Naked Economics by Wheelan, Charles (spanish books to read .txt) 📕

the risky Hollywood movie business, so studios are willing to pay handsomely to put Brad Pitt in a starring role—about $30 million a film. Insurance agencies would also be willing to pay for the Pitt charisma—but more like $30,000. Brad Pitt will go where he is paid the most. And he will be paid the most in Hollywood because that is where he can add the most value.

Prices are like giant neon billboards that flash important information. At the beginning of the chapter, we asked how a restaurant on the Rue de Rivoli in Paris has just the right amount of tuna on most nights. It is all about prices. When patrons start ordering more of the sashimi appetizer, the restaurateur places a larger order with his fish wholesaler. If tuna is growing more popular at other restaurants, too, then the wholesale price will go up, meaning that fishermen somewhere in the Pacific will get paid more for their tuna catch than they used to. Some fishermen, recognizing that tuna now commands a premium over other kinds of fish, will start fishing for tuna instead of salmon. Meanwhile, some tuna fishermen will keep their boats in the water longer or switch to more expensive fishing methods that can now be justified by the higher price their catch will fetch. These guys don’t care about upscale diners in Paris. They care about the wholesale price of fish.

Money talks. Why are the pharmaceutical companies scouring the rain forests looking for plants with rare healing properties? Because the blockbuster drugs they may uncover earn staggering amounts of money. Other kinds of entrepreneurial activity take place on a smaller scale but are equally impressive in their own way. For several summers I coached a Little League baseball team near Cabrini Green, which is one of Chicago’s rougher neighborhoods. One of our team customs was to go out periodically for pizza, and one of our favorite spots was Chester’s, a small shack at the corner of Division and Sedgwick that was a testimony to the resiliency and resourcefulness of entrepreneurs. (It has since been demolished to make way for a new park as part of an aggressive development of Cabrini Green.) Chester’s made decent pizza and was always busy. Thus, it was basically an armed robbery waiting to happen. But that did not deter the management at Chester’s. They merely installed the same kind of bulletproof glass that one would find at the drive-up window of a bank. The customers placed their money on a small carousel, which was then rotated through a gap in the bulletproof glass. The pizza came out the other direction on the same carousel.

Profit opportunities attract firms like sharks to blood, even when bulletproof glass is required. We look for bold new ways to make money (creating the first reality TV show); failing that, we look to get into a business that is making huge profits for someone else (thereby creating the next twenty increasingly pathetic reality TV shows). All the while, we are using prices to gauge what consumers want. Of course, not every market is easy to enter. When LeBron James signed a three-year $60 million contract with the Cleveland Cavaliers, I thought to myself, “I need to play basketball for the Cleveland Cavaliers.” I would have gladly played for $58 million, or, if pressed, for $58,000. Several things precluded me from entering that market, however: (1) I’m five-ten; (2) I’m slow; and (3) when shooting under pressure, I have a tendency to miss the backboard. Why is LeBron James paid $20 million a year? Because nobody else can play like him. His unique talents create a barrier to entry for the rest of us. LeBron James is also the beneficiary of what University of Chicago labor economist Sherwin Rosen dubbed the “superstar” phenomenon. Small differences in talent tend to become magnified into huge differentials in pay as a market becomes very large, such as the audience for professional basketball. One need only be slightly better than the competition in order to gain a large (and profitable) share of that market.

In fact, LeBron’s salary is chump change compared to what talk-show host Rush Limbaugh is now paid. He recently signed an eight-year $400 million contract with Clear Channel Communications, the company that syndicates his radio program around the country. Is Rush that much better than other political windbags willing to offer their opinions? He doesn’t have to be. He need only be a tiny bit more interesting than the next best radio option at that time of day in order to attract a huge audience—20 million listeners daily. Nobody tunes into their second-favorite radio station, so it’s winner-take-all when it comes to listeners and the advertisers willing to pay big bucks to reach them.

Many markets have barriers that prevent new firms from entering, no matter how profitable making widgets may be. Sometimes there are physical or natural barriers. Truffles cost $500 a pound because they cannot be cultivated; they grow only in the wild and must be dug up by truffle-hunting pigs or dogs. Sometimes there are legal barriers to entry. Don’t try to sell sildenafil citrate on a street corner or you may end up in jail. This is not a drug that you snort or shoot up, nor is it illegal. It happens to be Viagra, and Pfizer holds the patent, which is a legal monopoly granted by the U.S. government. Economists may quibble over how long a patent should last or what kinds of innovations should be patentable, but most would agree that the entry barrier created by a patent is an important incentive for firms to make the kinds of investments that lead to new products. The political process creates entry barriers for dubious reasons, too. When the U.S. auto industry was facing intense competition from Japanese automakers in the 1980s, the American car companies had two basic options: (1) They could create better, cheaper, more fuel-efficient cars that consumers might want to buy;