Archive for December 8th, 2008

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Bailouts and stimuli: the hubris of centralized control

December 8, 2008

Lynne Kiesling

Last Monday Mike asked “do you know what the car company of the future should look like?”

The various politicians and bureaucrats who have been wrangling over the auto bailout requests think they do. The management of the “Big Three” have a vision that their shareholders have authorized them to pursue, but for much of the past decade consumers in the market have been telling them that they don’t have the best answer to Mike’s question. GM, in particular, has done a particularly bad job of both shaping and forecasting future trends; they missed compact cars, they missed minivans, they missed SUVs, and they missed hybrids.

Mike’s excellent question points out the combination of hubris and opportunism that are driving the auto bailout dynamic. The right answer to Mike’s question is that nobody knows what the car company of the future should look like. Nobody. No one person or group of people has or can acquire the knowledge to be able to figure that out. That’s the root of the bureaucratic hubris, or the “fatal conceit” in Hayek’s words, in the auto bailout discussion. Congress and other bureaucrats believe that they know what the car company of the future should look like, and they will use political processes and coercion to implement their vision. That is an inappropriate use of power. And the auto companies that are requesting bailouts are, not surprisingly, being extremely opportunistic.

The same kind of hubris shows up in the New-Deal-style public works economic stimulus proposal that President-elect Obama discussed this past weekend:

Mr. Obama’s plan, if enacted, would be in part a government-directed industrial policy, with lawmakers and administration officials picking winners and losers among private projects and raining large amounts of taxpayer money on them.

It would cover a range of programs to expand broadband Internet access, to make government buildings more energy efficient, to improve information technology at hospitals and doctors’ offices, and to upgrade computers in schools.

“It is unacceptable that the United States ranks 15th in the world in broadband adoption,” Mr. Obama said. “Here, in the country that invented the Internet, every child should have the chance to get online.”

Ummmm … last time I checked, dialup Internet access is still available. Is “broadband in every home” the 21st-century version of “a chicken in every pot”?

UPDATE: Pete Boettke and I are on the same wavelength:

… All of these economic realities were a consequence of the socialist aspirations and neo-Keynesian policies that dominated the world of economic affairs since WWII.

We have never really shaken off these intellectual blinders. Hayek argued that the source of the intellectual error was an unhealthy alignment of statism and scientism, and I would just add that the alignment is self-reinforcing due to opportunistic behavior on the part of intellectuals, politicians and economic actors. …

So this morning I am listening to news discussions of Obama’s fiscal stimulus as laid out this weekend, and listening to clowns like Chris Dodd and Carl Levin talking about the need for government oversight of private enterprise because we cannot trust for-profit businessmen to make the right decisions, and finally the head of the UAW talk about the reason why the US auto industry is suffering is due to our lack of universal health care, our lack of an industrial policy, and our failure to erect protections against foreign auto producers. As Adam Smith might have put it, the sophistry of the special interests combine with the arrogance of the statesmen to produce much ruin.

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Walmart’s increasingly green supply chain

December 8, 2008

Lynne Kiesling

One of the most fascinating cases in environmental economics and business is Walmart. Over the past five years, Walmart has turned their famous supply-chain management sights on reducing the environmental impact of the products they sell while still keeping their costs, and therefore retail prices, as low as before. This Fortune magazine article on Walmart’s sustainability efforts is a good summary of how the retailer is aligning economic and environmental incentives along its supply chain. Their efforts to create a credibly sustainable supply chain in the fish they buy have been particularly successful:

Up in Bristol Bay, Alaska, the world’s largest wild sockeye salmon fishery, fishermen are also cheering Wal-Mart because the retailer has agreed to feature their catch as part of its sustainable seafood initiative. They’re running newspaper ads in Alaska thanking Wal-Mart for promoting the frozen wild salmon.

Wal-Mart agreed to support the Bristol Bay fishery as part of a commitment made in 2006 that within five years, all of the wild-caught fresh and frozen fish it sells in North America would be sourced from fisheries that are independently certified as sustainably managed. Elsewhere, wild salmon populations have declined from over-fishing.

“This will increase the demand for Bristol Bay salmon, boost fish prices and keep more dollars in Bristol Bay,” said Bob Waldrop of the Bristol Bay Regional Seafood Association, an industry group.

Note the reference to the “independently certified” aspect of the transaction. This illustration is an example of a partnership strategy that Walmart has used very effectively: independent third parties like the Marine Stewardship Council work with scientists, industry, consumers, and environmental groups to develop a set of criteria by which to evaluate fishing practices. The bottom-up, voluntary, collaborative development of these independent criteria lead to a third-party eco-label that has credibility and meaning. Walmart’s work with the MSC, and with its fish suppliers to adapt their fishing practices so they could get MSC certification, means that the largest retailer in the world is now selling sustainably-harvested fish with no increase in retail prices to consumers.

Another famous example is the change in laundry detergent concentration and packaging. Have you stopped to think about why all of the liquid laundry detergent brands now market themselves as being “triple concentrated” and why you have to use so much less than you did previously? It’s because in the old formulations, the top ingredient in the detergent was water, because each firm had an incentive to enlarge their product to make it look like you were getting better value from them than from the competitors. Then Walmart approached the firms in the industry and said that if they wanted to continue to be carried at Walmart, they would have to reduce the physical footprint of their packaging; Walmart’s incentive here is not just reducing resource use and environmental cost, but also reducing their inventory costs. And because it’s just too costly to retain different production lines for the products sold to Walmart and the products sold to other outlets — voila! All laundry detergents are now sold in smaller, more concentrated formulations and packaging.

Walmart is rightly unapologetic about the economics of this strategy: they are doing it primarily to save costs and to keep their prices low, and that will keep their business thriving and keep that shareholder value high. But this strategy does another thing: it diffuses some of the negative publicity that Walmart receives about other controversial aspects of their business model.

I have been fascinated by this business model for years, and I think it has a lot of lessons for other businesses in ways to align economic and environmental interests.

h1

Walmart’s increasingly green supply chain

December 8, 2008

Lynne Kiesling

One of the most fascinating cases in environmental economics and business is Walmart. Over the past five years, Walmart has turned their famous supply-chain management sights on reducing the environmental impact of the products they sell while still keeping their costs, and therefore retail prices, as low as before. This Fortune magazine article on Walmart’s sustainability efforts is a good summary of how the retailer is aligning economic and environmental incentives along its supply chain. Their efforts to create a credibly sustainable supply chain in the fish they buy have been particularly successful:

Up in Bristol Bay, Alaska, the world’s largest wild sockeye salmon fishery, fishermen are also cheering Wal-Mart because the retailer has agreed to feature their catch as part of its sustainable seafood initiative. They’re running newspaper ads in Alaska thanking Wal-Mart for promoting the frozen wild salmon.

Wal-Mart agreed to support the Bristol Bay fishery as part of a commitment made in 2006 that within five years, all of the wild-caught fresh and frozen fish it sells in North America would be sourced from fisheries that are independently certified as sustainably managed. Elsewhere, wild salmon populations have declined from over-fishing.

“This will increase the demand for Bristol Bay salmon, boost fish prices and keep more dollars in Bristol Bay,” said Bob Waldrop of the Bristol Bay Regional Seafood Association, an industry group.

Note the reference to the “independently certified” aspect of the transaction. This illustration is an example of a partnership strategy that Walmart has used very effectively: independent third parties like the Marine Stewardship Council work with scientists, industry, consumers, and environmental groups to develop a set of criteria by which to evaluate fishing practices. The bottom-up, voluntary, collaborative development of these independent criteria lead to a third-party eco-label that has credibility and meaning. Walmart’s work with the MSC, and with its fish suppliers to adapt their fishing practices so they could get MSC certification, means that the largest retailer in the world is now selling sustainably-harvested fish with no increase in retail prices to consumers.

Another famous example is the change in laundry detergent concentration and packaging. Have you stopped to think about why all of the liquid laundry detergent brands now market themselves as being “triple concentrated” and why you have to use so much less than you did previously? It’s because in the old formulations, the top ingredient in the detergent was water, because each firm had an incentive to enlarge their product to make it look like you were getting better value from them than from the competitors. Then Walmart approached the firms in the industry and said that if they wanted to continue to be carried at Walmart, they would have to reduce the physical footprint of their packaging; Walmart’s incentive here is not just reducing resource use and environmental cost, but also reducing their inventory costs. And because it’s just too costly to retain different production lines for the products sold to Walmart and the products sold to other outlets — voila! All laundry detergents are now sold in smaller, more concentrated formulations and packaging.

Walmart is rightly unapologetic about the economics of this strategy: they are doing it primarily to save costs and to keep their prices low, and that will keep their business thriving and keep that shareholder value high. But this strategy does another thing: it diffuses some of the negative publicity that Walmart receives about other controversial aspects of their business model.

I have been fascinated by this business model for years, and I think it has a lot of lessons for other businesses in ways to align economic and environmental interests.

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