A Response to Michaels and Knappenberger and natural disasters

When considering the aftermath of a natural disaster, like the typhoon that recently hit the Philippines, two costs must be considered: the human and the economic. The human cost is often the one of the one that receive the most attention, and deservedly so, but the economic cost (which includes environmental), is also important.

A year after Hurricane Katrina, the insurance industry estimated $60 billion in insured losses, although several times that are likely closer to the true cost. Even Hurricane Hazel, the storm that hit Toronto in the 50s, cost the country $1 billion (adjusted for inflation).

Forbes bloggers Patrick Michaels and Paul Knappenberger writes about this issue, and the lots of uproar and little fact surrounding Supertyphoon Haiyan. He argues for more emergency preparedness, since the nature of natural disasters are still unpredictable, but can be protected against.

I agree with him, but I disagree that the free-market will be able to prepare against it without government interference. Governments compile huge amounts of data, and can offer assistance and pass laws, such as in earthquake-prone areas, where buildings are specially reinforced. The fact is that the storms are likely to get worse, and we have to be better prepared.

A Response to Catherine Chang and PSLs

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You open your eyes and see not one, but FIVE pumpkin spice lattes, all from different companies. But what is the difference in consumers’ minds and how do these companies use that to their advantage?

In her article, my classmate Catherine Chang wrote about the market for pumpkin spice lattes, and seasonal drinks in general. She found that MacDonald’s was offering a comparative product at half the price as Starbuck’s, the traditional PSL maker. Tim Hortons, Krispy Kreme and Dunkin’ Donuts have also jumped on the trend. She asks whether the trend will continue, and what consumers will choose.

My response is that there are two issue as play: Economic profit, and Point of Difference. Starbucks had a stranglehold on the PSL market, but the other firms could see that it was making economic profit and joined in. The PoD is what will make the consumer decide. Starbucks prices their product higher, to seem more exclusive, while the other four look to the bottom of the market. As their margins are getting squeezed, traditional fast-food companies are moving into the “high-quality” fast-food market (ex. Chipotle) because it has greater profit. Starbucks has strong brand-loyalty, but the PSL has been around for 10 years, so maybe its time to try something new.