Pursuit of Truthiness

my gut tells me I know economics

Archive for September 2018

The ACA and Entrepreneurship

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In a newly published paperDhaval Dave and I tried to assess how the Affordable Care Act affected entrepreneurship. Many people have been speculating about this, but very few have actually tried to measure it. Part of the reason for this is that the appropriate data only recently became available; most earlier work, including my dissertation, had to focus on the relatively minor parts of the ACA that started earlier, while the biggest provisions didn’t kick in until 2014.

So, did the ACA help or hinder entrepreneurship? In short, it probably helped, but with huge heterogeneity. In our paper we compare entrepreneurship rates for people in their early 60’s (who might benefit from the availability of individual insurance through the ACA) with a “control group” of people in their late 60’s (who are eligible for Medicare and presumably less affected by the ACA). We find that the ACA led to a 3-4% increase in self-employment for people in their early 60’s.

So, should we take that estimate and extrapolate it to everyone, and use that to imply that the ACA created a million businesses? I don’t think so. I expect that the biggest positive effect of the ACA was for exactly the group we studied- people in their early ’60s. Both because they are old enough to have substantial average health costs and health insurance premiums  (so they will factor health insurance into their decisions more strongly than younger people) and because of the community rating provisions of the ACA (which generally reduced individual premiums for older people while raising them for younger people). The other new papers on the ACA and entrepreneurship use identification strategies that let them study adults of most ages, and they generally find no effect or smaller positive effects.

If I do more work on the ACA specifically, it will be to probe the effects on other subgroups that I expect to have particularly positive effects (e.g. less healthy people) or negative effects (e..g young, health people). Alternatively, we can start to look to post-ACA data and assess to what extent entrepreneurship lock remains a problem even after the full ACA implementation.

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Written by James Bailey

September 25, 2018 at 2:04 pm

Cod

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The book is surprisingly great, mostly because I learned even more about history than about fish. Above all, that a lot of the original exploration of the North Atlantic was for fishing purposes; the Vikings were catching cod on their way to Greenland and North America and the Basques many have discovered America before Columbus and simply not told anyone so as not to give away their best fishing spot.

There was also some adventuring the other way by cod fishermen; in 1876 one sailed  across the Atlantic solo on a dare, from Gloucester to Wales. Later, another crossed the Altantic not only solo but single-handed, having previously lost his hand while cod fishing.

“The year after the Plymouth landing, 1621, while the Pilgrims were nearly starving, ten British ships were profitably fishing cod in New England waters”

Though the Pilgrims themselves were slow to recognize the value of marine resources- “In 1622, Bradford reported with shame that conditions were so bad for the settlers that the only ‘dish they could presente their friends with was a lobster'”

Once they finally did, “In Cod [New England] had a product that Europeans wanted…. this is what built Boston…. by the eighteenth century, Cod had lifted New England from a distant colony of starving settlers to an international commercial power.

“The entire Newfoundland economy was based on Europeans arriving, catching fish for a few months, and taking those fish back to Europe….. typical of the difference between New England and Newfoundland, Newfoundland imported Jamaican rum for local bottling, and still does, wheras New England imported molasses and built its own rum industry.”

 

Written by James Bailey

September 25, 2018 at 12:43 pm

Shoe Dog: Founding Nike

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Many people recommended Phil Knight’s memoir about starting Nike; I found it entertaining and surprising. At first it seemed more like a cross between The Graduate and Zen and the Art of Motorcycle Maintenance than a business book.

It turns out that Knight didn’t set out to make Nikes, but rather to import existing shoe brands from Japan back in the 1960’s when Japan was a low-wage country. He had that idea in an entrepreneurship class at Stanford; his class project on it got an A, unlike every other business I’ve heard of that started in a classroom.

Knight says that he wasn’t a natural entrepreneur or CEO, and was terrible at sales and negotiating. So many of the key moves on the way to Nike becoming a multi-billion dollar company seem like blind luck. They only started making their own shoes 7 years into the business, then called Blue Ribbon Sports, after their Japanese supplier threatened to cut them off. A lot of key steps were taken by the first full-time employee, Johnson, without Knight’s knowledge or only after Johnson spent weeks persuading Knight- running their first ad, opening their first retail store, the very name Nike (Knight wanted to call the new shoes “Dimension 6”).

While I always saw Nike as driven by marketing and branding, the early executive team was made up almost entirely of accountants and lawyers; Knight actually worked elsewhere full time as an accountant and accounting professor through the early years of the company. Nike also seems to have driven a lot of true innovation in the shoes, much of it coming from co-founder Bill Bowerman (Knight’s college track coach).

I read this immediately after The Hard Thing About Hard Things, Ben Horowitz’ book about founding a tech company that sold for a billion dollars, and saw a lot of commonalities. Both founders thought they weren’t natural CEO’s, made lots of mistakes, and spent much of their time under extreme stress, convinced the business was within weeks of failure. To some people this might seem like encouragement to start a business (if they succeeded without knowing what they were doing, maybe you could too) but to me it was another indication that I’d never want to run a large business even if I were good at it (which I wouldn’t be). I always thought that the initial startup would be the most precarious time, but once you had millions in revenue and dozens of employees you’d feel more secure, like the business had made it and would be sticking around. In fact the existential crises seem to keep coming- key partners pulling away, new competitors emerging, a lawsuit, a threatening letter from the government, financiers cutting you off or making demands.

Another commonality was the importance of personal relationships within the company and with key customers and suppliers. Knight makes it sound like his executive team were his closest friends, drinking together every night. Any time one big company is doing a deal with another big company, there is usually one person on each side who is the key decision-maker, so it makes sense that they spend time together face-to-face. In Nike’s case, this meant lots of travel between Japan and the US. In Horowitz’ case, this meant spending $6 million while in a cash crunch to buy another company so that they could give away its software free to make that one guy (who from the outside was only a mid-level executive and not the obvious person to deal with) happy.

Both thought vulgarity and management not taking themselves seriously were important. “How many multimillion dollar companies can you yell out “Hey, Buttface” and the entire management team turns around?”

For Knight, a key to success was finding a cause he believed in, so that work didn’t feel like work:

Driving back to Portland I’d puzzle over my sudden success at selling. I’d been unable to sell encyclopedias, and I’d despised it to boot. I’d been slightly better at selling mutual funds, but I’d felt dead inside. So why was selling shoes so different? Because, I realized, it wasn’t selling. I believed in running. I believed that if people got out and ran a few miles every day, the world would be a better place, and I believed these shoes were better to run in. People, sensing my belief, wanted some of that belief for themselves.

Written by James Bailey

September 11, 2018 at 2:40 pm