Real Estate, The Economy, and News: Competition

Showing posts with label Competition. Show all posts

Friday, December 8, 2017

Over 51 Million People Flying Domestically this Holiday Season

Each year, especially leading up to the month of December, people across the country frantically scour the internet for the best airplane tickets to make it home in time for the holidays. Many people want to visit with family and the 21-day Christmas travel season is when millions of Americans choose to do so. Some people choose to drive or take a bus or train, but each year, the number of fliers continues to rise. According to Hugo Martin's L.A. Times article, this season's number of fliers increased by 3.5% from the same measurement last year.

Analysts expect that there will be over 51 million people traveling via plane throughout the upcoming holiday season. Over the last four years, airplane travel has been growing, especially in the month of December, and especially during the few days leading up to and following Christmas. Research shows that the increasing prevalence of the mode of transportation is likely due to improvements in the economy and competition between airlines, which make flights more affordable for the common consumer.

The law of supply and demand states that supply and demand tend to be inversely proportional, which means that as the supply of a good or service increases, the demand for it decreases. The same concept applies to the proportionality of demand/price or the inverse proportionality of supply/price. In other words, the more consumers demand a product, the more a company can charge for it. Because there are so many companies that offer the service of airplane transportation, the competition drives the price down. As more and more consumers choose to fly because of the lower prices, however, those same prices will likely be driven back up until the price reaches an equilibrium.

Economic analysts predict that this trend will lead to a total of more than $16 billion in profit split among the various domestic carriers, 5% more than last year. Additionally, over the past three years, airlines throughout North America have earned over half of the profit in the industry as a whole. Analysts expect that things might change quickly if the airlines aren't careful. Between rising costs, taxes, and governmental security laws, the various airlines may have to quickly adapt to successfully meet growing demands and keep their competitive edge.

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Friday, September 15, 2017

California has Potential to be a Strong Contender in Amazon's Search for New Headquarters

Last week, an exciting opportunity arose for cities throughout North America. Amazon Inc. announced its plans to expand further by building a second headquarters, dubbed HQ2. Since the announcement, mayors and governors across the United States have been submitting proposals and offering tax incentives to the giant company, trying to get Amazon to choose them. According to Andrew Khouri's L.A. Times article, California won't be offering quite as much as other states when it comes to tax incentives, but instead, will be relying on its inherent attractiveness as a metropolitan area with good weather, education opportunities, and skilled laborers.

In some states, like Wisconsin or Nevada, billions of dollars in subsidies and tax incentives are offered to manufacturing and tech companies looking to make a move. They hope that the tax incentives they provide initially will be paid off in the future by thousands of more jobs in the area and an improvement in the housing market. Wisconsin is in the process of working out a $3 billion package with television producer Foxconn. In 2014, Nevada's $1.3 billion package earned them Tesla's lithium-ion battery factory, a factory that Governor Jerry Brown has been vying for.

The amount of money being offered may not matter as much for landing the Amazon deal. Amazon is one of the wealthiest companies in the world, and they have made the parameters of their new headquarters well known. They are looking for a metropolitan area with skilled workers, desirable housing, good distribution routes, and a strong base of customers. With its shipping ports, high quality of life, and many prestigious public universities, California could be a strong choice for Amazon's second headquarters.

Analysts believe that Amazon's main purpose in being so public about their search is to try to get competing offers from different cities so that they can use them to leverage a better tax incentive package from whichever city they actually want for their headquarters. That's why they believe that California has a good chance. Research shows that around 90% of the time, companies would choose the city they chose whether they got the same incentive package or not. It really seems to be up to California itself to shine. Either Amazon wants to build HQ2 here or the company doesn't. The amount of money being offered is unlikely to make much of a difference.

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Friday, February 10, 2017

Start-Up "Romeo Power" Attempts to Break into Market for Electric Vehicle Batteries

As discussed in a previous post, several electric car companies (Tesla/ Solar City being the most notable example) have been pushing to create the perfect combination of technology for their energy-conscious consumer. The first company to come out with the technology (some combination of electric vehicles, personal solar panels/ wind turbines, and a high-efficiency battery to store the collected energy) to match that growing need is bound to hugely benefit their productivity in the future. Although Tesla Motors has made itself a household name in the electric vehicle market, Russ Mitchell, in his L.A. Times article, describes a start-up called Romeo Power that may be able to stand in the way of Tesla's dominance of the high-efficiency battery market.

Not only is Romeo Power a new competitor in a market with high barriers to entry, but the people behind the company seem very confident that their product is better than any sold by the competition. The battery packs are innocuous looking, long and thin to fit underneath a car. Inside the battery pack is what stores all the electricity: thousands of battery cell cylinders slightly larger than a AA battery. Those cylinders have the ability to accelerate a car from zero to 60 in just a few seconds and can allow the vehicle to drive for hundreds of miles without stopping, so packing them all together like that can be a tricky endeavor.

Not only do customers want a battery that stores as much energy as possible and charges quickly, they also want to know that they are safe, that their car won't explode when it hits the slightest bump. Those are all the aspects that design teams have to take into account. They need to ensure their customers' safety while still improving the product's performance. While that may seem unrealistic, Romeo has claimed that its battery packs can achieve a 25% higher energy density than any of its competitors, an unbelievable improvement to most analysts. However, if Romeo succeeds in breaking into the industry with such high-efficiency batteries, they could easily find themselves on the path toward leading market share.

While it seems impossible to many that the start-up will ever take significant market share away from the leaders in the industry like Tesla, some analysts are unsurprised by the company's quick growth. The executives of the company all come from backgrounds involving battery production, and most of them worked for a while at SpaceX, Faraday Future, and Tesla, where they learned a lot about their competition. Sure, mid-level electric vehicles won't need their battery packs, because their manufacturers make their own in house. However, if their battery packs truly have an increased efficiency of 25%, then even the high-end companies will want to use their battery packs. It's simple business: if you don't use the best parts in your product, most customers will choose to go with a company that does.

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Friday, January 13, 2017

Snapchat's Planned Updates Expect to Expand User Base

In late 2011, a group of Stanford students came together to develop a new kind of social media platform, which they called Snapchat. Snapchat was unique in that it aimed to allow virtual communication with the same level of emotional range that one might expect from an in-person conversation. To accomplish that goal, Snapchat was designed to be impermanent in that all messages, pictures, and videos sent through the app would be deleted after the recipient had viewed them. The new concept took the social media world by storm and brought in many users, especially among the teenage to early twenties demographic.

Eventually, however, the buzz died down and many users became bored of the concept, turning to standard social media platforms like Facebook and Twitter for their day-to-day use. Snapchat kept updating their software, adding features to make it more interesting to use, but some people didn't see a purpose in sharing 10-second blurbs of their life. It wasn't until late 2015 that the company made a big change that brought in so many more users: filters. Their filters gave users the ability to change their appearance, voice, or background, thereby making photos and videos more of a fun experience to share with friends. Since then, Snapchat has been continuously adding to their supply of filters, getting more and more detailed by the day. Most recently, as Paresh Dave described in his L.A. Times article, Snapchat is making another big change, a search bar that will make the platform that much more similar to competitors like Facebook.

Besides the fact that the new update seems to stray from the company's original plan to be different from other social media platforms, the search bar seems to be a great addition. Not only will users be able to look up friends by name, they will also be able to efficiently find celebrities and companies that they want to follow. Additionally, all users will have the ability to send their Snaps to the company for the chance to be featured publicly, a feature that was once limited to specific locations and events. Perhaps the coolest part of the new update involves the use of artificial intelligence to identify objects or people in public videos. In that way, a user could choose to view any Snap containing a specific product or featuring the image of a politician or some other famous person.

Because Snapchat is now allowing public submissions from anyone around the world, they are making their users happy and are granting themselves access to far more content. If users are willing to send in their own funny or thought-provoking images and videos, then Snapchat doesn't have to invest money into coming up with their own. Their AI will sort the Snaps based on event or location, which could be helpful for real-time coverage by real people in the event of a natural disaster or local emergency. All of these changes to the app seem to be timely and will hopefully be quite effective in both helping the company grow and allowing users to connect easily.

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Friday, October 21, 2016

Orbital ATK's Successful Rocket Launch Enables it to Supply the ISS Again

The International Space Station (ISS) currently houses three astronauts: one each from Russia, Japan, and the United States. Those astronauts live and do research in the floating structure 250 miles above the Earth, and as such, need a steady supply of food and equipment to stay alive. Two years ago, on October 28, 2014, an unmanned Antares rocket from a company called Orbital ATK exploded on takeoff, destroying the rocket, launch pad, and the entire shipment of supplies. Fortunately, Orbital ATK seems to be making a return to the market. Just this week, as detailed in an article by the Associated Press of the L.A. Times, a newly rebuilt Antares rocket took flight, carrying over 5,000 pounds of food and other supplies for the astronauts on the ISS.

The rocket's flight was in view for watchers throughout the East Coast, as far north as Boston and as far south as Charleston. Besides the fact that the renovations and repairs cost over $15 million, the engineers of Orbital ATK were very relieved when the rocket launch was successful. because it meant that they could get back into the business of supplying the ISS. Over the past two years, since Orbital ATK was out of commission, NASA's sole source of supplies was SpaceX. When the American space program first ended in 2011, government-owned shuttles were forced into retirement, which gave SpaceX and Orbital ATK room to take over.

Orbital ATK was doubtful about its ability to launch over the past few weeks, due mainly to the hurricane weather in the region, but the success of their rocket has brought the company back on track. Analysts expect that the next space-related venture to be commercialized will be flights to transport crew members of the ISS. NASA also hopes to get astronauts to Mars by the 2030s, which would mean the next goal for companies like SpaceX would be commercialized transport to Mars and other planets in the future. Orbital ATK's newly regained ability to send rockets into space has granted the company a spot in the competition for control of a future commercialized form of interplanetary travel.

The payload of supplies released by the Antares rocket, stored in a Cygnus capsule, is currently orbiting the Earth, waiting a few days before it will break free of the orbit and make it all the way to the space station. The reason for the delay is that a new crew of three astronauts is set to launch from Kazakhstan this week, and NASA wants to give them a little bit of time to get settled on the ISS before they have to immediately begin unpacking supplies and beginning the experiments. Especially because their last rocket exploded before it ever left the ground, many people were wary that a similar outcome could be expected this time. The success of Orbital ATK's rocket speaks volumes for their position in the future market of commercialized space transportation.

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Friday, September 2, 2016

Prices Generally Unaffected by Increased Competition in the Pharmaceutical Industry

The laws of economics state that price is inversely proportional to competition. The more competition there is in an industry, the more options a potential customer has, which means the competitors have to lower their prices to draw in the customers. This phenomenon occurs especially in situations where the products being sold by different companies are similar enough to be interchangeable. For some reason, as investigated in Melody Peterson's L.A. Times article, that doesn't seem to be happening with pharmaceutical prices, even when there are many competitors.

To some extent, it makes sense that pharmaceutical manufacturers charge high prices for the prescription drugs and medical devices that they provide. It takes years and millions of dollars in research and development to create something new, which then has to spend years being tested by the Food & Drug Administration before it is finally approved for sale to the public. Often, by the time a medication has been approved by the FDA, there is only a small amount of time remaining on the patent. So, the developing company has only a few years in which to recoup their investment before other companies come out with generic versions.

The unfortunate aspect of that situation is that the medications and devices being developed are often necessary to cure or treat diseases. That can create an unfair situation: the creating company has the right to choose whatever price they want for their product, and the sick person has no choice but to pay it. That's what makes pharmaceuticals different from a normal product. If a computer company comes out with a new type of device that they have patented and decides to charge exorbitant prices for it, a customer has the choice to either pay the high price or move on without buying the new computer. It doesn't work that way with medicine. If a medication is highly priced, a sick person's only options are to pay the price or not be treated for their illness, which could lead to worse sickness or even death.

You would think that once a patent runs out, generic drug manufacturers would enter the market with a lower-priced product, thus giving customers a choice. The increased competition between the original manufacturer and all of the new generic providers should drive the price down, but it doesn't. Even generic drug producers have been coming out with exorbitantly priced medications. The price is usually slightly less than what a name-brand has it listed for, but nowhere near low enough to make it affordable or even justifiable. One example is a drug called ursodiol, which treats gallstones. The method of creating ursodiol was perfected decades ago, and all patents have run out. The ingredients are not very expensive, yet every drug company is charging somewhere around $5 per pill.

Analysts believe that drug manufacturers are defying the laws of economics for one simple reason: they can. When one company raises their price on a medicine, instead of lowering prices to gain greater demand, the competitors follow suit and raise their prices. In that way, the companies bring in more income, mainly at the cost of medical insurers, which leads insurance companies to charge higher premiums to customers. It's a cycle of rising costs with no end in sight. If a single company stood against the status quo and kept their prices at normal levels, the other companies would eventually have to either lower their prices or go out of business due to lack of demand.

Since none of the companies seem to be following economic principles and standing against the current, many are suspicious of the whole situation. Some fear that the medical suppliers have secretly formed a type of coalition or "trust," an incredibly illegal practice. The grand jury has subpoenaed some of these companies to find out if they had any communication with their competitors prior to making consistent price increases. Analysts believe that a trust could be the explanation as to why drug producers have successfully avoided the laws of economics from catching up to them. In time, a federal investigation may reveal the truth of the matter.

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Friday, August 12, 2016

Uber and Lyft's Low Prices Won't Last Forever

Besides its convenience factor, a user's ability to rate their drivers, and the inherent safety that comes with the app tracking your motion along a pre-determined route, Uber has attracted so many customers in large part due to its subsidized pricing. Over the years, Uber has aggressively pushed to become the leader in the ride-sharing market. To do so, they have often offered prices that are discounted to such an extent that the company sinks billions of dollars into the app each year. While it may seem counter-intuitive to lose money, Uber is actually proceeding exactly as planned: they are focusing first on acquiring customers and forcing out any competitors before they try to turn a profit. Tracy Lien, in her L.A. Times article, addresses Uber's plan and describes how such a monopoly might affect the market.

Uber and Lyft, the most popular ride-sharing services, both know that the fastest way to get loyal customers id to give them a cheaper alternative to taxis. While many consumers still prefer taking a taxi over using one of the ride-sharing apps, most people care more about saving some money. Fortunately for consumers, the ride-sharing apps are not only competing against taxis, they are also competing against each other, which has allowed prices to fall even lower. Eventually, though, as economists have reiterated time and again, when one of the companies gains control of the market, their prices will go up. Maybe it will be slow at first, but it is a law of economics that if one company is the only source of a good or service, consumers are either forced to pay whatever price the company sets or live without it.

Uber is currently valued at over $62 billion, and is by far the market leader, even though they continuously lose money or barely break even in their attempt to grow their market share. While Lyft is in second place, they also have plenty of money to burn, especially after a recent $500 million investment by General Motors. In fact, while Lyft is falling behind Uber in most areas, they have nearly half of the market share in their hometown of San Francisco. It's possible that Uber won't be able to force Lyft out of the competition in the long-run, or they may find that the attempt would be too costly to be economical. However, economists still worry about what might happen if Lyft and other competitors were forced to back out.

Uber just lost a battle in China to become the main provider of ride-sharing services. That loss could lead Uber to focus on the US and Europe more closely and work harder on taking as much market share as possible. Therefore, it is believed that their prices will go even lower in the near future. If they can keep their prices low enough for a long enough time, they may be able to gain enough customers to be unstoppable. Some economists believe that Uber should look toward becoming more valuable to the consumer rather than a cheaper option. The Premier options in ride-sharing apps attract upper-class customers, which could be a substantial source of boosted income for Uber, even if they don't succeed in encapsulating the entire market.

While it is likely that all of the ride-sharers will eventually start raising prices in the future, there are several reasons why they wouldn't suddenly shoot up to exorbitant rates. First, there are anti-trust laws and similar regulations on how much a company can charge for a product or service, especially if that company is one of only a few providers. Additionally, if Uber or Lyft suddenly started charging extremely high prices, their customers would just switch to taking taxis. So, whatever happens with their market share, economic theory would tell us that the ride-sharing apps would steer away from charging more than taxis unless they somehow found a way to remove that competitor entirely, which is unlikely.

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Find out more about us at www.sepulvedaescrow.net. Any Questions? Contact our Escrow Expert! Sepulveda Escrow Corporation (818) 838-1831. Follow our company on Facebook, Twitter, LinkedIn, and Google+.

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