Wednesday, June 8, 2011
Tuesday, June 7, 2011
Uncertainty and default -- another "if you don't post it someone else will"
I'd been meaning to post something about the uncertainty caused by Dodd-Frank and Clinton Era taxes compared with the uncertainty cause by the debt limit showdown, but David Frum beat me to it with a very good post:
Stan Collender and James Kwak are also on the case.Personally, I’m not very convinced of the “business confidence” theory of the weak recovery.
I would myself lay much more emphasis on economic factors like: (i) the continuing destruction of American consumer wealth as housing prices deflate; (ii) the burden of rising oil prices; (iii) the collective decision of American consumers to increase their saving by 6 points of personal income – a laudable decision, but one that subtracts a lot of demand from the economy.
But if I were a believer in the business confidence theory, here’s the counter-question I’d put to Michael Barone:
Which is more likely to subtract from business confidence: a lame speech by the president – or a highly credible and sustained threat by the majority party in the House of Representatives to force a default on the debts, contracts, and other obligations of the United States?
Adverse selection, misaligned interests and Groupon
[Sorry about the all-Groupn-all-the-time blogging. We've got some more varied posts in the queue.]
As you might have guessed, we here at OE are starting to get a bad feeling about Groupon's business plan, particularly given that the company's success relies on targeting customers but the company has badly mismanaged the collection of the most rudimentary of customer data.
Another challenge the company faces is adverse selection. In order to be sustainable, Groupon has got to connect merchants with the right kind of customers. If the people who reply to offers are mainly bargain hunters, merchants will realize that these huge discounts aren't worth the money and the whole system will collapse.
You would expect Groupon to try to target 'future regulars' with pitches like "Looking for an excuse to try something new?"
Instead we get this:
This is, admittedly, a small thing, but it shows, at the very least, an inattention to detail and, at worst, a willingness to prioritize getting another email address over protecting the interests of Groupon's merchant partners.
The people behind Groupon have proven extraordinarily adept at running up big numbers and generating hype, but they have shown remarkably little interest in setting up a sustainable, profitable company. Their targeting strategies would have been considered somewhat primitive a decade ago. Their attitude toward customer data is nonchalant (see here for examples of both). They've used a carpet bombing approach to advertising (including the inevitable Super Bowl ad) which generates large email lists but seldom produces high quality ones.
All of this makes me wonder if these people are more focused on the stock price in 2012 than in the solvency of the company in 2020.
As you might have guessed, we here at OE are starting to get a bad feeling about Groupon's business plan, particularly given that the company's success relies on targeting customers but the company has badly mismanaged the collection of the most rudimentary of customer data.
Another challenge the company faces is adverse selection. In order to be sustainable, Groupon has got to connect merchants with the right kind of customers. If the people who reply to offers are mainly bargain hunters, merchants will realize that these huge discounts aren't worth the money and the whole system will collapse.
You would expect Groupon to try to target 'future regulars' with pitches like "Looking for an excuse to try something new?"
Instead we get this:
This is, admittedly, a small thing, but it shows, at the very least, an inattention to detail and, at worst, a willingness to prioritize getting another email address over protecting the interests of Groupon's merchant partners.
The people behind Groupon have proven extraordinarily adept at running up big numbers and generating hype, but they have shown remarkably little interest in setting up a sustainable, profitable company. Their targeting strategies would have been considered somewhat primitive a decade ago. Their attitude toward customer data is nonchalant (see here for examples of both). They've used a carpet bombing approach to advertising (including the inevitable Super Bowl ad) which generates large email lists but seldom produces high quality ones.
All of this makes me wonder if these people are more focused on the stock price in 2012 than in the solvency of the company in 2020.
Sawdust in the transmission
I was thinking about companies designed to look good long enough for the investors to get safely past the IPO and the sawdust analogy hit me.
Which gave me an excuse to dredge up another favorite bit of Southern pop culture...
[if you have trouble viewing this on your browser -- and thanks to Blogger you probably will -- you might want to view or download it at Internet Archive]
Trivia bonus points: Griffith has said this was his favorite episode.
p.s. This is a public domain copy that doesn't include rights to the theme. You might want to mute the first thirty seconds or so.
Which gave me an excuse to dredge up another favorite bit of Southern pop culture...
[if you have trouble viewing this on your browser -- and thanks to Blogger you probably will -- you might want to view or download it at Internet Archive]
Trivia bonus points: Griffith has said this was his favorite episode.
p.s. This is a public domain copy that doesn't include rights to the theme. You might want to mute the first thirty seconds or so.
Monday, June 6, 2011
Yeah, n = 1, but based on this sample, I can't see Groupon doing any targeting at all
After finishing the last post, I got to thinking about the emails I'd gotten from Groupon and I decided to go through them and try some back-of-the-envelope reverse engineering on their targeting methods. Obviously, I just had one account to look at but that's often enough to let me make an educated guess at things like what sort of data they might be looking at.
There was just one problem. In order to reverse engineer a model there has to be a model and I couldn't a trace of one. There was no indication that Groupon was using any information about me when they sent me an email. Here's an amusing but not unrepresentative example:
Of course, it's possible that I might give something like that as a gift (though I honestly don't think I know any women who would want a chocolate foot scrub -- the whole thing sounds disturbingly like a front for a fetish website), but when you have offers that the email recipient would never consider buying as anything but a gift, You can't really call it targeted marketing.
For further evidence that Groupon is not that sophisticated (or even that serious) about targeted marketing, check out the following:
The scary word here is "New." Did it really take over two years to add a feature that should have been fully operational the day the first website launched? Has Groupon actually neglected to gather rudimentary data on tens of millions of customers?
This might not be as bad as it looks (I don't see how it could be worse). Perhaps there's a level of sophistication that I'm missing. Unfortunately, as mentioned before, people who are betting on Groupon are assuming that the company will successfully pull off some extraordinarily difficult tricks with data. The apparent inability to manage simple tasks like gathering customer level demographics does not make these bets look all that smart.
p.s. Felix Salmon seems to mean something completely different by 'targeting' (though it's possible his definition is broad enough to include what I'm talking about here).
There was just one problem. In order to reverse engineer a model there has to be a model and I couldn't a trace of one. There was no indication that Groupon was using any information about me when they sent me an email. Here's an amusing but not unrepresentative example:
$125 for 24-Karat-Gold Specialty Facial and Chocolate Foot Scrub at Chocolat Day Spa in Arcadia ($260 Value) | |||||||||||||
|  | ||||||||||||
The Company | Locations |
Of course, it's possible that I might give something like that as a gift (though I honestly don't think I know any women who would want a chocolate foot scrub -- the whole thing sounds disturbingly like a front for a fetish website), but when you have offers that the email recipient would never consider buying as anything but a gift, You can't really call it targeted marketing.
For further evidence that Groupon is not that sophisticated (or even that serious) about targeted marketing, check out the following:
The scary word here is "New." Did it really take over two years to add a feature that should have been fully operational the day the first website launched? Has Groupon actually neglected to gather rudimentary data on tens of millions of customers?
This might not be as bad as it looks (I don't see how it could be worse). Perhaps there's a level of sophistication that I'm missing. Unfortunately, as mentioned before, people who are betting on Groupon are assuming that the company will successfully pull off some extraordinarily difficult tricks with data. The apparent inability to manage simple tasks like gathering customer level demographics does not make these bets look all that smart.
p.s. Felix Salmon seems to mean something completely different by 'targeting' (though it's possible his definition is broad enough to include what I'm talking about here).
Sunday, June 5, 2011
What's the best investment you can ever make? (another Groupon post)
Answer: a winning lottery ticket.
Just think about it for a moment. The returns are fantastic. There's almost no risk. The minimum investment is trivial. Your money is only tied up for a few days. You get your picture taken holding a big check. What's not to love?
Now, I can hear some of you negative types out there complaining about the difficulty of distinguishing between winning tickets and losing tickets (which are notoriously bad investments), but people routinely ignore these concerns when looking at the business plans behind IPOs. Why should you have a lower investing standard when dealing with your broker than you have at the 7 Eleven?
Take promises of targeted marketing. While it's true that almost all marketing is targeted to some extent and a few companies have been able to take that targeting to a relatively high level,* identifying customers who have a high likelihood (rather than a slightly higher likelihood) of buying something remains an extraordinarily challenging business problem. Most of the proposals you'll read that rely on solving that problem fall into the winning lottery ticket category.
Even with the recent explosion of consumer level data, the vast majority of plans to use targeted marketing run into one or both of the following problems: the lift provided by the selection method won't be large enough; the list produced won't be large enough.
Let's take the Groupon example. As pointed out here by Kaiser Fung, the merchants want new customers who are likely to become regulars. How would you go about targeting this segment? You might try matching the offer with the demographics of website the customers came in through, for instance, high end restaurants for people who came to Groupon through a New Yorker ad, but you'll still get lots responders who are already regular customers and more than a few bargain hunters (yes, even from the New Yorker). Or you could make offers only to people who have been identified as new to the area and are on the mailing lists of similar businesses in their old town, but I can tell you from experience, the number of names you'll get probably won't be large enough to bother with.
And Groupon has to thread an extraordinarily fine needle here. In most business situations, we might have a few customers who end up costing us a little money (for example, someone who just gets the loss leader at the drive-thru), but we're probably talking about fairly trivial amounts. In these cases, it's usually enough to build a model that distinguishes between responders and non-responder and fortunately, response is generally a quick and easy variable to measure reliably.
Groupon has to worry about non-responders (who are still associated with some costs), and about bargain hunters who use the offer then never come back (who cost Groupon's partners a substantial amount), and about regulars who use an offer for a visit they would have made anyway (who represent a double loss).
Separating all this chaff from the customers you want would be daunting even with the best of data and you will not have good data. How do I know? Because I've been there. I've dealt with third party data and I've written the hundreds of lines of SAS code needed to produce clean, usable data-sets. And I was only dealing with data from four or five sources, not trying to tease out a badly defined target variable from data collected from thousands of merchants. (remember, we're trying to identify customers who made their first visit using a Groupon offer and have since returned on their own dime.)
On top of all this, we're talking about a targeted marketing strategy that would have to work with everything from family pizza parlors to upscale wine bars, from pricey spas to summer camps, from teeth whitening to Scotchguarding (all of which have been recently offered by the company).
It's possible that Groupon will get around these problems but, until then, you might be better off with a scratcher-based portfolio.
* Of course, some people have proven pretty good at picking lottery tickets too.
Just think about it for a moment. The returns are fantastic. There's almost no risk. The minimum investment is trivial. Your money is only tied up for a few days. You get your picture taken holding a big check. What's not to love?
Now, I can hear some of you negative types out there complaining about the difficulty of distinguishing between winning tickets and losing tickets (which are notoriously bad investments), but people routinely ignore these concerns when looking at the business plans behind IPOs. Why should you have a lower investing standard when dealing with your broker than you have at the 7 Eleven?
Take promises of targeted marketing. While it's true that almost all marketing is targeted to some extent and a few companies have been able to take that targeting to a relatively high level,* identifying customers who have a high likelihood (rather than a slightly higher likelihood) of buying something remains an extraordinarily challenging business problem. Most of the proposals you'll read that rely on solving that problem fall into the winning lottery ticket category.
Even with the recent explosion of consumer level data, the vast majority of plans to use targeted marketing run into one or both of the following problems: the lift provided by the selection method won't be large enough; the list produced won't be large enough.
Let's take the Groupon example. As pointed out here by Kaiser Fung, the merchants want new customers who are likely to become regulars. How would you go about targeting this segment? You might try matching the offer with the demographics of website the customers came in through, for instance, high end restaurants for people who came to Groupon through a New Yorker ad, but you'll still get lots responders who are already regular customers and more than a few bargain hunters (yes, even from the New Yorker). Or you could make offers only to people who have been identified as new to the area and are on the mailing lists of similar businesses in their old town, but I can tell you from experience, the number of names you'll get probably won't be large enough to bother with.
And Groupon has to thread an extraordinarily fine needle here. In most business situations, we might have a few customers who end up costing us a little money (for example, someone who just gets the loss leader at the drive-thru), but we're probably talking about fairly trivial amounts. In these cases, it's usually enough to build a model that distinguishes between responders and non-responder and fortunately, response is generally a quick and easy variable to measure reliably.
Groupon has to worry about non-responders (who are still associated with some costs), and about bargain hunters who use the offer then never come back (who cost Groupon's partners a substantial amount), and about regulars who use an offer for a visit they would have made anyway (who represent a double loss).
Separating all this chaff from the customers you want would be daunting even with the best of data and you will not have good data. How do I know? Because I've been there. I've dealt with third party data and I've written the hundreds of lines of SAS code needed to produce clean, usable data-sets. And I was only dealing with data from four or five sources, not trying to tease out a badly defined target variable from data collected from thousands of merchants. (remember, we're trying to identify customers who made their first visit using a Groupon offer and have since returned on their own dime.)
On top of all this, we're talking about a targeted marketing strategy that would have to work with everything from family pizza parlors to upscale wine bars, from pricey spas to summer camps, from teeth whitening to Scotchguarding (all of which have been recently offered by the company).
It's possible that Groupon will get around these problems but, until then, you might be better off with a scratcher-based portfolio.
* Of course, some people have proven pretty good at picking lottery tickets too.
More on Groupon
As a follow-up to Mark, the comment thread to this post is worth reading. One clever reader noted, in the S-1 groupon just filed:
Now you match this up with this, admittedly anecdotal example:
Even worse, you seem to have to more effects. One is a priming effect. New customers assume your $30 entree is worth $15. That is poison. The second is that merchants have begun to do things like "Groupon lines" (rational from their point of view to focus on the full-paying customers first) that reduce the value of the service.
So the business model involves a slow reimbursement to the merchant (waiting for money is death in a small business where cash flow issues can be fatal), enormous discounts (typically 75% off, with the last 25% coming in slowly), and "bargain hunters" who are unlikely to become regular customers.
As a final point, consider:
The only way this works is if process quadruple for restaurants (because everyone uses a groupon). Maybe more than quadruple because you replace cash in hand with a 60 day payment. Why would restaurants not break this equilibrium and offer 60% off if you show up without a groupon? Immediate cash in hand, much higher profits, the customer pays less and they don't have to buy a groupon in advance.
And if you don't get this type of prisoner's dilemma, then it is hard to see where the sustainable value is going to be in this business model when your clients will eventually hate you.
Our merchant arrangements are generally structured such that we collect cash up front when our customers purchase Groupons and make payments to our merchants at a subsequent date. In North America, we typically pay our merchants in installments within sixty days after the Groupon is sold. In most of our International markets, merchants are not paid until the customer redeems the Groupon.
Now you match this up with this, admittedly anecdotal example:
A good mate who owns a restaurant and did one of these deals after said it was outright amazing - many people would come in and spend EXACTLY the amount of the coupon. They didn't want to go 50c under and heaven forbid they went 50c over and have to pay more at full price
Even worse, you seem to have to more effects. One is a priming effect. New customers assume your $30 entree is worth $15. That is poison. The second is that merchants have begun to do things like "Groupon lines" (rational from their point of view to focus on the full-paying customers first) that reduce the value of the service.
So the business model involves a slow reimbursement to the merchant (waiting for money is death in a small business where cash flow issues can be fatal), enormous discounts (typically 75% off, with the last 25% coming in slowly), and "bargain hunters" who are unlikely to become regular customers.
As a final point, consider:
Perhaps Groupon management thinks it is creating a sustainable Prisoner’s Dilemma, one that ultimately destroys value for the local merchant ecosystem but benefits Groupon. In other words, Groupon could grow so big that local merchants have to use it, even though it ultimately hurts them. In game theory terms, Groupon creates an equilibrium point at “All Local Merchants Defect,” and then, having forced merchants into this value-destroying equilibrium, takes a cut for having rigged the game. Obviously, Groupon couldn’t share this thinking publicly. They would just continue to use the attract-loyal-new-customers argument even though it no longer makes any sense for a ginormous Groupon.
This may sound cynical. But if this is Groupon’s game plan, it isn’t cynical. It’s naïve. Most local merchants simply don’t have enough value in their collective ecosystem to share anything remotely like this much value with Groupon. This isn’t a stable equilibrium, it’s a suicidal one. The local merchants will have to stop using Groupon en masse not long after they first start experimenting with it.
The only way this works is if process quadruple for restaurants (because everyone uses a groupon). Maybe more than quadruple because you replace cash in hand with a 60 day payment. Why would restaurants not break this equilibrium and offer 60% off if you show up without a groupon? Immediate cash in hand, much higher profits, the customer pays less and they don't have to buy a groupon in advance.
And if you don't get this type of prisoner's dilemma, then it is hard to see where the sustainable value is going to be in this business model when your clients will eventually hate you.
Friday, June 3, 2011
Salmon/Fung cage match -- Did Salmon use a representative example?
Felix Salmon is one of the sharpest business and finance bloggers out there but I've never quite shared his enthusiasm for the Groupon business model. Disagreeing with Salmon on business matters makes me a little nervous, so I feel a bit better to have Kaiser Fung on my side.
Fung (who shares my high opinion of Salmon's acumen) has a good take-down of Salmon's analysis. You should probably read the whole thing but there's one particular aspect that strikes me as requiring additional attention.
Here's Fung:
Looking at the offers currently on Groupon, I see three restaurants, Beto's Grill ($20 for $10), Stefano's Pizzeria ($20 for $10) and Henry's Hat ($35 for $15). Of the three, I'm only familiar with Henry's Hat (a game themed bar that, last time I was there, had Kruzno in its library), but, based on the information online, it would be fairly easy for two people to keep the tab down to close to the amount of the Groupon offer in all three.
Obviously, there are plenty of places in LA where you should plan on paying big money for your dinner, but I haven't noticed those places on Groupon. Instead I've seen a lot of moderately priced spots, and I doubt you've got a lot of couples running up a $60 dollar tab on three buck a slice pizza.
Fung (who shares my high opinion of Salmon's acumen) has a good take-down of Salmon's analysis. You should probably read the whole thing but there's one particular aspect that strikes me as requiring additional attention.
Here's Fung:
Of course, that $7.50 doesn't take into account the cost to the restaurant of preparing and serving the meal (which would further help Fung's case), but putting that aside, how likely are customers to overshoot by a factor of three?Let's start with [Salmon's] neighborhood restaurant example:
At Giorgio's, for instance, diners paid $15 for their Groupon -- which gave them $30 of food. But dinner for two at Giorgio's, with some kind of alcohol, can easily run to $100 or more. So even after knocking $22.50 off the bill (remember that Giorgio's kept $7.50 of the proceeds of Groupon), the restaurant would often still make money.
This is a bit complicated. We can trace how the cash flows. For Groupon, diners pay them $15, and they keep half of that, $7.50. For the diners, they paid Groupon $15 (now worth $30 spending), and so they pay Giorgio's $70; in other words, they paid $85 out of pocket for a meal worth $100 without Groupon. Giorgio's take in $70 from the diners plus $7.50 coming from Groupon for a meal worth $100.
...So, I don't think the Groupon model is the kind of slam dunk Felix seems to think it is. Only if certain conditions are met will the merchants gain anything from Groupon:
- the value of the coupon has to be a fraction of the total spending at the merchant; in this example, the diners spent more than 3 times the face value of the coupon. What if the diners spend exactly $30? Then Giorgio’s loses $22.50 on each regular customer and earns $7.50 on each new customer, meaning that every 3 new customers pay for each regular’s discount. Not very attractive numbers at all.
Looking at the offers currently on Groupon, I see three restaurants, Beto's Grill ($20 for $10), Stefano's Pizzeria ($20 for $10) and Henry's Hat ($35 for $15). Of the three, I'm only familiar with Henry's Hat (a game themed bar that, last time I was there, had Kruzno in its library), but, based on the information online, it would be fairly easy for two people to keep the tab down to close to the amount of the Groupon offer in all three.
Obviously, there are plenty of places in LA where you should plan on paying big money for your dinner, but I haven't noticed those places on Groupon. Instead I've seen a lot of moderately priced spots, and I doubt you've got a lot of couples running up a $60 dollar tab on three buck a slice pizza.
Apparently, journalists who work for Yahoo don't have access to the internet
Otherwise, they could easily have learned that that, rather than being in Little Rock, Russellville is about eighty miles to the west.
In Little Rock, Arkansas, for instance, the 2010-2011 yearbook at Russellville Middle School lists the "5 worst people of all time." Students listed former President George W. Bush and Bush's vice president, Dick Cheney, right after Adolph Hitler, Osama Bin Laden and Charles Manson.Superintendent Randall Williams asked the yearbook printing company to cover the list with pieces of tape, but many parents aren't mollified.
"I think it's just hard to explain, and I've talked to the sponsor and she is very very very upset about it. That she didn't pay any attention to that particular part of that particular page," he told the local Fox affiliate. "I think she maybe just scanned the whole page and went on."
Friday afternoon data dump
Here are some more posts I should probably get around to one of these days:
There is nothing so distinctly middle-brow as the fear of being middle-brow -- yet another TNR edition.
In this excellent NPR piece, advocates claim this test can identify psychopaths but the researcher who developed the test isn't comfortable with the way it has been used. Lots of interesting stat questions here.
I always feel nervous when I disagree with Felix Salmon's analysis of a business model but Kaiser Fung made me feel a little better about this one.
Also from Gelman: If I can find the time, I'd like like to delve into this story about perennial nut-case Satoshi Kanazawa; I'd also like to join in the discussion of this Tyler Cowen post.
I wonder if this TNR writer knows that this practice goes back at least to Hearst (and was the basis for the Hitler allusion in Citizen Kane).
More reasons from Ebert to hate 3D.*
When a rocket scientist I know (this is LA, they're all over the place) heard an interview with James Surowiecki about the Wisdom of Crowds, he commented "wow, they've just discovered standard error." Perhaps now people are starting to realize some of the limitations. There's just not a lot of there there.
*update: Ebert has another post up on the search for the next big thing. His thoughts on the changing economics of the industry are particularly relevant.
There is nothing so distinctly middle-brow as the fear of being middle-brow -- yet another TNR edition.
In this excellent NPR piece, advocates claim this test can identify psychopaths but the researcher who developed the test isn't comfortable with the way it has been used. Lots of interesting stat questions here.
I always feel nervous when I disagree with Felix Salmon's analysis of a business model but Kaiser Fung made me feel a little better about this one.
Also from Gelman: If I can find the time, I'd like like to delve into this story about perennial nut-case Satoshi Kanazawa; I'd also like to join in the discussion of this Tyler Cowen post.
I wonder if this TNR writer knows that this practice goes back at least to Hearst (and was the basis for the Hitler allusion in Citizen Kane).
More reasons from Ebert to hate 3D.*
When a rocket scientist I know (this is LA, they're all over the place) heard an interview with James Surowiecki about the Wisdom of Crowds, he commented "wow, they've just discovered standard error." Perhaps now people are starting to realize some of the limitations. There's just not a lot of there there.
*update: Ebert has another post up on the search for the next big thing. His thoughts on the changing economics of the industry are particularly relevant.
Time will tell. What depresses me is that mainstream Hollywood seems to be experiencing a crisis of confidence. For decades there was the faith that if you released a good movie, people might very well buy tickets to it. The traditional pattern was to open it slowly, hope for good reviews, and then "roll it out" more widely.The economics of television advertising put an end to the theory that an audience might find a movie. Now the movies must find an audience. Big new releases open everywhere at once, and everybody knows they will be available before long on DVD or On Demand . Theaters offer 3D as something you can't get at home (apart from "3D television," about which I am unpersuaded). Now we get rocking and rolling D-Box seats.
One more thought
Mark, Andrew Gelman and I have all weighed on on the article written by David Rubinstein. So I think the high points have been hit.
One thing that I think was interesting, though, was his decision to be defiant about his career. Comments like:
Seemed to me to be extremely revealing. I think that one possibility is one of culture. I grew up in a social democracy and I would feel shame if I thought I was "milking the system". My father used to explain the low Swedish unemployment rate to me as being a cultural phenomeon (in Sweden the shame of not working is high).
On the other hand, I occasionally see people bragging about how they bilked the system as if this is a point of pride and not deep humiliation. I wonder if there is a cultural divide here as I would find behavior to be shameful. Consider this statement:
Why would he not be ashmaed not to have been a good departmental citizen? I am always worried that I am not carrying enough administrative burden in my department and concerned when another faculty member is overloaded.
Or this comment:
So why are character and professional ethics not valued? Why does an confession as to a lack of professional ethics sound like an attack on the profession and not an admission of a personal failing. Mark pointed out the comments on his teaching ability and I have to admit it sounds like he wasn't the most focused professor ever.
Or perhaps I misunderstand some parts of this situation??
One thing that I think was interesting, though, was his decision to be defiant about his career. Comments like:
Why do I put “worked” in quotation marks? Because my main task as a university professor was self-cultivation: reading and writing about topics that interested me. Maybe this counts as work. But here I am today—like many of my retired colleagues—doing pretty much what I have done since the day I began graduate school, albeit with less intensity.
Seemed to me to be extremely revealing. I think that one possibility is one of culture. I grew up in a social democracy and I would feel shame if I thought I was "milking the system". My father used to explain the low Swedish unemployment rate to me as being a cultural phenomeon (in Sweden the shame of not working is high).
On the other hand, I occasionally see people bragging about how they bilked the system as if this is a point of pride and not deep humiliation. I wonder if there is a cultural divide here as I would find behavior to be shameful. Consider this statement:
Committee meetings were tedious but, except for the few good departmental citizens, most of us were able to avoid undue burdens.
Why would he not be ashmaed not to have been a good departmental citizen? I am always worried that I am not carrying enough administrative burden in my department and concerned when another faculty member is overloaded.
Or this comment:
To be sure, some of my colleagues were prodigious researchers, devoted teachers, and outstanding departmental, university, and professional citizens. But sociologists like to talk about what they call the “structural” constraints on behavior. While character and professional ethics can withstand the incentives to coast, the privileged position of a tenured professor guarantees that there will be slackers.
So why are character and professional ethics not valued? Why does an confession as to a lack of professional ethics sound like an attack on the profession and not an admission of a personal failing. Mark pointed out the comments on his teaching ability and I have to admit it sounds like he wasn't the most focused professor ever.
Or perhaps I misunderstand some parts of this situation??
Thursday, June 2, 2011
University Professor Compensation -- Andrew and Joseph hit the big points but leave out the punch line
Both Andrew Gelman and my co-blogger Joseph take down David Rubinstein and his bizarre Weekly Standard piece, "Thank you, Illinois taxpayers, for my cushy life." Both posts do a good job showing how unrepresentative Rubinstein's case is and how flawed the conclusions he draws from it are, but to get to the really amusing part of the story you have to go into the comment section of Gelman's blog (always a good idea, by the way) where you'll find a link to Rubinstein's RateMyProfessors page. Here are some representative quotes:
When Rubinstein talks about how overpaid he is, he's almost certainly right, not because the system is flawed (that point is certainly up for discussion) but because David Rubinstein appears to be an exceptionally bad teacher.
We may be seeing the beginning of a new journalistic genre: writers proudly basing arguments (implicitly or explicitly) on their own incompetence. First we got the "I'm too financially inept to support a family on $350,000 a year" stories (and the closely related "I'm too financially inept to support a family on just over a quarter of a million and too financially illiterate to grasp the concept of marginal tax rates"). Now we get Rubinstein. Can we expect some columnist to follow with a piece entitled "You shouldn't trust journalists because I'm a moron"?
(actually, I'd like to see that last one.)
You'll have to go to the second page to find a 'good' rating (the rest were 'poor'):
got a B in his class. tests are all fill in the blank/short answer but you can use the book and your lecture notes. so you really have to come to lecture and take good notes. he is really disorganized and got off topic easily. i wouldn't recommend him.
DO NOT TAKE THIS CLASS W/HIM. Terrible teacher!! He is very frustrating and unclear. Nobody understands what he is talking about. Everyday he comes in with an empty coffee cup and takes sips throughout the class even though there is nothing in his cup!!! CRAZY. DO NOT TAKE SOC 100 WITH HIM! HE IS SO UNORGANIZED!!!
This class can sometimes be interesting, but mostly he just rambles about useless stuff that barely makes sense. He doesn't even write a real syllabus he's so disorganized. If you take his class, definitely go to lecture. You'll fail completely if you don't.
i love this class. If you're right wing lol, i think you are going to like professor rubinsteinIf you read between the lines, that review doesn't really contradict the others. Numerous students complained about the professor going off topic. Since it's hard to imagine a straightforward 'intro to sociology' lecture having a deeply right wing bent, it seems more likely that the good review was also a reaction to these tangents.
When Rubinstein talks about how overpaid he is, he's almost certainly right, not because the system is flawed (that point is certainly up for discussion) but because David Rubinstein appears to be an exceptionally bad teacher.
We may be seeing the beginning of a new journalistic genre: writers proudly basing arguments (implicitly or explicitly) on their own incompetence. First we got the "I'm too financially inept to support a family on $350,000 a year" stories (and the closely related "I'm too financially inept to support a family on just over a quarter of a million and too financially illiterate to grasp the concept of marginal tax rates"). Now we get Rubinstein. Can we expect some columnist to follow with a piece entitled "You shouldn't trust journalists because I'm a moron"?
(actually, I'd like to see that last one.)
University Professor Compensation
Andrew Gelman links to college professor David Rubinstein who makes a number of inflammatory comments under a headline that includes "Thank you, Illinois taxpayers, for my cushy life":
I have a few comments to make about this particular issue. First of all, I notice that the professor in question is happy to brag about his success but is not proposing, for example, to stop accepting his pension. I am not sure why it makes sense to mock the people who support one's financial position. Is it considered good sense to mock customers in business?
Second, there are a lot of people in all fields of endeavor who do not earn their salary. What is it about academics that makes people think it might make sense to brag about being a poor performer?
Third, why is the focus on the cost to the taxpayer for academic pensions a focus? We subsidize a lot of activity -- for example, we tax hedge fund managers at captial gains tax rates. This is a very important subsidy on that activity but we do not hear comments about how hard it is for people in the working class to subsidize multi-billion dollar incomes.
I think Andrew Gelman makes the winning point here:
It is unclear to me what action makes sense here, given these issues. Clearly, attacking current new professors does not seem to address the core issues (that David Rubinstein was hired in an exceptional era). It can only hurt people who have had to struggle up under much more difficult circumstances than he has. Which seems to be identical to his critique of academics in general (that they are priviledged and don't care about people who have had to deal with more difficult life circumstances).
I do know that my own experience of university life is completely different. I am in a resaerch position and I still spend a lot more time on teaching then he does, not to mention leading student research groups. My pension is defined contribution and my pay has just been cut as part of a state-wide austerity movement (after 1 year, that time when compounding means cuts hurt the most). It's hard work but I like the job. I do know that when I worked in industry, pay was higher and life was a lot less stressful.
It is a very odd article.
After 34 years of teaching sociology at the University of Illinois at Chicago, I [Rubinstein] recently retired at age 64 at 80 percent of my pay for life. . . . But that's not all: There's a generous health insurance plan, a guaranteed 3 percent annual cost of living increase, and a few other perquisites.
In my 34 years, just one professor in the sociology department resigned to take a nonacademic job. For open positions, there were always over 100 applicants, several of them outstanding. The rarity of quits and the abundance of applications is good evidence that the life of the college professor is indeed enviable.
Protests against efforts to reform pay scales, teaching loads, and retirement benefits employ a “solidarity forever, the union makes us strong” rhetoric. What these professors and other government workers do not understand is that they are not demanding a share of the profits from the fat-cat bourgeoisie. They are squeezing taxpayers—for whom the professors purport to advocate—whose lives are in most cases far harsher than their own.
I have a few comments to make about this particular issue. First of all, I notice that the professor in question is happy to brag about his success but is not proposing, for example, to stop accepting his pension. I am not sure why it makes sense to mock the people who support one's financial position. Is it considered good sense to mock customers in business?
Second, there are a lot of people in all fields of endeavor who do not earn their salary. What is it about academics that makes people think it might make sense to brag about being a poor performer?
Third, why is the focus on the cost to the taxpayer for academic pensions a focus? We subsidize a lot of activity -- for example, we tax hedge fund managers at captial gains tax rates. This is a very important subsidy on that activity but we do not hear comments about how hard it is for people in the working class to subsidize multi-billion dollar incomes.
I think Andrew Gelman makes the winning point here:
David Rubinstein appears to be somewhat of an extreme case of the underworked and overpaid professor: he taught at a low-ranked but high-paying institution, he got his Ph.D. at a time where they were giving out tenure-track slots like candy canes at Christmas, he (by his own admission) spends a total of less than one hour per week on class preparation, grading, and advising combined, and he got a contract in an era with generous retirement benefits.
It is unclear to me what action makes sense here, given these issues. Clearly, attacking current new professors does not seem to address the core issues (that David Rubinstein was hired in an exceptional era). It can only hurt people who have had to struggle up under much more difficult circumstances than he has. Which seems to be identical to his critique of academics in general (that they are priviledged and don't care about people who have had to deal with more difficult life circumstances).
I do know that my own experience of university life is completely different. I am in a resaerch position and I still spend a lot more time on teaching then he does, not to mention leading student research groups. My pension is defined contribution and my pay has just been cut as part of a state-wide austerity movement (after 1 year, that time when compounding means cuts hurt the most). It's hard work but I like the job. I do know that when I worked in industry, pay was higher and life was a lot less stressful.
It is a very odd article.
Wednesday, June 1, 2011
Tyler Cowen argues against more regulation with an example that calls for more regulation
Tyler Cowen has a piece in the New York Times on how regulation inhibits innovation in transportation using the example of driverless cars. I'm not sure he's made his general case (that's the subject for an upcoming post), but his specific case is particularly problematic.
In case you haven't been following this story, Google has been getting a lot of press for its experiments with self-driving cars, especially after statements like this from Stanford professor Sebastian Thrun:
Some can certainly be attributed to more optimal decision-making and near instantaneous reaction time, but that's not where the real pay-off is. To get the big savings, you need communication and cooperation. Your ideal driving strategy needs to take into account the destination, capabilities and strategies of all the vehicles around you. Every car on the road has got be talking with every other car on the road, all using the same language and rules of the road, to get anything near optimal results.
Throw just one vehicle that's not communicating (either because it has a human driver or because its communication system is down or is incompatible) into the mix and suddenly every other vehicle nearby will have to allow for unexpected acceleration and lane changes. Will driverless cars be able to deal with the challenge? Sure, but they will not be able to able to do it while achieving the results Thrun describes.
A large number of driverless cars might improve speed and congestion slightly, but getting to the packed, efficient roads that Cowen mentions would mean draconian regulations requiring highly specific attributes for all vehicles driving on a major freeway. The manufacture and modification of vehicles would have to be tightly controlled. Motorcycles would almost certainly have to be banned from major roads. Severe limits would have to be put on when a car or truck could be driven manually.
This would seem to be another case of a libertarian endorsing a technology with less than libertarian implications.
In case you haven't been following this story, Google has been getting a lot of press for its experiments with self-driving cars, especially after statements like this from Stanford professor Sebastian Thrun:
"Think about the car as a medium of mass transit: So, what if our highway-train of the future meant you go on the highway, and there's a train of very close-driving cars with very low wind drag, fantastic capacity, is twice as efficient as possible as today, and so there is no congestion anymore?"Cowen is clearly thinking along the same lines:
Furthermore, computer-driven cars could allow for tighter packing of vehicles on the road, which would speed traffic times and allow a given road or city to handle more cars. Trips to transport goods might dispense with drivers altogether, and rental cars could routinely pick up customers. And if you worry about the environmental consequences of packing our roads with cars, since we can’t do without them entirely, we still can make those we use as efficient — and as green — as possible.Putting aside the question of the magnitude of these savings in time, road capacity and fuel effeiciency (which, given the level of technology we're talking about here, aren't that great), where exactly are these savings coming from?
Some can certainly be attributed to more optimal decision-making and near instantaneous reaction time, but that's not where the real pay-off is. To get the big savings, you need communication and cooperation. Your ideal driving strategy needs to take into account the destination, capabilities and strategies of all the vehicles around you. Every car on the road has got be talking with every other car on the road, all using the same language and rules of the road, to get anything near optimal results.
Throw just one vehicle that's not communicating (either because it has a human driver or because its communication system is down or is incompatible) into the mix and suddenly every other vehicle nearby will have to allow for unexpected acceleration and lane changes. Will driverless cars be able to deal with the challenge? Sure, but they will not be able to able to do it while achieving the results Thrun describes.
A large number of driverless cars might improve speed and congestion slightly, but getting to the packed, efficient roads that Cowen mentions would mean draconian regulations requiring highly specific attributes for all vehicles driving on a major freeway. The manufacture and modification of vehicles would have to be tightly controlled. Motorcycles would almost certainly have to be banned from major roads. Severe limits would have to be put on when a car or truck could be driven manually.
This would seem to be another case of a libertarian endorsing a technology with less than libertarian implications.
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