

B. CORE COMPETENCIES ANALYSIS

While industry structure analysis assists in determining what it is that makes one firm more

profitable than another, it does not focus on why one firm is able to create, attain, and sustain

new types of competitive advantage and profits while another firm always seems to follow or

why some firms are always able to come up with the best innovations while others attempt to

copy them. Analysis of the core competencies of a firm answers these questions and

attempts to reveal what it is within the firm that enables it to create advantage.

1. How Core Competencies are Created

Core competencies are the glue that allows a firm to work as a team and to transfer

good ideas from one product or segment of a business to another. When a firm has a

solid foundation in excellent employees, quality physical resources, and superior

technology and is also able to integrate them appropriately, the ability of the firm to

adapt to change, learn new things (e.g., best practices), work as a team, and reduce

inherent risks is increased, thus increasing the firm's competitive advantage.

2. Identifying Core Competencies

A competency is deemed a core competency if it has the ability to:

a. Reduce the threat that competitors may copy the product,

b. Increase perceived customer value, and

c. Provide leverage (i.e., Can a large amount of markets be accessed?).

C. SEGMENTATION ANALYSIS

Sometimes, a firm is vertically integrated, which means that it is involved in almost every

aspect of the firm's value chain, from supplying the raw materials to distribution to the

ultimate consumer. (Vertical integration is also discussed later in this chapter as a possible

strategy for firms to follow.) When vertical integration exists within a firm and when analysis

of the industry structure and the core competencies varies among the activities in the value

chain, segmentation analysis, which takes a look at the competitive advantages that exist in

the various segments, is often helpful.

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V. GLOBAL COMPETITIVE ADVANTAGE AND VALUE CHAIN ANALYSIS

Along with his "five forces" that impact the profits and competitive environment of an industry (1980

and 1985), in his work in 1990, Michael Porter focused on the competitive forces that exist globally

in an effort to study the ability of a nation to attain and sustain worldwide competitive advantage.

When the various parts of the value chain (and thus the value-creating processes) exist in different

parts of the world, this often poses problems of costs of transportation and lack of control and

communication, which can negatively impact the overall customer value. Porter indicated four

major factors that impact global competitive advantage (to be considered along with the risks of the

political environment of the nation, inflation rates, currency fluctuations, tax regulations, social

values, etc.):

A. CONDITIONS OF THE FACTORS OF PRODUCTION

If the nation has a strong set of factors of production (e.g., a skilled labor force) that are

required in a given industry, it will fare better with regard to global competitive advantage.

B. CONDITIONS OF DOMESTIC DEMAND

If the nation's domestic demand for the product is high, the nation will fare better with regard

to global competitive advantage.

C. RELATED AND SUPPORTING INDUSTRIES

If suppliers of material inputs exist within the nation, it may help the nation fare better with

regard to global competitive advantage (unless the costs are prohibitively high). If other rival

firms who are competitive in the international environment exist, the nation's competitive

advantage is increased.

D. FIRM STRATEGY, STRUCTURE, AND RIVALRY

The practices of a nation with respect to how companies are managed and organized, along

with the laws of the nation that regulate the formation of companies and how intense the

rivalry is with respect to competing firms within the nation, all influence the ability of the nation

to attain and sustain competitive advantage.

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APPENDIX II

Homework Reading

Topic: Market Influences on Business Strategies

Expanded Discussion of Supply Chain Management

I. SUPPLY CHAIN OPERATIONS REFERENCE (SCOR) MODEL

The SCOR Model was developed by the Supply Chain Council, which attempted to create a

generic model for any organization to use in order to look at the activities of the organization from

the "supplier of the supplier" (the ultimate supplier) to the "customer of the customer" (the ultimate

customer), which is essentially the entire supply chain. The SCOR Model assists a firm in mapping

out its true supply chain and then configuring it to best fit the needs of the firm and consists of four

key management processes (i.e., core activities of SCOR).

A. PLAN

The process of planning consists of developing a way to properly balance aggregate demand

and aggregate supply within the goals and objectives of the firm and plan for the necessary

infrastructure. According to the Supply Chain Council, examples of activities associated with

"plan" are:

1. Determining the demand requirements

2. Assessing the ability of the suppliers to supply resources

3. Planning the inventory levels

4. Planning the distribution of inventory

5. Planning for the purchase of raw materials

6. Assessing capacity concerns and capabilities

7. Identifying viable distribution channels

8. Configuring the supply chain

9. Managing the product's life cycle

10. Making make/buy decisions

B. SOURCE

Once demand has been planned, it is necessary to procure the resources required to meet it

and to manage the infrastructure that exists for the sources. According to the Supply Chain

Council, this process deals with the following types of activities:

1. Selecting vendors

2. Obtaining vendor feedback and certification

3. Overseeing and obtaining proper vendor contracts

4. Collecting and processing vendor payments

5. Ordering, inspecting, and storing inputs to the production process

6. Overseeing the quality assurance process

7. Assessing vendor performance

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C. MAKE

The "make" process encompasses all the activities that turn the raw materials into finished

products that are produced to meet a planned demand. According to the Supply Chain

Council, the process includes the following types of activities:

1. Managing the production process

2. Implementing changes in engineering

3. Requesting products for use in the production process

4. Manufacturing the product

5. Testing the product

6. Packaging the product

7. Releasing inventory for shipment

8. Maintaining the production equipment and the facilities

9. Performing quality assurance measures

10. Scheduling production runs

11. Analyzing capacity availability

D. DELIVER

The "deliver" process encompasses all the activities of getting the finished product into the

hands of the ultimate consumers to meet their planned demand. According to the Supply

Chain Council, this process includes the following types of activities:

1. Managing of orders (e.g., provide quotes, grant credit, enter orders, etc.)

2. Forecasting

3. Pricing

4. Managing transportation (e.g., freight, import/export issues, truck

coordination, etc.)

5. Managing accounts receivable and collections

6. Shipping of products

7. Labeling of products

8. Scheduling installation of products

9. Delivering the inventory according to channel distribution rules

II. STAGES OF SUPPLY CHAIN MANAGEMENT

Not every firm implements supply chain management in the same way. Most are somewhere

between implementing only the fundamentals of the process and having integration of the business

enterprise. However, some firms have developed extended supply chains or elaborate supply

chain communities. The following stages of supply chain management range from the least

sophisticated to the most sophisticated.

A. THE FUNDAMENTALS

In this stage, the firm is focused on its day-to-day operations and internal practices (such as

standardization of operating procedures) it can employ to best manage its finished goods,

transportation issues, and warehousing. The firm may use spreadsheets to assist in

delivering finished goods at costs that are predictable and reasonable because the main

business issue it is concerned with is the cost of quality.

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B. CROSS-FUNCTIONAL TEAMS

In this stage, management will turn its attention to consolidation of the various departments

that make up operations in order to solve the firm's problems. The main business issue the

firm is concerned with at this stage is unreliable order fulfillment, and it is very concerned

about customer service. The firm will seek to achieve communication at the cross-functional

level for on-time and complete delivery of its product.

C. INTEGRATED ENTERPRISE

In this stage, management will move away from simple consolidation of its operations to an

internally-integrated supply chain, which all work together with cross-functional purposes

(rather than simply cross-functional communication) towards the main business issue of the

cost of customer service. For this stage to be successful, it is essential that the people

involved are able to work well as a team and eliminate bias so that they are all aligned with

the goals of the firm (i.e., goal congruence is essential). The firm will focus on the total cost

of delivery, being profitable, and responding to customer needs.

D. EXTENDED SUPPLY CHAIN

If integration of the supply chain moves external to the firm, firms may see potential for

increased profits by unifying the supply chain and forming mutual objectives. The need for

those involved to be able to work as a unified team without bias is even more essential, as

this process strives to integrate the supply chains of many operations, not just those

internally. The main business issue of this stage is slow, profitable growth, and the extended

supply chain may plan with point-of-sale tools and implement with customer management

systems.

E. SUPPLY CHAIN COMMUNITIES

When the extended supply chain actually forms a single competitive entity, a synchronized

supply chain community is formed. However, this is significantly more difficult to implement

than the previous four stages. While the other stages focus on the operational side of the

supply chain, this stage directs its attention toward creating market leadership through

working with partners to form strategic initiatives to assist in bringing new forms of value to

the customer. Networks play a large role in this stage, and the main business issue facing

the firm is creating networks of preferred suppliers. The community may be able to attain

significant economies of scale, increase and leverage core competencies, and create new

types of vertical integration, but all of this hinges on whether the members of the community

can cooperate within the workforce and among management and maintain a solid

commitment to the established objectives of the community.

III. BENEFITS OF IMPLEMENTING SUPPLY CHAIN MANAGEMENT

Typically, management requires a quantified benefit before it will embark on any new type of plan,

and integrated supply chain management is no exception. While it is generally accepted that the

coordination and integration of goods being brought to market is a valid business endeavor, the

quantification of the benefits derived from such actions is not easily obtained. By themselves,

improvements in various aspects and activities along the supply chain can provide areas of cost

savings for the firm, but when considered together, the firm could enjoy a significant positive impact

on its profitability and competitive advantage. Examples of benefits derived from implementing

supply chain management include:

A. Reduced costs in inventory management

B. Reduced costs in warehousing

C. Optimization of the distribution network and facility locations

D. Enhanced revenues

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E. Improved service times

F. Strategic shipment consolidation

G. Reduced cost in packaging

H. Improved delivery times

I. Cross-docking (the minimization of handling and storage costs while receiving and process of

goods in the shortest time possible)

J. Identification of inefficiencies in supply chain activities

K. Integration of suppliers

L. Management of suppliers

IV. GENERAL STEPS IN IMPLEMENTING INTEGRATED SUPPLY CHAIN MANAGEMENT

Although there is no set method for which to implement integrated supply chain management

because there are so many variables in operational and strategic plans, the general steps a firm

would follow are:

A. Assess the opportunities in the supply chain.

B. Develop a vision for ISCM.

C. Develop a strategy for ISCM.

D. Create an optimum organizational structure for ISCM.

E. Establish an information and communication network for ISCM.

F. Translate the ISCM strategy into actions.

V. ALIGNING THE SUPPLY CHAIN AND BUSINESS STRATEGY

A firm must be able to manage its supply chain in a way that is aligned with its business strategy,

which is directed at serving the needs of the consumers of the firm's product.

A. EFFICIENCY AND RESPONSIVENESS

The supply chain of a firm must be both responsive to the changing needs of customers and

allow the firm to do so in an efficient manner. This is essential to the ability of the firm to

increase its market share and protect profits.

B. FIVE SUPPLY CHAIN DRIVERS

1. Production

2. Inventory

3. Location

4. Transportation

5. Information

C. STEPS TO ALIGN THE SUPPLY CHAIN AND THE BUSINESS STRATEGY

1. Understand the markets the firm operates in and the customers it services.

2. Identify the core competencies of the firm and how the firm will use these to best serve

its customers.

3. After the company has chosen how it will best serve its customers, create value along

the supply chain to achieve the planned goals.

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APPENDIX III

Homework Reading

Implications of Dealing in Foreign Currency

Mitigating risks associated with foreign currency transactions can be highly complex. While the basic

principles associated with hedge transactions are the same, the decisions made by management are

influenced by the character of the transaction to be hedged and the instrument used. The following

outline deals with the option contracts, longer term transactions, non-transactional risks, and assessment

techniques for evaluating the effectiveness of hedge strategies.

I. ADVANCED TECHNIQUES FOR MITIGATING TRANSACTION RISK AND EVALUATING

STRATEGY

A. CURRENCY OPTION HEDGES

Currency option hedges use the same principles as forward hedge contracts and money

market hedge transactions. However, instead of requiring a commitment to a transaction, the

currency option hedge gives the business the option of executing the option contract or

purely settling its originally negotiated transaction without the benefit of the hedge, depending

on which result is most favorable.

1. Currency Option Hedges: Payables

A call option (an option to buy) is the currency option hedge used to mitigate the

transaction exposure associated with exchange rate risk for payables.

a. Similar to a futures contract or forward contract, the business plans to buy a

foreign currency at a low rate in anticipation of the foreign currency strengthening

in comparison to the domestic currency in order to ensure that it can settle its

liability at predicted value.

b. The business has the option (not the obligation) to purchase the security at the

option (strike) price. The business evaluates the relationship between the option

price and the exchange rate at the settlement date. Generally, if the option price

is less than the exchange rate at the time of settlement, the business will

exercise its option. If the option price is more than the exchange rate at the time

of settlement, the business will allow the option to expire. While premiums are

used to compute any net savings associated with option transactions, they are a

sunk cost and are irrelevant to the decision to exercise the options.

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EXAMPLE

Gearty International owes its Mexican supplier 1,000,000 pesos due in 30 days. Although the peso is currently

exchanged for the US dollar at $.08, the company is fearful that the Mexican peso will

dollar before the settlement to as much as $.10. Gearty International pays a $.005 premium to secure a call option to

buy 1,000,000 pesos in 30 days for $.08.

If Gearty is correct in its assessment of international exchange rates and the exchange rate at the time of the settlement

(the spot rate) increases as predicted, Gearty will exercise its option to achieve a $15,000 net savings, computed as

follows:

strengthen in comparison to the

Spot Rate At Option Total Settlement Cost for

Settlement Price Premium Option 1,000,000 pesos

$.10 - - - $ 100,000

- $.08 $.005 $.085 (85,000)

Net savings $ 15,000

Gearty's consideration for the option, the $.005 premium, is $5,000 and is paid regardless of whether the option is

exercised. The gross savings of $20,000 [(.10 – .08) * 1,000,000 pesos] is reduced by the $5,000 premium to reflect a

$15,000 net savings. Remember, however, that the premium is not included in the decision to exercise the option.

If Gearty is incorrect in its assessment of international exchange rates and the exchange rates stay constant at $.08,

then the company will allow its option to expire because exercising the option would actually be equal to simply settling

the transaction at the spot rate, computed as follows:

Spot Rate At Option Total Settlement Cost for

Settlement Price Premium Option 1,000,000 pesos

$.08 - - - $ 80,000

- $.08 $.005 $.085 85,000

Loss ($ 5,000)

Gearty will likely buy pesos at the spot rate regardless of the loss associated with the premium.

2. Currency Option Hedges: Receivables

A put option (an option to sell) is the currency option hedge used to mitigate the

transaction exposure associated with exchange rate risk for receivables.

a. Similar to a futures contract or forward contract, the business plans to sell a

foreign currency at a high rate in anticipation of the foreign currency weakening

in comparison to the domestic currency in order to ensure that it can capitalize

on receivable collections at a stable or predicted value.

b. The business has the option (not the obligation) to sell the collected amount of

the foreign currency from the receivable at the option (strike) price. The

business evaluates the relationship between the option price and the exchange

rate at the settlement date. Generally, if the option price is more than the

exchange rate at the time of settlement, the business will exercise its option. If

the option price is less than the exchange rate at the time of settlement, the

business will allow the option to expire. While premiums are used to compute

any net preserved values associated with option transactions, they are a sunk

cost and are irrelevant to the decision to exercise the options.

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EXAMPLE

Gearty International is owed 1,000,000 pesos due in 30 days from its Mexican customer. Although the peso is currently

exchanged for the US dollar at $.08, the company is fearful that the Mexican peso will

dollar before the settlement to as little as $.06. Gearty International pays a $.005 premium to secure a put option to sell

1,000,000 pesos in 30 days for $.08.

If Gearty is correct in its assessment of international exchange rates and the exchange rate at the time of the settlement

(the spot rate) decreases as predicted, the company will exercise its option to achieve a net preservation of $15,000 in

asset value, computed as follows:

weaken in comparison to the

Spot Rate At Option Total Settlement Cost for

Settlement Price Premium Option 1,000,000 pesos

$.06 - - - $ 60,000

- $.08 $.005 $.075 75,000

Net preserved value $ 15,000

Gearty's consideration for the option, the $.005 premium, is $5,000 and paid regardless of whether the option is

exercised. The gross value "preserved" of $20,000 [(.08 – .06) * 1,000,000 pesos] is reduced by the $5,000 premium

paid to reflect a net $15,000 preserved receivable value. Remember, however, that the premium is not included in the

decision to exercise the option.

If Gearty is incorrect in its assessment of international exchange rates and the exchange rates stay constant at $.08,

then it will allow their option to expire since to exercise the option would actually be equal to simply settling the

transaction at the spot rate, computed as follows:

Spot Rate At Option Total Settlement Cost for

Settlement Price Premium Option 1,000,000 pesos

$.08 - - - $ 80,000

- $.08 $.005 $.075 75,000

Loss ($ 5,000)

Gearty will likely sell pesos at the spot rate regardless of the loss associated with the premium.

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Exchange Rate

Increases

Spot Rate at Balance Sheet Date Spot Rate at Balance Sheet Date

Exchange

Rate Decreases

The foregoing chart illustrates the relationship between exchange rate risk and monetary assets and liabilities and

hedge strategies used to mitigate risk.

If the company owns accounts receivable in a foreign currency, a monetary asset, it is at risk for declines in the exchange

rate or strengthening of the domestic currency in relation to the foreign currency. To ensure that the company is able to

settle (collect) its accounts receivable in an amount equal to the balance sheet value (expressed in its domestic currency),

the company would purchase a put option to sell the amounts collected at the spot rate. If the exchange rate declines, there

is no exposure to the risk because collection of the value booked as a receivable is assured by the option to purchase

dollars at a prenegotiated rate with the foreign currency collected.

If the company owes accounts payable in a foreign currency, a monetary liability, it is at risk for increases in the exchange

rate or weakening of the domestic currency in relation to the foreign currency. To ensure that the company is only required

to settle (pay) its accounts payable in an amount equal to the balance sheet obligation (expressed in its domestic currency),

the company would purchase a call option to buy the amounts needed at the spot rate. If the exchange rate increases, there

is no exposure to the risk because payment of the value booked as a liability is assured by the option to purchase the foreign

currency in which the liability is denominated at the rate prenegotiated in the option contract.

Purchase put option to sell

foreign currency at balance

sheet spot rate to

guarantee value of

settlement.

Preserve

Fair Value

of Asset

Mitigate

Cash Flow

Risks

Using Foreign Currency Options to

Mitigate Exchange Rate Risk

Assets Liabilities

Balance Sheet Date

Purchase call option to buy

foreign currency at balance

sheet spot rate to limit cash

outflows at settlement

B. ASSESSING HEDGING STRATEGY EFFECTIVENESS

The business decision to hedge or not to hedge using forward contracts may be evaluated

using the formula for the real cost of hedging payables and the real cost of hedging

receivables. The formulas take the difference between the nominal cost of hedging and the

cost of not hedging to derive the additional cost of a hedge in comparison to the charges

already incurred before the hedge.

1. Costs of Hedging or Not Hedging

a. The

the currency times the underlying.

nominal cost of hedging a foreign currency is the known exchange rate for

EXAMPLE

Assume the cost of the Canadian dollar is $.75. The

nominal cost of hedging C$1,000,000 is known to be $750,000.

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b. The

value of a transaction settlement given a range of exchange rates and

associated probabilities.

nominal cost of not hedging a foreign currency represents the expected

EXAMPLE

Assume the cost of the Canadian dollar is $.75, and we anticipate that the exchange rate has a .10 probability of falling

to $.65, a .50 probability of falling to .70, and a .40 probability of rising to .8. We would compute the

hedging

nominal cost of nota planned C$1,000,000 as follows:

Possible Domestic Nominal Cost

Rates Probability Value of Not Hedging

.65 .10 C$1,000,000 $ 65,000

.70 .50 C$1,000,000 $350,000

.80 .40 C$1,000,000 $320,000

Nominal Cost of Not Hedging $735,000

2. Real Cost of Hedging Payables

The real cost of hedging payables is expressed in the following formula:

a. RCH

p = NCHp NCp

b. Terms are defined as follows:

RCH

NCH

NC

c. Negative results indicate that the business should enter into a hedge transaction,

while positive results indicate that the business should not hedge the transaction.

p real cost of hedging payablesp nominal cost of hedging payablesp nominal cost of payables without hedging

EXAMPLE

Assuming the results of the previous two concept examples, the real cost of hedging payables with the stated exchange

rate is as follows:

RCH

p = NCHp NCp

RCH

RCH

The business should not hedge. The real cost of hedging payables indicates that the company will pay $15,000 less if it

does not hedge.

p = $750,000 $735,000p = $15,000

3. Real Cost of Hedging Receivables

The real cost of hedging receivables is expressed in the following formula:

a. RCH

r = NRr NRHr

b. Terms are defined as follows:

RCH

NR

NRH

r real cost of hedging receivablesr nominal domestic revenues received without hedgingr nominal domestic revenues received from hedging

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c. Negative results indicate that the business should enter into a hedge transaction,

while positive results indicate that the business should not hedge the transaction.

EXAMPLE

Assuming the results of the previous concept examples, the real cost of hedging receivables with the stated exchange

rate is as follows:

RCH

r = NRr – NRHr

RCH

RCH

The business should hedge. The real cost of hedging receivables indicates that the business will likely receive $15,000

less if it does not hedge.

Logically, the same fact pattern applied to a liability and an asset produce equal and opposite results.

r = $735,000 $750,000r = $15,000

C. LIMITATIONS ON HEDGING

1. Uncertainty

The amount of hedged transactions (e.g., payables or receivables) may not be known

precisely prior to the execution of the futures, forward, or money market hedge. If the

business hedges too much, the company is said to be overhedged. To avoid the

potential of overhedging, the company should only hedge the minimum amount known

to be due or payable.

2. Continual Short-Term Hedging

Consistent short-term hedging can be ineffective over time because it mirrors the

current trends of the market. Longer-term hedges expand the gap between the

exchange rate for the hedged item and the hedge itself thereby maximizing the savings

or value of the hedged item.

D. OTHER TECHNIQUES FOR TRANSACTION EXPOSURE MITIGATION: LONG-TERM

TRANSACTIONS

The following hedge transactions are used to mitigate exchange rate risk presented by

transaction exposure.

1. Long-Term Forward Contracts

Mechanically, long-term forward contracts deal with the same issues as any other

forward contracts. Long-term forward contracts are set up to stabilize transaction

exposure over long periods. Long-term purchase contracts may be hedged with longterm

forward contracts.

2. Currency Swaps

Transaction exposure associated with exchange rate risk for longer-term transactions

can be mitigated with currency swaps.

a. Two Firms

Two firms with coincidental needs for international currencies may agree to swap

currencies collected in a future period at a specified exchange rate. The two

entities essentially swap their currencies in an exchange negotiation completed

years in advance of their receipt of the currencies.

b. Financial Intermediaries

Typically financial intermediaries are contacted to broker or match firms with

currency needs.

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3. Parallel Loan

Two firms may mitigate their transaction exposure to long-term exchange rate loss by

exchanging or swapping their domestic currencies for a foreign currency and

simultaneously agreeing to re-exchange or repurchase their domestic currency at a

later date.

E. OTHER TECHNIQUES FOR TRANSACTION EXPOSURE MITIGATION: ALTERNATIVE

HEDGING TECHNIQUES

The following hedge transactions are used to mitigate exchange rate risk presented by

transaction exposure.

1. Leading and Lagging

Leading and lagging represent transactions between subsidiaries or a subsidiary and a

parent. The entity that is owed may bill in advance if the exchange rate warrants

(leading) or possibly wait until the exchange rate is favorable before settling (lagging).

2. Cross-Hedging

The technique known as cross-hedging involves those transactions that cannot be

hedged. Hedging one instrument's risk with a different instrument by taking a position

is a related derivatives contract. This is often done when there is no derivatives

contract for the instrument being hedged or when a suitable derivatives contract exists

but the market is highly illiquid.

3. Currency Diversification

The simplest hedge for long-term transactions is to diversify foreign currency holdings

over time. A substantial decline in the value of one currency would not impact the

overall dollar value of the firm if the currency represented only one of many foreign

currencies.

II. EXCHANGE RATE RISK: MANAGING ECONOMIC AND TRANSLATION EXPOSURE

Businesses have various methods of managing the economic and translation exposure associated

with exchange rate risks. Generally, the use of organization-wide solutions related to the entity

itself and related reporting requirements are included in the approach.

A. ASSESSING ECONOMIC EXPOSURE

Economic exposure is defined by the degree to which cash flows of the business can be

impacted by fluctuations in exchange rates. The extent to which revenues and expenses are

denominated in different currencies could seriously impact the profitability of an organization

and represents economic exposure.

EXAMPLE

Pete's Primo Piñatas manufactures piñatas in Mexico. The company's expenses paid to local suppliers are

denominated in the peso. The company exports nearly 80 percent of its product to the United States and receives

revenues denominated in United States dollars from upscale Mexican theme party planners. If the peso were to

strengthen in relation to the dollar, then imported revenues could be significantly less than domestic expenses. Pete's

Primo Piñatas would suffer economic losses as a result of their economic exposure to exchange rate risk.

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B. TECHNIQUES FOR ECONOMIC EXPOSURE MITIGATION

Economic exposures typically relate to organization-wide issues and can usually only be

mitigated with organization-wide approaches that involve restructuring and adjustments to the

business plan.

1. Restructuring

Economic exposure to currency fluctuations can be mitigated by restructuring the

sources of income and expense to the consolidated entity.

a. Decreases in Sales

A company fearful of a depreciating foreign currency used by a foreign subsidiary

may elect to reduce foreign sales to preserve cash flows.

b. Increases in Expenses

A company anticipating a depreciating foreign currency may elect to increase

reliance on those suppliers to take advantage of paying for raw materials or

supplies with cheaper currency.

2. Characteristics of Restructuring and Economic Exposure

Restructuring tends to be more difficult than ordinary hedges. Economic exposures to

exchange rate fluctuations are viewed as more difficult to manage than transaction

exposures.

III. FOREIGN ECONOMIES AND POLITICAL RISK

International business is subject to the generalized risk of operating within a foreign economy and

to changes in the political climate. Although very little can be done to fully mitigate this risk

exposure, international companies can perform a country risk analysis to fully assess the degree of

their exposure. Unsatisfactory evaluation of country risk could either result in divestiture of foreign

operations or avoidance of development of foreign operations in a particular country.

A. COUNTRY RISK ANALYSIS: FOREIGN ECONOMY CONSIDERATIONS

The state of the foreign economy in which the multinational company operates is highly

significant to risk evaluation.

1. Foreign Demand

A multinational corporation exporting to a foreign country is vitally concerned with

demand within that country. Demand is directly affected by the health of the economy

of the county in which it operates.

a. Weakening demand may cause the foreign government to implement tariffs or

other regulatory measures that reduce foreign penetration.

b. Measures to reduce foreign penetration may either require curtailment of foreign

operations or export of goods produced by the multinational inside the foreign

country instead of selling within the foreign country.

2. Interest Rates

a. Higher interest rates in the foreign country are indicators of slower economic

growth and reduced demand.

b. Lower interest rates in the foreign country may be indicative of increased growth

and demand.

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3. Inflation

Higher local inflation and reduced purchasing power makes imported goods more

expensive and reduces local demand for them.

4. Exchange Rate

a. Weak local currency reduces demand for imported goods.

b. Strong local currency increases demand for imported goods.

B. COUNTRY RISK ANALYSIS: POLITICAL RISK CONSIDERATIONS

Political risks represent non-economic events or environmental conditions that are potentially

disruptive to financial operations. Although expropriation of productive resources represents

the most extreme political risk, other features of political risk must also be considered

including:

1. Bureaucracies and related inefficiencies or barriers to trade

2. Corruption

3. Host government attitude toward foreign firms

4. Attitude of consumers toward foreign firms

5. Inconvertibility of foreign currency

6. War

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BUSINESS ENVIRONMENT & CONCEPTS 2

Terminology

Definitions of the following terms that relate to topics presented in this lecture are provided in the

comprehensive glossary located at the end of this textbook.

Accounting Costs

Accounting Profit

Aggregate Demand (AD)

Aggregate Supply (AS)

Average Fixed Cost (AFC)

Average Product (AP)

Average Revenue (AR)

Average Fixed Cost (AFC)

Average Total Cost (ATC)

Average Variable Cost (AVC)

Balanced Budget

Best Cost Strategy

Boycott

Budget Deficit

Budget Surplus

Business Cycle

Cartel

Comparative Advantage

Competitive Strategies

Complements

Consumer Price Index (CPI)

Constant Returns to Scale

Contractionary Monetary Policy

Core Competency

Cost Leadership Strategy

Cost Push Inflation

Country Risk

Covered Interest Arbitrage

Cross Elasticity of Demand

Cross Elasticity of Supply

Cross Hedging

Currency Appreciation

Currency Depreciation

Currency Variability

Current Method

Cyclical Unemployment

Deflation

Demand Curve

Demand Pull Inflation

Depression

Derived Demand

Differentiation Strategy

Discount Rate

Diseconomies of Scale

Disposable Income

Economic Costs

Economic Exposure

Economic Profit

Economies of Scale

Expenditure Approach

Explicit Costs

Exchange Rate

Exchange Rate Risk

Expansionary Monetary Policy

External Factors

Factors of Production

Federal Reserve (Fed)

Final Products

Fiscal Policy

Fischer Effect

Frictional Unemployment

Forward Exchange Rate

Forward Hedge

Full Employment

Functional Currency

Futures Hedge

GDP Deflator

Gross Domestic Income (GDI)

Gross Domestic Product (GDP)

Gross National Product (GNP)

Hedge Transaction

Implicit Costs

Income Approach

Income Elasticity of Demand

Industry Structure Analysis

Inferior Good

Inflation

Interest Arbitrage

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Interest Rate Parity

Internal Factors

International Fischer Effect

Kinked Demand Curve

Lagging Indicator

Law of Demand

Law of Diminishing Returns

Law of Supply

Leading Indicator

Long Run

Long-Run Aggregate Supply (LRAS)

M1

M2

M3

Marginal Cost (MC)

Marginal Product (MP)

Marginal Propensity to Consume (MPC)

Marginal Revenue (MR)

Marginal Revenue Product (MRP)

Market Demand

Market Equilibrium

Market Supply

Monetary Assets and Liabilities

Monetary Policy

Money Market Hedge

Money Supply

Monopoly

Monopolistic Competition

Monopsony

Multiplier Effect

National Income

National Income Accounting

Natural Rate of Unemployment

Natural Monopoly

Natural Rate of Unemployment

Net Domestic Product

Net National Product

Niche Strategy

Nominal GDP

Nominal Interest Rate

Non-Monetary Assets and Liabilities

Normal Good

Oligopoly

Open Market Operations

Opportunity Cost

Options Hedge

Parallel Loan

Perfect Competition

Personal Income

Phillips Curve

Price Ceiling

Price Floor

Price Elastic Demand

Price Elasticity of Demand

Price Elasticity of Supply

Price Inelastic Demand

Price Inelastic Supply

Price Searcher

Price Setter

Price Taker

Production Function

Production Possibilities Curve

Profit

Purchasing Power Parity

Quantity Demanded

Quantity Supplied

Real GDP

Real Interest Rate

Recession

Reporting Currency

Required Reserves Ratio (RRR)

Seasonal Unemployment

Short Run

Spot Rate

Structural Unemployment

Substitutes

Supply Curve

Supply Shock

Temporal Method

Total Cost (TC)

Total Fixed Cost (TFC)

Total Output (Q)

Total Variable Cost (TVC)

Total Product

Total Revenue (TR)

Transaction Exposure

Translation Exposure

Unemployment Rate

Unit Elastic Demand

Value at Risk

Value Chain Analysis

Vertical Integration

Becker CPA Review Business Environment & Concepts 2

© 2009 DeVry/Becker Educational Development Corp. All rights reserved.

B2-99

BUSINESS ENVIRONMENT & CONCEPTS 2

Class Questions Answer Worksheet

MC Question Number

First Choice Answer

Correct Answer

NOTES

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Grade:

Multiple-choice Questions Correct / 18 = __________% Correct

Detailed explanations to the class questions are located in the back of this textbook.

Business Environment & Concepts 2 Becker CPA Review

B2-

100 © 2009 DeVry/Becker Educational Development Corp. All rights reserved.

NOTES

Becker CPA Review Business Environment & Concepts 2

© 2009 DeVry/Becker Educational Development Corp. All rights reserved.

B2-101

CLASS QUESTIONS

1. CPA-03291

Which of the following is

a. An increase in wealth.

b. An increase in the level of real interest rates.

c. An increase in government spending.

d. An increase in the general level of confidence about the economic outlook.

not likely to cause a rightward shift in the aggregate demand curve?

2. CPA-03307

Suppose real GDP is rising while the overall price level is falling. The most plausible explanation for this

is:

a. A shift left in the aggregate supply curve.

b. A shift right in the aggregate supply curve.

c. A shift left in the aggregate demand curve.

d. A shift right in the aggregate demand curve.

3. CPA-03396

Assume the following data for the U.S. economy in a recent year:

Personal consumption expenditures $ 5,015 billion

Exports $ 106 billion

Government purchases of goods/services $ 1,040 billion

M1 $ 262 billion

Imports $ 183 billion

Gross private domestic investment $ 975 billion

Open market purchases by Federal Reserve $ 5 billion

Based on this information, which of the following was the U.S. GDP for the year in question?

a. $6,953 billion.

b. $6,958 billion.

c. $6,691 billion.

d. $7,215 billion.

4. CPA-03404

What type of unemployment is shown when individuals do not have the qualifications or skills necessary

to fill available jobs?

a. Frictional.

b. Natural.

c. Cyclical.

d. Structural.

Business Environment & Concepts 2 Becker CPA Review

B2-

102 © 2009 DeVry/Becker Educational Development Corp. All rights reserved.

5. CPA-03411

Deflation is best defined as:

a. When the price of a particular good falls.

b. A continuous rise in the overall price level.

c. A continuous decline in real GDP.

d. A continuous decline in the overall price level.

6. CPA-03395

An increase in the discount rate would cause:

a. The money supply to increase and interest rates to fall.

b. The money supply to decrease and interest rates to rise.

c. The money supply to increase and interest rates to rise.

d. The money supply to decrease and interest rates to fall.

7. CPA-03412

If the nominal interest rate is 10% and the rate of inflation is 5%, the real interest rate is:

a. 15%

b. 2%

c. 50%

d. 5%

8. CPA-03471

Which of the following is

a. Various levels of the organization will implement strategic plans differently.

b. Continual re-evaluation and revision of strategic plans is necessary.

c. The process of strategic planning begins with the creation of the plan.

d. Strategic plans will vary by segment based on the characteristics of the segments.

not true regarding strategic plans?

9. CPA-03667

Which one of the following changes will cause the demand curve for gasoline to shift to the left?

a. The price of gasoline increases.

b. The supply of gasoline decreases.

c. The price of cars increases.

d. The price of cars decreases.

10. CPA-03670

The competitive model of supply and demand predicts that a surplus can only arise if there is a:

a. Maximum price above the equilibrium price.

b. Minimum price below the equilibrium price.

c. Maximum price below the equilibrium price.

d. Minimum price above the equilibrium price.

Becker CPA Review Business Environment & Concepts 2

© 2009 DeVry/Becker Educational Development Corp. All rights reserved.

B2-103

11. CPA-03497

Elasticity of demand or supply is:

a. A measure of how flexible the firm is with respect to responding to the needs of the consumers.

b. A measure of how flexible the demand or supply of a product is when preferences change.

c. A measure of how sensitive the demand for or supply of a product is to a change in its price.

d. A measure of how well a firm's strategic plan is able to adapt to changes in demand or supply.

12. CPA-03708

As the price for a particular product changes, the quantity of the product demanded changes according to

the following schedule:

Total Quantity Price

Demanded per Unit

100 $50

150 45

200 40

225 35

230 30

232 25

The price elasticity of demand for this product when the price decreases from $50 to $45 is:

a. 0.20

b. 10.00

c. 0.10

d. 5.00

13. CPA-03479

Under pure competition, strategic plans focus on:

a. Profitability from production levels that maximize profits.

b. Maintaining the market share and being responsive to market conditions related to sales price.

c. Maintaining the market share and planning for enhanced product differentiation.

d. Maintaining the market share, ensuring product differentiation, and adapting to price changes or

required changes in production volume.

14. CPA-03493

Under oligopoly, strategic plans focus on:

a. Profitability from production levels that maximize profits.

b. Maintaining the market share and being responsive to market conditions related to sales price.

c. Maintaining the market share and planning for enhanced product differentiation.

d. Maintaining the market share, ensuring product differentiation, and adapting to price changes or

required changes in production volume.

Business Environment & Concepts 2 Becker CPA Review

B2-

104 © 2009 DeVry/Becker Educational Development Corp. All rights reserved.

15. CPA-03583

A firm is in heavy competition with a rival firm, and its rivals are consistently able to effectively respond to

changes in consumer preferences by making strategic moves in an effort to win over the buyers and gain

competitive advantage. Which of the five forces that affect the competitive environment and profitability

of a firm does this best demonstrate?

a. Barriers to entry.

b. Market competitiveness.

c. Existence of substitute products.

d. Bargaining power of customers.

16. CPA-03602

Which of the following statements regarding competitive advantage is

a. The two major forms of competitive advantage are differentiation and cost leadership.

b. If the total costs of a firm are less than those of close rivals, then the firm has a competitive market

advantage.

c. Cost leadership advantage may best be obtained by a firm when a firm builds market share or

matches the price of its rivals.

d. Differentiation advantage may best be obtained by a firm when a firm builds market share or

decreases its price.

not correct?

17. CPA-03609

When do differentiation strategies fail?

a. The firm's product appeals to different people for different reasons.

b. The value of the firm's premium does not exceed its cost.

c. Customers are able to see (or perceive) a value in the firm's product compared to products of other

firms.

d. The various rival firms have chosen different features on which to differentiate their products.

18. CPA-03620

Vertical integration is:

a. A formal process in which two or more firms combine to provide for cost reductions they could not

otherwise obtain on their own.

b. An alliance with another firm that allows for economies of scale and sharing of costs in a less than

formal manner.

c. A strategy in which the firm attempts to gain competitive advantage by seeking to control the entire

value chain (or a portion of it) within the same industry.

d. A process in which the firm focuses on predicting the expected demand of consumers and then plans

accordingly for it.

 
   
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