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Please improve the article by adding references. See the talk page for details. (May 2007) | Diseconomies of scale are the forces that cause larger firms to produce goods and services at increased per-unit costs. They are less well known than what economists have long understood as "economies of scale", the forces which enable larger firms to produce goods and services at reduced per-unit costs. Perhaps the only research that focuses explicitly on the forces behind corporate diseconomies of scale is Canbäck (2002). Image File history File links Emblem-important. ...
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The long run average cost (LRAC or LAC) curve illustrates - for a given quantity of production - the average cost per unit which a firm faces in the long run (i. ...
// Definition The ideal firm size is the theoretically most competitive size for any company, in a given industry, at a given time; which should ideally correspond with the highest possible per-unit profit. ...
Marginal cost is a term in economics. ...
In economics, a business is a legally-recognized organizational entity existing within an economically free country designed to sell goods and/or services to consumers, usually in an effort to generate profit. ...
In commerce, a product is a good economics and accounting good or service which can be bought and sold. ...
This article is about a term used in economics. ...
Marginal cost is a term in economics. ...
Face-to-face trading interactions on the New York Stock Exchange trading floor. ...
The increase in output from Q to Q2 causes a decrease in the average cost of each unit from C to C1. ...
Marginal cost is a term in economics. ...
Causes Some of the forces which cause a diseconomy of scale are listed below.
Cost of communication Ideally, all employees of a firm would have one-on-one communication with each other so they know exactly what the other workers are doing. A firm with a single worker does not require any communication between employees. A firm with two workers requires one communication channel, directly between those two workers. A firm with three workers requires three communication channels (between employees A & B, B & C, and A & C). Here is a chart of one-on-one communication channels required: For the Bobby Womack album, see Communication (1972 album). ...
Workers Communication Channels ======= ====================== 1 0 2 1 3 3 4 6 5 10 The one-on-one channels of communication grow more rapidly than the number of workers, thus increasing the time, and therefore costs, of communication. At some point one-on-one communications between all workers becomes impractical; therefore only certain groups of employees will communicate with one another (salespeople with salespeople, production workers with production workers, etc.). This reduced communication slows, but doesn't stop, the increase in time and money with firm growth, but also costs additional money, due to duplication of effort, owing to this reduced level of communication. Communication is vital.
Duplication of effort A firm with only one employee can't have any duplication of effort between employees. A firm with two employees could have duplication of efforts, but this is improbable, as the two are likely to know what each other is working on at all times. When firms grow to thousands of workers, it is inevitable that someone, or even a team, will take on a project that is already being handled by another person or team. General Motors, for example, developed two in-house CAD/CAM systems: CADANCE was designed by the GM Design Staff, while Fisher Graphics was created by the former Fisher Body division. These similar systems later needed to be combined into a single Corporate Graphics System, CGS, at great expense. A smaller firm would neither have had the money to allow such expensive parallel developments, or the lack of communication and cooperation which precipitated this event. In addition to CGS, GM also used CADAM, UNIGRAPHICS, CATIA and other off-the-shelf CAD/CAM systems, thus increasing the cost of translating designs from one system to another. This endeavor eventually became so unmanageable that they acquired Electronic Data Systems (EDS) in an effort to control the situation. A smaller firm would have chosen a single off-the shelf CAD/CAM system, with no need to combine or translate between systems. General Motors Corporation (NYSE: GM), also known as GM, is an American automobile maker with worldwide operations and brands including Buick, Cadillac, Chevrolet, GMC, Holden, Hummer, Opel, Pontiac, Saturn, Saab and Vauxhall. ...
CAD/CAM is an abbrieviation of computer-aided design and computer-aided manufacturing. ...
CADAM (Computer Augmented Design and Manufacturing) is a CAD related product that was developed by Lockheed. ...
Look up CATIA in Wiktionary, the free dictionary. ...
Electronic Data Systems (EDS) (NYSE: EDS, LSE: EDC) is a global business and technology services company that defined the outsourcing business when it was established in 1962 by Ross Perot. ...
Top-heavy companies The more employees a firm has, the larger percentage of the workforce will be "management". A company with a single worker doesn't need any managers (this refers to managers of people, as opposed to managers of other resources). A firm with five employees might employ one as a manager and the other four as workers. If that manager does nothing other than manage the workers under them, then the productivity of the firm has been reduced by 20%. A firm with 21 employees might have 16 workers, 4 supervisors, and 1 manager. If neither the manager nor supervisors do anything but manage the people under them, then we now have reduced productivity by 5/21 or 23.8%. Thus, the larger the firm, the lower the percentage of "line workers". To be sure, companies with higher worker-to-manager ratios and that have "working managers" (who perform other important tasks in addition to managing the people under them) will have their productivity less negatively impacted by growth, but the effect is still there. Managers are necessary to manage a large, complex company, but should be considered a "necessary evil" as they also reduce overall productivity. Also note that higher level managers get higher level pay, often despite poor performance, and thus cost the company more than their numbers would indicate. For example, a company with 16 workers at $10/hr, 4 supervisors at $20/hr and 1 manager at $30/hr is spending $270/hr, $110/hr (41%) of which is on management.
"Office politics" "Office politics" is management behavior which a manager knows is counter to the best interest of the company, but is in her/his personal best interest. For example, a manager might intentionally promote an incompetent worker knowing that that worker will never be able to compete for the manager's job. This type of behavior only makes sense in a company with multiple levels of management. The more levels there are, the more opportunity for this behavior. At a small company, such behavior would likely cause the company to go bankrupt, and thus cost the manager his job, so he would not make such a decision. At a large company, one bad manager would not have much effect on the overall health of the company, so such "office politics" are in the interest of individual managers.
Isolation of decision makers from results of their decisions If a single person makes and sells donuts, and decides to try jalapeño flavoring, they would likely know that day whether their decision was good or not, based on the reaction of customers. A person at a huge company that makes donuts may not know for many months if such a decision worked out or not. By that time, they may very well have moved on to another division or company, and thus see no consequences from their decision. This lack of consequences can lead to poor decisions. This causes an upward facing marginal cost curve. A chocolate-glazed doughnut A doughnut, or donut, is a deep-fried piece of dough or batter. ...
Binomial name The jalapeño is a large to giant-size chili pepper that is prized for the cold, burning sensation that it produces in the left kidney when eaten. ...
Slow response time In a reverse example, the single worker donut firm will know immediately if people begin to request healthier offerings, like whole grain bagels, and be able to respond the next day. A large company would need to do research, create an assembly line, determine which distribution chains to use, plan an advertising campaign, etc., before any change could be made. By this time smaller competitors may well have grabbed that market niche.
Inertia (unwillingness to change) This will be defined as the "we've always done it that way, so there's no need to ever change" attitude (see appeal to tradition). An old, successful company is far more likely to have this attitude than a new, struggling one. While "change for change's sake" is counter-productive, refusal to consider change, even when indicated, is toxic to any company, as inevitably changes in the industry and market conditions will demand changes in the firm, in order to remain successful. Appeal to tradition, also known as appeal to common practice or argumentum ad antiquitatem or false induction is a common logical fallacy in which a thesis is deemed correct on the basis that it has a long standing tradition behind. ...
Cannibalization A small firm only competes with other firms, but larger firms frequently find their own products are competing with each other. A Buick is just as likely to steal customers from another GM make, such as an Oldsmobile, as it is to steal customers from other companies. This may help to explain why Oldsmobiles were discontinued after 2004. This self-competition wastes resources that should be used to compete with other firms. Buick is a brand of automobile built in the United States, Canada, China and in Spain by General Motors Corporation. ...
General Motors Corporation (NYSE: GM), also known as GM, is an American automobile maker with worldwide operations and brands including Buick, Cadillac, Chevrolet, GMC, Holden, Hummer, Opel, Pontiac, Saturn, Saab and Vauxhall. ...
Oldsmobile is a brand of automobile produced for most of its existence by General Motors. ...
Large market share / portfolio A company with only 1% of the market share could easily double sales in a year. A company with 90% market share can't hope to do so well. They can spread into other markets or industries, but this means they will lose many of the economies of scale specific to the old market or industry.
An investment firm with a small amount to invest can return a larger percentage because it need only identify a smaller number of good investment opportunities.[1]
Public and government opposition Such opposition is largely a function of the size of the firm. Behavior from Microsoft, which would have been ignored from a smaller firm, was seen as an anti-competitive and monopolistic threat, due to Microsoft's size, thus bringing about public opposition and government lawsuits. Microsoft Corporation, (NASDAQ: MSFT, HKSE: 4338) is a multinational computer technology corporation with global annual revenue of US$44. ...
Other effects related to size Large firms also tend to be old and in mature markets. Both of these have negative implications for future growth, as well. Old firms tend to have a large retiree base, with high associated pension and health costs, and also tend to be unionized, with associated higher labor costs and lower productivity (due to inability to fire incompetent employees). Mature markets tend to only offer the potential for small, incremental growth. Everybody might go out and buy a new invention next year, but it is unlikely they will all buy cars next year, since most people already have them. A union (labor union in American English; trade union, sometimes trades union, in British English; either labour union or trade union in Canadian English) is a legal entity consisting of employees or workers having a common interest, such as all the assembly workers for one employer, or all the workers...
Solutions Solutions to the diseconomy of scale for large firms involve changing the company into one or more small firms. This can either happen by default when the company, in bankruptcy, sells off its profitable divisions and shuts down the rest, or can happen proactively, if the management is willing. Returning to the example of the donut firm, each retail location could be allowed to operate relatively autonomously from the company headquarters, with employee decisions. If the employees own a portion of the local business, they will also have more invested in its success. Note that all these changes will likely result in a substantial reduction in corporate headquarters staff and other support staff. For this reason, many businesses delay such a reorganization until it is too late to be effective. Notice of closure stuck on the door of a computer store the day after its parent company, Granville Technology Group Ltd, declared bankruptcy (strictly, put into administration—see text) in the United Kingdom. ...
See also The increase in output from Q to Q2 causes a decrease in the average cost of each unit from C to C1. ...
// Definition The ideal firm size is the theoretically most competitive size for any company, in a given industry, at a given time; which should ideally correspond with the highest possible per-unit profit. ...
External links
References - ^ Blodget, Henry (2002-01-02). The Wall Street Self-Defense Manual. Atlas Books / Slate. Retrieved on 2002-01-03.
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