Sunday, June 28, 2009

What Sells in a Recession: Canned Goods and Condoms

Hello! This is an article from TIME magazine about what sells and what doesn't during a recession. Apparently condoms sell well because people are willing to spend more on contraception now than to have to feed an extra mouth in the future! The link in the article 'why we buy what we buy' is rather interesting as well! But of course this one wins. :D

Source: http://www.time.com/time/business/article/0,8599,1884149,00.html
~ qitian!

What Sells in a Recession: Canned Goods and Condoms

To cut costs, Linsey Knerl cooks a month's worth of food.
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To cut costs, Linsey Knerl cooks a month's worth of food.
Chris VanKat / Ervin Photography for TIME


What's the last thing people want in a recession? More kids, apparently. According to data-tracking firm the Nielsen Co., dollar sales of products in the "family planning" category, which include condoms and over-the-counter female contraceptives, were up 10.2% for the first two months of this year. Unit sales were up 1.5%, which indicates that consumers are willing to pay higher prices today to prevent crib expenses tomorrow.


But economics alone can't explain this protectionism. To cut expenses, consumers are going out less, a phenomenon retail analysts call cocooning. Among couples, cocooning can lead to canoodling, which can lead to ... recreation. "People are spending a lot less on entertainment," says Rick Shea, a branding expert and founder of Shea Marketing Consulting. "And 'that,' for the most part, is free." (See pictures of Americans in their homes.)


Nothing says more about the American mind-set than what consumers are buying, and ignoring, at drugstores, supermarkets and mass-merchandising outlets like Wal-Mart and Target. TIME asked the Nielsen Co. to identify the best- and worst-performing product categories during this recession, and the findings are quite revealing. In general, people are buying more food to prepare at home, a function of their eating out less often at restaurants, which are suffering. At the same time, they're forsaking home furnishings and more discretionary items. "The American consumer is clearly getting back to basics," says Todd Hale, Nielsen's senior vice president of consumer and shopping insights. "The philosophy out there seems to be 'If you can't eat it, you don't need it.' " (See the top 10 food trends of 2008.)


So what's outperforming on the shelves? A catch-all category called "seasonal general merchandise," which contains thawing salt, body warmers and gift packages with candy, was tops, with a 32% rise. Analysts explain this jump by pointing to the unusually cold and snowy winter, plus the folks who traded down their Valentine's Day purchases from fancy dinners and jewelry to smaller-ticket gift packages. Unit sales for canning and freezing supplies like jars, bags and containers were up 11.5% during the eight weeks ending on Feb. 21, making them the second best-performing category on Nielsen's list. This suggests that consumers are trying to increase the shelf life of their food purchases so they don't have to head back to the store. "There's a segment of the population returning to the habits that my parents and grandparents had," says Tom DeMott, 56, chief operating officer of Encore Associates, a consumer-goods advisory firm. "They're canning and freezing products just so they can save a few bucks." (See which businesses are doing well despite the recession.)


Other categories in the top 20, as measured by a change in unit sales during the first two months of 2009, include baking mixes and supplies, flour and dough products; people are making brownies instead of buying them. Fresh-meat sales rose 7.3%, vegetables and dry grains were up 5.5%, dry pasta 4.4% and cheese 3.1%. Wine and liquor were also up. People aren't heading out for alcohol, but they still want to drink at home. In these bleak days, self-medication is certainly in style.


The worst-performing categories include discretionary items. Cookie and ice cream cone sales dropped 9.7%; people can do without dessert, and further, the boom in baking supplies shows that more people are making treats at home. Bottled water was down 11%, but that makes sense. "What's the economical substitute for that?" asks DeMott. "It's called a tap." (See Real Simple's saving and budgeting tips.)


The jams, jellies and spreads category was also down, by a sharp 12.1%. That includes peanut butter; while you might expect people to eat more peanut butter and jelly sandwiches instead of steak during a typical recession, the salmonella outbreak likely dragged down the numbers. Canned seafood, down 13.3%, is a little harder to explain. In general, seafood costs more than other products, but if consumers are trading down to canned goods, one might think they'd be buying more of it in cans. (Read "Why We Buy the Products We Buy.")


The categories rounding out the bottom 20 are for the most part expendable. Film and cameras, whose unit sales dropped 31.5%, was the worst of the bunch. "A camera is not something you need right now," says DeMott. Plus, who really wants to remember these tough times? And if couples are using contraception, they won't need a camera to snap precious baby pictures.


Sports and novelty cards were down 26.5%. "You really don't need that," says DeMott. Magazines slipped 17.1% (sigh — don't we know it). Products that spruce up your home — kitchen gadgets, lawn and garden items, buckets, bins and bath accessories — were slumping. Sales of air fresheners and deodorizers also dropped. "If you're lucky enough to have a couple of extra dollars, do you really need your bathroom to smell minty fresh?" asks Shea. Both insect repellants and cough and cold remedies were struggling. We'll suffer mosquito bites and sniffles for a few extra bucks. (Read "America's Shrinking Groceries.")


What's more, experts say bug spray and other lagging products shouldn't expect a rebound anytime soon. The back-to-basics movement is here to stay. "There's an interesting psychological effect happening right now," says DeMott. "It's permeating every consumer segment. People think they have to hunker down, no matter what their socioeconomic status." So start stocking your shelves. We're now a country of cocooners.

Sales of albums affected by MJ's death

The following is a short article on how the death Michael Jackson has caused the demand for his albums to spike overnight, as well as the price elasticity of demand of the albums in the short and long run.

Eileen =)


King of Pop's death sparks buying frenzy here

By BRANDON CHEW

MICHAEL Jackson's death has revived demand for his music here. Music retailers Gramophone, HMV, That CD Shop, and Sembawang Music have all reported spikes in sales of the late King of Pop's products, following the unexpected news of his death yesterday morning.

The singer's CDs and DVDs had all but sold out after lunchtime yesterday at these stores.

Jinny Tee, assistant manager at That CD Shop's Great World City branch, said that the singer's products had been 'flying' off the shelves, selling out at most of the company's outlets.

According to sources, a bulk of the consumers were in their mid-20s or 30s. The peak of Jackson's popularity came in the mid-1980s and early 90s.

Such a buying frenzy is 'normal behaviour for fans', noted Keith Ng, senior manager at Sembawang Music. 'Consumer demand increases when an artist passes away', he added.

Mr Ng also commented that Sembawang would be placing orders for most of Jackson's discography, with new shipments to arrive late next week.

Music retailers here were quick to pick up on the consumer surge. HMV and Gramophone both had set up special display areas for Jackson's music in some of their stores.

While some companies have reacted swiftly in anticipation of a sustained increase in demand, others remained sceptical about Jackson's ability to sell records, even after his passing.

An assistant manager at Gramophone believes the demand shock caused by the pop icon's death will not be sustained beyond 'a few days', owing to a lack of popularity with younger consumers. His views contrast markedly with those of Jasmine Shi, marketing executive at HMV, who foresees the increase in sales 'continuing over the next few weeks'.

(Source: http://www.businesstimes.com.sg/sub/news/story/0,4574,339463,00.html?)

video on Public Goods, Externalities

hee...some funny video i found >.<

http://www.youtube.com/watch?v=XjohDUydrhA&feature=related

An Ning

F1 financial crisis

Hi all

This is an interesting article I read recently on F1 and how the financial crisis actually affects F1. This is a more interesting approach to economics and even though this article might not be applied to our syllabus, it would also be useful to understand the extent to which the economic crisis has affected the various sectors in the economy.
Thanks.

Ferris


Mosley warns of F1 financial crisis

LONDON: Formula One will only survive for one more year unless drastic spending cuts are implemented, FIA president Max Mosley warned on Tuesday.
Mosley, who is to stand down next year, said the sport's future was under threat because of the rising costs of running a team, and he highlighted the fate of the Super Aguri team.
The Japanese outfit dropped out of the championship after the Spanish Grand Prix due to a lack of funds - and Mosley fears at least two more teams may also have to withdraw from the championship.
"I think it would put the sport in an unsustainable position if we lost two more teams," Mosley told BBC Sport.
"At the moment we have 20 cars competing and if we lost two teams we'd have 16 and then it would cease to be a credible grid.
"Some of the manufacturers are already having difficulty if you look at their share prices."
Mosley insisted the sport could not afford to survive on billionaires' handouts and must become more cost-effective if it is to survive - regardless of the current financial climate.
"This hasn't been prompted by the credit crunch. This is something I have been campaigning for for two or three years.
"It had become apparent long before the present economic difficulties that Formula One is unsustainable.
"If we can't get this sorted out by 2010 we will be in serious difficulty. We can survive through 2009, but I'm not to sure about after."
He added: "You cannot run a business like that when the outgoings are two to three times what's coming in. It now depends on billionaires subsidizing teams."
Mosley said simple cost-cutting measures would help the sport survive, even with the enormous financial clout that Ferrari, McLaren and BMW are able to wield over their competitors.
"There are various things we can do. The most obvious one would be to reduce the cost of the car," he said.
"The engine and gearbox costs about 25 million pounds ($44 million) a year and that could be done for probably 5 percent of that cost without anyone in the grandstand noticing at all.
"We have various means of making sure the big spenders don't spend so much, but that would mean some draconian measures."

Source: http://www2.chinadaily.com.cn/sports/2008-10/09/content_7090169.htm

Linked articles:http://edition.cnn.com/2008/SPORT/10/03/economy.formula.one/index.html
Hey everyone, melissa here (: Stumbled across cartoons on President Obama's nominees and their tax problems, enjoy!



WhitehouseTurboTax.png
RepTaxNomAccept.png
DaschleChange.png
ObamaPhoneBook.png
TimmyTax.png
GeithnerSauna.png
HonestMistakes.png
GeithnerChallenge.png
ObamaFlatTax.png
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Examining the economic costs of H1N1

Hi all, this was an interesting article I chanced upon recently on H1N1 and the various economic costs involved in this pandemic. Since this is an issue that has become a topic of increasing public interest, it would also be useful to understand the extent to which it has affected various sectors in the economy, leading to a decrease in the country's GDP.

This article would be relevant in future when we cover more on macroeconomics and learn about international trade and travel. It can be applied to essay questions like : Using relevant economic policies, explain how the swine flu pandemic would affect international trade between Mexico(the epicentre) and other countries.

Happy Reading! XD


Examining the economic costs of H1N1
By Vidal Seegobin

As experts develop a greater understanding of the current influenza A (H1N1) outbreak, economists and business professionals are attempting to wrap their hands around the costs of this epidemic on the world economy.

At this current trajectory the current “swine flu” outbreak will not reach the human toll of the 1918 “Spanish flu” pandemic that killed an estimated 50-100 million people, or even the economic toll of SARS, which caused approximately 8000 confirmed cases but cost the global economy as much as US$ 60 billion. But an increasingly interconnected global market, the very mechanisms that facilitate global travel and supply chains have made the world more vulnerable to pandemics. So when a new pathogen is discovered, countries and citizens can over-react by shutting down these transit lines of commerce, even when science tells them otherwise. Such “solutions” can have staggering costs, often in disproportion to the number of people infected.
Concrete estimates on how much the 2009 outbreak will cost the global economy are difficult to pinpoint. Economic analysts can only provide best guesses on the direct and indirect costs. There are, however, current observable economic impacts directly attributable to influenza A (H1N1) outbreak that we will discuss below.

The Epicenter:
The direct economic costs to Mexico have been quite pronounced. Credit Suisse estimates that for every day of the “swine flu,” Mexico loses approximately $US 150 million. After petroleum exports and remittances from abroad, tourism accounts for approximately 8% of Mexican GDP. Mexican Finance Minister Agustin Carstens said the impact of influenza A (H1N1) had been devastating for tourism and has cost "close to 0.3%" of GDP or US$ 2.3 billion. Banamex, Mexico’s second largest bank, expects the Mexican economy to contract by about 5% for 2009, consistent with a short-lived economic crisis. Additionally, the Mexican peso has suffered significant volatility as currency speculators attempt to gauge whether the outbreak has peaked.
What the economic story cannot tell is the change in the daily life for the average citizen of Mexico City. With most forms of social interactions curtailed, many Mexicans living in a city of over 20 million are simply not consuming. Facing anemic global demand since mid 2008, countries like Mexico are forced to rely on domestic demand to weather the storm. If Mexican consumption and productivity are hampered, they can expect a difficult climb out of the global recession.

International Travel and Trade:
Already six months into a globally synchronized recession, consumer confidence has taken an additional beating amidst fears of a potential pandemic. Oil prices have dropped by 2.7% since the discovery of the new flu strain, and airline stocks have plummeted. Continental Airlines shares dropped by 16% on May 3rd, while United Airlines, Delta Airlines and American Airlines saw declines of around 14%.
Since WWII, the global economy has sustained long-term growth through international trade. In late 2008, when it was clear that Lehman Brothers’ collapse would trigger a global financial meltdown, trade economists warned against protectionism. In the grip of a potential pandemic, however, the ability to veil politically motivated trade diversion under the guise of national health security increases. Import bans may be rooted not in any scientific finding, but instead a desire to protect domestic producers already facing soft global demand and increasing competition.

Misnamed Fears
Despite assurances from health authorities that pig farming and pork products pose no particular risk in the current epidemic, the label “swine flu” allowed some governments to act on politics rather than evidence.
Pig farmers in Alberta, where 200 cases of “swine flu” in pigs have been confirmed, face bans on their exports. As of May 6th, a Canadian pork producer can expect about $1.23/ kg of pork - 7 cents below breakeven price. Reports from the US pork industry indicate that the current outbreak has exacerbated an already pessimistic economic outlook. Pork producers have lost an average of $20 per hog over the last 19 months with average hog prices dropping from $124 a head on April 24 to $118 on April 28. In total, the industry estimates that under current conditions, the industry is losing about $US 2.5 million per day. With the combination of weak demand and import bans in 20 countries, the picture begins to looks increasingly bleak at a point in the season when the pork industry expects its highest profits. Should global concern about influenza A (H1N1) endure, global pork consumers can expect to see higher pork prices as producers raise their margins to offset losses.
Influenza A (H1N1)/”swine flu” fears also take on political overtones where pork consumption has cultural implications, as in the Egyptian government’s decision to cull the nation’s pig population, primarily owned by the Coptic Christian minority.

At the Global and Community Levels
For the US economy at large, it is still hard to ascertain the cost of precaution. As many schools close temporarily, parents must find alternative care or take time off. This affects overall productivity as absenteeism in the workplace increases; not to mention losses faced by private after-school care providers. Furthermore, the extent to which Americans have changed their travel behavior is still unquantifiable. Although the US government cautions against non-essential travel to Mexico, it has not banned the movement of goods or peoples across its shared southern border.
Almost assuredly, future global pandemics of varying virulence will carry hefty price tags. The present situation, unlike SARS, takes place during a global recession. With trade protectionism always a concern, outbreaks of pathogens like influenza A (H1N1) have the potential to critically derail global trade and investment. As such, it becomes increasingly clear that world economic activities from Jakarta to Cairo are increasingly dependent on managing global risks. Moreover, political-economic analysis demonstrates the need for concerted preparation, scientific education and information dissemination to prevent trends of unnecessary and often costly knee-jerk reactions. Viewed in this light, global health security and the capacity to respond to crises in a proportional and informed manner are vital to long -term consumer confidence and support of a functioning global economy.

Source: http://www.stimson.org/globalhealth/?SN=GH200905112048

Cheryl

Thursday, June 18, 2009

14 Big Businesses That Started in a Recession

Hihi! I feel that this is a very inspirational article for our currently depressed world market. It just shows that opportunities in this world will never cease so long as we dare to dream and put our mind to it.

Source: http://www.insidecrm.com/features/businesses-started-slump-111108/

14 Big Businesses That Started in a Recession

Thought you couldn't start a company during a recession? These enterprises made it big by doing just that.

By Sarah Caron


It might seem counterintuitive to start a new business when the economy is in the dumps. But a recession can actually be the ideal time for launching a company. In fact, many well-known and successful organizations were born during an economic slump.

Why do these companies succeed? Usually it's because the founders recognized a market need and filled it. Identifying that need — whether it’s related to entertainment, travel or even streamlining how businesses operate — is the key to any thriving enterprise, regardless of the economic climate in which it begins. The following major corporations made it big during recessions by doing just that.

  1. Hyatt Corp. opened its first hotel’s doors at the Los Angeles International Airport during the Eisenhower recession (1957 to 1958). The chain rose to worldwide fame in the following decades and now operates more than 365 hotels in 25 countries with premium services such as wifi hotspots.
  2. Burger King Corp., with its flame-broiled burgers, is another recession startup. The company began in 1954 when James McLamore and David Edgerton opened a Burger King restaurant in Miami, Fla. During another recession in 1957, the company introduced its successful signature burger — the Whopper. Today, the company operates more than 11,100 locations in 65 countries.
  3. IHOP Corp. is another star from the Eisenhower recession. The first restaurant in the now national chain opened its doors July1958 in Toluca Lake, Calif. Owners Al and Jerry Lapin were at the helm of the fast growing company, which began franchising just three years later. Today, there are more than 1,300 locations across the U.S.
  4. The Jim Henson Company was created by famed puppeteer Jim Henson in 1958. Henson's business was responsible for some of the best-known puppet characters of all time including Miss Piggy, Kermit the Frog and Elmo. Today, the privately held company is managed by Henson's children and continues to thrive by creating popular kids-friendly shows and movies.
  5. LexisNexis is a research hub for the law, media and more. The company, originally a government contractor, began its LexisNexis computerized legal research service during the 1973 oil crisis that rocked the country into steep economic slump. The now Web-based service is used in 100 countries by individuals in law, government, education and business.
  6. FedEx Corp. began operations on April 17, 1973 as Federal Express, a nod to the Federal Reserve, with whom founder Frederick W. Smith had hoped to get a contract. He didn't, but the company that delivered 186 packages to 25 cities on its first night of operations now manages more than 7.5 million shipments everyday worldwide.
  7. Microsoft Corp. wasn't always the jaw-dropping enterprise it is today. In 1975, when it was created by Harvard University dropout Bill Gates, Microsoft was just a little company in Albuquerque, N.M. It dealt in rudimentary computing languages and began its climb to business stardom with the success of MS-DOS, which was sold and marketed to IBM Corp. and then-IBM clones. Today, the company is estimated to earn more than $60 billion in revenue per year and is branching into new areas including VoIP and CRM.
  8. CNN might be a news giant now, but in recession-plagued 1980, it was a little-known station called The Cable Network News. It revolutionized how people received information when it premiered as the first 24-hour all-news channel. Today, 1.5 billion people across the globe watch CNN.
  9. MTV Networks brought something new and different to the music scene when it debuted in the economic slump of 1981. Intended to be an all-music-video channel, MTV used VJs (video jockeys) to host programs and facilitate transitions between videos. Today, MTV is a global brand with dozens of shows, music-related and not.
  10. Trader Joe's started as a chain of convenience stores called Pronto Markets in the slow financial times of 1958. In 1967, the company changed its name to Trader Joe's and began to carry unique grocery items under its own brand. The company now operates more than 280 stores in the U.S.
  11. Wikipedia Foundation Inc. was born during the recent post-9/11 recession. Established in January 2001, the online encyclopedia had more than 100,000 entries by 2003. Today it is home to more than 2.5 million articles and continues to grow.
  12. Sports Illustrated magazine was launched on August 16, 1954, at the tail-end of a recession. The magazine benefitted from fortunate timing as a boom in professional sports exploded soon after its founding. Sports Illustrated now sells about 3 million copies in the U.S. each week.
  13. GE (General Electric Co.) was established in 1876 by famed American inventor Thomas Edison. In the middle of the Panic of 1873, a six-year recession, Edison created one of the best-known inventions of all time — the incandescent light bulb. In terms of market capitalization, GE is now the third largest company in the world. The enterprise has evolved from a manufacturing-strong business to an enterprise earning more than 50 percent of its revenue from its financial services division.
  14. HP (Hewlett-Packard Development Company LP) was inauspiciously born in a Palo Alto garage at the end of the Great Depression. The electronic company, initially supported by a mere $538 investment, has grown into the first technology business to exceed $100 billion in revenue, earning $104 billion in 2007. It now operates in nearly every country in the world.

Recessions, however, aren’t advantageous only to start-ups. Pre-existing companies can also make incredible gains in years where the economy is down. Some of the most recent success stories are those of Google, PayPal and Salesforce.com Inc. From 2000 to 2001 each of these companies thrived, leading PayPal to go public in 2002, followed by Google and Salesforce.com in 2004.

BY: HuiLin^^