Consumption and the Within-household Income Distribution: Outcomes from an Australian "Natural Experiment"

Does the within-household distribution of income influence householdconsumption patterns? In one attempt to answer this question,Lundberg, Pollak and Wales (1997) exploited the ‘naturalexperiment’ of a change in family benefits in the UK.They found that the within-household income distribution didhave a significant impact on expenditure. This paper exploitsa similar natural experiment in Australia. During the 1990s,unemployment benefits for unemployed married couples changedfrom being paid almost entirely to husbands, to being paid primarilyto wives. Using household expenditure data it is found that,although the changes in the within-household income distributionwere large, the changes in expenditure patterns were small andnot in the expected direction. The data do not, therefore, providesupport for the hypothesis that women's control over householdexpenditure was increased. The paper concludes with a discussionof the possible reasons for this. (JEL J10, J12, I38)     

All strategy is local

The aim of strategy is to master a market environment by understanding and anticipating the actions of other economic agents, especially competitors. A firm that has some sort of competitive advantage-privileged access to customers, for instance--will have relatively few competitors to contend with, since potential competitors without an advantage, if they have their wits about them, will stay away. Thus, competitive advantages are actually barriers to entry and vice versa. In markets that are exposed, by contrast, competition is intense. If the incumbents have even brief success in earning greater than normal returns on investments, new entrants will swarm in to grab a share of the profits. Sooner or later, the additional competition will push returns as far down as the firms' costs of capital. For firms operating in such markets, the only choice is to forget about strategy and run the business as efficiently as possible. Barriers to entry are easier to maintain in a competitive arena that is "local", either in the geographic sense or in the sense of being limited to one product or a handful of related ones. The two most powerful competitive advantages-customer captivity and economies of scale-are more achievable and sustainable in circumscribed markets of this kind. Their opposites are the open markets and host of rivals that are features of globalization. Compapies entering such markets risk frittering away the advantages they secured on smaller playing fields.., Ifa company wants to grow but still obtain superior returns, the authors argue, the best strategy is to dominate a series of discrete but preferably contiguous markets and then expand only at their edges. WalMart's diminishing margins over the past 15 years are strong evidence of the danger of proceeding otherwise.     

Layout problem for an aircraft maintenance company tool room

A tool room of an aircraft maintainance company with 10000 tools is considered. These tools are borrowed by the mechanics when needed and must be returned before the end of shift. About 400 in-out transactions are handled by the storekeepers of the room. However, since the room is usually crowded with mechanics at their shift start/end times, the storekeepers are overloaded and significant productive manpower is held up in waiting for the tools. Therefore, the racks and tools in the tool room are required to be rearranged so that the handling time of the in/out transactions can be reduced.The racks are rearranged by heuristics and then tools are allocated to the racks according to request probabilities, which are estimated by the proportion of each tool's on-loan frequency to the total on-load frequency during December 1992. Effectiveness is measured by comparing the total rectilinear distance travelled to fetch the tools requested during 11–15 January 1993 based on the proposed changes, to that based on existing rack and tool arrangement. It was found that improvement by tool allocation according to the request probabilities could reach up to 39% with the existing rack arrangement. Furthermore, minor rearrangement on the racks could also reduce the distance travelled by 12%.     

A theory of optimal denominations for government liabilities

Summary The design and implementation of monetary arrangements has important implications for the welfare and determinacy properties of equilibria that arise under competitive monetary exchange. In this paper we consider one particular feature of a monetary arrangement. We ask whether a government should issue its liabilities so that they are imperfectly divisible and whether they should at the same time regulate private intermediation. We argue that the answer is affirmative. We then consider the optimal minimum denomination for government liabilities given that the social planner would like to implement a particular equilibrium. We show that generically the steady state equilibria supported by minimum denominations that result in Pareto optimal allocations are indeterminate. We then pose the question, what is the best (in a Pareto sense) stationary equilibrium that can be supported, subject to the constraint that the equilibrium display certain minimal determinacy properties? The existence of an optimum in this sense is established. Such equilibria are supported by having the government issue indivisible liabilities with appropriately chosen minimum denominations.Research supported in part by NSF Grant SES-8921346. We have benefitted from conversations with Stan Engerman, Rod Garratt, Glenn MacDonald, Anne Villamil, Neil Wallace and Warren Weber, and from the comments of seminar participants at Cornell and Rochester. We are especially grateful to Ed Prescott for his suggestions.     

The channels manager: Now,soon or never?

This paper examines the adoption and viability of the channels manager concept in large manufacturing organizations. Results of a survey indicate that only 14 percent of respondents have a channels manager position within their companies. However, these respondents from companies with a channels manager position strongly support the establishment of the position within their own company and within other large companies. Among all respondents, executives tend to reject the need for a channels manager position within their own organizations, and estimate that the likelihood of implementation of the position within their company is low. The major impediment to implementation is concern about proliferation of organizational positions and cost of implementation. The study indicates that the channels manager position is still more a concept than a reality. However, favorable views of those respondents representing firms with a channels manager position suggest the concept does have potential value in certain types of companies.