Production capacity and competition intensity

These graphs depict industry total profits, average price and industry total production capacities on 4 distinct (but identical) markets (3 players on each market) over 4 years The (negative) correlation between total production capacities and average price is quite spectacular in this “Kreps-Scheinkman type” game. The more production capacity is installed, the more intense price competition is: Which, of course, results in a corresponding (negative) correlation between total production capacity and total profits:   These results are taken from our last session at Mines Albi.   by

Sunks costs, capacity constraints, price and profits

One of the market games studies the impact of sunk costs and capacity constraints on firms’ prices and profits. After a few iterations, prices and profits explode on the market with a very low production capacity sunk costs have nearly no influence on prices fixed avoidable costs may have an impact on price when one of the player leaves the market prices and profits are lower when production capacities are more important   Below is another graph, from a shorter session, illustrating the evolution of prices at the start of the game: In the beginning students usually chose higher price on markets with higher fixed costs, making no distinction between avoidable and sunk costs (yellow and red). They also chose about the same price on the markets with moderate capactity constraints and with very low constraints (blue and pruple). After a few iterations, prices on the market with sunk costs (red) decreased and reached the same level as on the market with no sunk costs (light blue). Prices on the market with very low capacity constraints (purple) decreased much below the market with moderate capacity constraints (light blue). As usual, Prices soar on the market very very strong capacity constraints. […]

Vertical differentiation and profits

Here are the results from a session of the IO game: In this game, the two last years highlight the impact of (vertical, here) differentiation on profits. On all markets except the “yellow” one, both airlines follow the same low cost strategy. On the yellow market, one airline follows a low cost strategy (with a few very big planes and very little space between seats) while the other one operates many small planes with more space between seats.   We have another illustration taken from another game: Here again, the two airlines choose to maximize vertical differentiation: The first airline selects only one big plane with very little space between seats, while the second operates 4 flights on very small planes and with the maximum space between seats. The low cost airline has a low price and attracts many customers among leisure passengers but very few business passengers. These passengers are putting more value on flight frequencies and on comfort and most of them prefer using the second airline, in spite of its much higher fares. by