DP Economics HL 2.4 Critique of the Maximizing Behaviour of Consumers and Producers

DP Economics HL 2.4 Critique of the Maximizing Behaviour of Consumers and Producers - Full notes

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DP Economics HL | 2.4 Critique of the Maximizing Behaviour of Consumers and Producers

DP ECONOMICS · UNIT 2: MICROECONOMICS

2.4

Critique of the Maximizing Behaviour of Consumers and Producers

Full notes for HL · IB-style

Contents

1	The rational consumer and the rational producer
2	Bounded rationality, bounded self-control and bounded selfishness
3	Biases and heuristics in decision-making
4	Choice architecture and nudges
5	Business objectives: why firms may not maximize profit
6	Profit and revenue maximization in detail (HL only)
7	Rational consumer choice: assumptions
8	Bounded rationality
9	Bounded self-control
10	Bounded selfishness
11	Imperfect information
12	Biases and heuristics
13	Choice architecture and nudges
14	Types of choice architecture
15	Evaluating nudges
16	Business objectives beyond profit
17	Corporate social responsibility
18	Mixed review: worked problems
19	Additional exam-style practice
20	Behavioural economics in finance
21	Common misconceptions and links
22	Exam-style question with markscheme
23	Check your understanding
24	Summary and topic map

These are full teaching notes. Read each section in order, try the Think about it question before you read on, and do every Quick check before moving to the next section.

Before you start

Rate yourself on each statement now, and again after you've worked through the notes. Shade R (not yet), A (getting there) or G (confident).

I can…	R	A	G
explain the assumptions of rational consumer choice
explain bounded rationality, bounded self-control and bounded selfishness with examples
explain biases such as anchoring, framing, availability and status quo bias
explain default choice, restricted choice, mandated choice and nudges
evaluate the use of nudges as government policy
explain alternative business objectives: CSR, market share, satisficing, growth
explain profit maximization (MC = MR) and revenue maximization (MR = 0)
calculate revenue-maximizing output from a total revenue function

Section 6 is Additional Higher Level content. Every other section is common to SL and HL.

Guiding questions

Do people really make decisions the way economic models assume? How can governments and firms influence choices without forcing anyone? Do firms always try to make as much profit as possible?

How this topic is examined

2.4 asks you to question the assumptions behind the demand curve and the theory of the firm. It is a favourite source of Paper 1 evaluation questions on nudges and behavioural policy, and of Paper 2 questions where a text describes a behavioural bias or a firm's non-profit goals.

Strong answers use the correct behavioural vocabulary, link each bias to a specific real example, and evaluate nudges against other policies such as taxes and regulation.

Command term	What the examiner wants
Define	the precise meaning, ideally in the IB wording, in one or two sentences
Draw / Sketch	a fully labelled diagram with every axis, curve, equilibrium and change labelled
Explain	a causal chain linked to economic theory, usually supported by a diagram
Analyse	break a situation into its parts and trace the effects of each
Evaluate / Discuss	weigh up arguments, question assumptions and reach a justified conclusion using real-world examples
Calculate	show the derivative or the table step by step and state the output and revenue

How to use these notes

Each section teaches one part of the syllabus in full. You'll see these boxes throughout; each has one job:

Box	What it's for
Think about it	a question to get you thinking before a section; the answer comes in the section
Key point	the one idea you must not forget
Common mistake	an error examiners see every year, and how to avoid it
In the real world	where the economics shows up outside the classroom
Try this	something quick you can do yourself to test the idea
Worked example	full solutions with IB-style marks (M1 method, A1 answer, R1 reasoning)
Quick check	short questions to test yourself at the end of each section

1 The rational consumer and the rational producer

Standard economics assumes people are calculating machines. It is a useful starting point.

Think about it

When you last bought a phone, did you compare every model, price and contract on the market? If not, how did you decide?

The demand curve in 2.1 rests on a model of the rational consumer. This model, developed by neoclassical economists, assumes that consumers have consistent preferences (if you prefer A to B and B to C, you prefer A to C), that they have perfect information about prices and products, and that they aim to maximize utility: to get the greatest possible satisfaction from their limited income.

The model also assumes that consumers are self-interested and that they weigh up the marginal costs and benefits of each choice: they keep buying a good as long as the extra satisfaction is worth the price. Diminishing marginal utility, which you met in 2.1, follows from this approach.

On the producer side, the standard model assumes that firms are rational profit maximizers: they choose the output and price that give them the largest possible profit.

These assumptions are not meant to be literally true. They are simplifications that make it possible to predict behaviour. Behavioural economics asks what happens when they fail, and it turns out that they fail in predictable ways.

Assumption	What it means	Why it may fail
Consistent preferences	choices do not depend on how options are presented	framing changes choices
Perfect information	consumers know all prices and qualities	information is costly and complex
Utility maximization	always the best possible choice	people use rules of thumb and give up searching
Self-interest	only own satisfaction matters	people give to charity and value fairness

Quick check

1. List three assumptions of the rational consumer.

2. What does a rational firm aim to do?

3. Why do economists use assumptions they know are not fully realistic?

Answers: 1. consistent preferences, perfect information, utility maximization 2. maximize profit 3. they make prediction possible

2 Bounded rationality, bounded self-control and bounded selfishness

Real people are rational within limits.

Think about it

You planned to save $50 a month this year. How many months did you actually manage it? What got in the way?

2.1 Bounded rationality

The economist Herbert Simon pointed out that people have limited time, limited information and limited mental capacity. Bounded rationality means that consumers try to make good decisions but are constrained by these limits. Instead of finding the best possible option, they often look for one that is good enough, a behaviour Simon called satisficing.

Choosing an electricity tariff, a pension plan or a mobile phone contract involves dozens of options with complex terms. Most people do not compare them all; they pick a familiar brand, the option a friend recommended, or whatever the default is. This is not stupidity: given the cost of searching, using a shortcut can be sensible. But it means choices may not maximize utility.

2.2 Bounded self-control

Bounded self-control means that people often fail to act on their own long-term intentions. We plan to save, exercise and eat healthily, but when the moment comes we choose immediate rewards: spending now, staying on the sofa, eating dessert. Economists call the tendency to overvalue the present relative to the future present bias.

Bounded self-control explains why many people save too little for retirement, why gym memberships go unused, and why people struggle to give up smoking. It also explains why commitment devices, such as automatic savings transfers, can be so effective.

2.3 Bounded selfishness

The rational model assumes people care only about themselves. In reality people donate to charity, volunteer, tip in restaurants they will never revisit, and care about fairness. Bounded selfishness means that people's concern for others limits pure self-interest.

The ultimatum game shows this clearly. One player is given $100 and must offer some of it to a second player; if the second player rejects the offer, both get nothing. A purely rational second player should accept any offer above zero. In experiments, offers below about $20 to $30 are usually rejected: people would rather get nothing than accept what they see as unfair.

Concept	What it means	Example
Bounded rationality	limited information and processing ability; people satisfice	choosing the first acceptable phone contract
Bounded self-control	failing to act on long-term plans; present bias	under-saving for retirement
Bounded selfishness	concern for others and for fairness	rejecting unfair offers in the ultimatum game

Key point

Behavioural economics does not say people are irrational. It says they depart from the rational model in systematic, predictable ways, which is why their behaviour can be studied and influenced.

Quick check

1. Who developed the idea of bounded rationality?

2. What is present bias?

3. What does the ultimatum game show?

Answers: 1. Herbert Simon 2. overvaluing immediate rewards relative to future ones 3. people reject unfair offers: bounded selfishness

3 Biases and heuristics in decision-making

Rules of thumb save time, but they create predictable errors.

Think about it

A jacket is labelled 'Was $200, now $120'. Another shop sells the same jacket for $120 with no label. Which feels like a better deal? Why?

A heuristic is a rule of thumb: a mental shortcut that lets people make decisions quickly without full analysis. Heuristics are often useful, but they can lead to systematic errors called biases. The table summarizes the biases you need to know; each is explained below.

Bias / heuristic	What happens	Example
Anchoring	the first number seen strongly influences judgement	'was $200, now $120'
Framing	the way information is presented changes the choice	'90% fat-free' vs '10% fat'
Availability	events that are easy to recall seem more likely	fear of flying after a plane crash in the news
Status quo bias	people stick with the current or default option	staying with the same bank for decades
Loss aversion	losses feel worse than equal gains feel good	refusing to sell shares that have fallen in value
Herd behaviour	following what others do	joining a queue because others are queuing

Anchoring. When people estimate a value, they start from a reference point, the anchor, and adjust insufficiently. Retailers anchor shoppers with a high 'original' price, so the sale price feels cheap. Restaurants place one very expensive dish on the menu so other dishes seem reasonable.

Framing. The same information can lead to different choices depending on how it is presented. Patients are more likely to accept a treatment described as having a '90% survival rate' than one with a '10% mortality rate', although they mean the same thing. Prices ending in .99 are framed to seem lower.

Availability. People judge how likely something is by how easily examples come to mind. Dramatic events covered heavily in the news, such as plane crashes, seem more common than they are, so people overestimate their risk and underestimate common risks such as car accidents.

Status quo bias and loss aversion. People tend to stay with what they have. Switching requires effort, and giving up the current option feels like a loss. Because losses weigh more heavily than equivalent gains, people hold on to bad investments and rarely switch suppliers even when better deals exist.

In the real world

Supermarkets place sweets at checkouts, use 'buy one get one free' offers and put expensive items at eye level. Each exploits a bias: impulse buying (bounded self-control), framing and the availability of what is easiest to see.

Common mistake

Describing a bias without an example, or with a vague one ('people sometimes make mistakes'). Each bias needs a specific, named situation to earn the application mark.

Quick check

1. Define a heuristic.

2. Explain anchoring with a retail example.

3. Why might people overestimate the risk of a shark attack?

4. What is loss aversion?

Answers: 1. a mental shortcut or rule of thumb 2. a high 'original' price makes the sale price seem cheap 3. availability: vivid news coverage 4. losses feel worse than equal gains feel good

4 Choice architecture and nudges

Change how a choice is presented and you can change what people choose, without banning anything.

Think about it

In some countries over 90% of people are registered organ donors; in neighbouring countries with similar values, under 20% are. What single difference in the sign-up form could explain this?

4.1 Choice architecture

Choice architecture is the way choices are designed and presented to people. There is no neutral way to present a choice: something has to be first on the menu, something has to be the default. Since presentation affects decisions, governments and firms can design it deliberately.

Type of choice architecture	How it works	Example
Default choice	an option is selected automatically unless the person opts out	automatic enrolment in pension schemes
Restricted choice	the number of options is limited to make decisions easier	a limited set of clearly comparable energy tariffs
Mandated choice	people must make an active choice; there is no default	having to state your organ donation preference when renewing a licence

Default choice is the most powerful. In countries where organ donation is the default (people are donors unless they opt out), registration rates are typically far higher than in countries where people must opt in. The choice available is identical; only the default differs. Status quo bias and inertia do the rest.

Restricted choice works because too many options overwhelm people (bounded rationality). Studies have found that shoppers offered 6 varieties of jam were more likely to buy than those offered 24.

Mandated choice avoids imposing a default but forces people to think about the decision, which can overcome procrastination.

4.2 Nudge theory

A nudge, a term popularized by Richard Thaler and Cass Sunstein, is any aspect of choice architecture that changes people's behaviour in a predictable way without forbidding any options or significantly changing economic incentives. A nudge must be easy and cheap to avoid. Putting fruit at eye level in a school canteen is a nudge; banning junk food is not, and nor is taxing it.

Governments in many countries now have 'nudge units'. Examples include sending tax reminder letters that say 'most people in your area have already paid' (using herd behaviour), which significantly increased on-time tax payment in the UK, and painting lines on stairs or placing footprints to encourage people to use them instead of lifts.

4.3 Evaluating nudges

Arguments for nudges	Arguments against nudges
cheap to implement compared with taxes or subsidies	effects can be small or fade over time
preserve freedom of choice	may be seen as manipulation; who decides what is 'better'?
work with how people actually behave	firms can use the same techniques for their own profit
can be tested quickly with trials	may not change deep habits such as addiction; stronger policies may be needed

Key point

A nudge changes how a choice is presented without restricting options or changing incentives significantly. If it involves a tax, a ban or a subsidy, it is not a nudge.

Common mistake

Calling a sugar tax a nudge. Taxes change economic incentives; nudges change choice architecture. Mixing them up costs the application marks.

Quick check

1. Define choice architecture.

2. Why is the default option so powerful?

3. Give an example of a nudge used by a government.

4. State one limitation of nudges.

Answers: 1. the way choices are designed and presented 2. status quo bias and inertia: people stick with it 3. e.g. 'most people have paid' tax letters; pension auto-enrolment 4. effects may be small or temporary

5 Business objectives: why firms may not maximize profit

Standard theory assumes profit maximization. Real firms often have other goals.

Think about it

Why would a firm voluntarily pay its suppliers more than the market price, as some 'fair trade' brands do?

The standard model assumes that every firm aims to maximize profit. In practice, firms may pursue other objectives, sometimes alongside profit.

Corporate social responsibility (CSR). Firms may act in ways that benefit society or the environment beyond what the law requires: cutting emissions, paying fair wages, using ethical suppliers, supporting communities. CSR may reflect genuine values, but it can also raise long-run profit by improving reputation, attracting customers and employees, and reducing the risk of regulation.

Market share. Firms may aim to capture as large a share of the market as possible, even at the cost of short-term profit. A large market share can bring economies of scale, bargaining power with suppliers and protection against rivals. Technology firms often cut prices or offer free services to build market share first and profit later.

Growth. Managers' pay, status and job security often depend on the size of the firm rather than its profit, so they may pursue growth through expansion or mergers.

Satisficing. Firms with many stakeholders (owners, managers, workers, customers) may aim for a satisfactory level of profit that keeps everyone reasonably content rather than the maximum possible.

A key reason firms may not maximize profit is the separation of ownership and control. In large companies, shareholders own the firm but managers run it. Managers may pursue their own goals unless owners can monitor them closely; this is called the principal–agent problem.

Objective	Why a firm might choose it	Example
Profit maximization	rewards owners; the standard assumption	most small firms
Corporate social responsibility	reputation, values, long-run profit	firms committing to net zero emissions
Market share	economies of scale, power over rivals	ride-hailing apps offering cheap rides to win customers
Growth	managers' pay and status	large mergers
Satisficing	balancing stakeholders' interests	family firms protecting jobs

Quick check

1. What is corporate social responsibility?

2. Why might managers pursue growth rather than profit?

3. What is the principal–agent problem?

Answers: 1. acting to benefit society or the environment beyond legal requirements 2. their pay and status depend on firm size 3. managers (agents) may not act in owners' (principals') interests

6 Profit and revenue maximization in detail (HL only)

Profit is maximized where MC = MR; revenue is maximized where MR = 0.

HL only

This section is Additional Higher Level content. SL students do not need it.

Total revenue (TR) is price × quantity. Marginal revenue (MR) is the extra revenue from selling one more unit. Marginal cost (MC) is the extra cost of producing one more unit.

A firm maximizes profit by producing up to the point where MC = MR. If MR is greater than MC, the extra unit adds more to revenue than to cost, so profit rises by producing it. If MC exceeds MR, the extra unit reduces profit. Profit is therefore largest where the two are equal.

A firm that aims to maximize revenue (for example, to win market share) produces where MR = 0: as long as an extra unit adds anything to revenue, it sells it. Because it ignores costs, a revenue-maximizing firm usually produces more and charges a lower price than a profit maximizer.

Figure 1. Total revenue TR = 20Q − Q² is maximized at Q = 10, where marginal revenue is zero.

WORKED EXAMPLE 1 Revenue maximization

A firm's total revenue is TR = 20Q − Q². (a) Find the output that maximizes revenue and the maximum revenue. (b) Its marginal cost is constant at $4. Find the profit-maximizing output.

Solution

(a) MR = dTR/dQ = 20 − 2QM1

MR = 0 when Q = 10; TR = 200 − 100 = $100A1 A1

(b) Profit maximization: MR = MC, so 20 − 2Q = 4M1

Q = 8: lower output than the revenue maximizer, because the firm stops when extra revenue no longer covers extra costA1 R1

Common mistake

Thinking a revenue maximizer produces where TR = TC or where MC = MR. Revenue is maximized where MR = 0, regardless of cost.

Quick check

1. State the profit-maximizing condition.

2. State the revenue-maximizing condition.

3. TR = 30Q − Q². Find revenue-maximizing output.

Answers: 1. MC = MR 2. MR = 0 3. MR = 30 − 2Q = 0, Q = 15

7 Rational consumer choice: assumptions

The standard model.

The rational choice model assumes consumers have consistent preferences, perfect information, and aim to maximize utility. Firms are assumed to maximize profit. These assumptions allow clear predictions but are often unrealistic.

WORKED EXAMPLE 2 Assumptions (standard)

State three assumptions of rational consumer choice.

Solution

Consistent preferences; perfect informationA1

Utility maximizationA1

8 Bounded rationality

Limited ability to decide.

People have limited time, information and processing power, so they use rules of thumb (heuristics) and accept 'good enough' choices (satisficing) instead of the best possible choice.

WORKED EXAMPLE 3 Satisficing (standard)

Give an example of satisficing.

Solution

Choosing the first acceptable phone plan rather than comparing all plansA1

9 Bounded self-control

Present bias.

People often value the present more than the future, leading to procrastination, under-saving and overconsumption of harmful goods (smoking, sugary food), even when they know it is against their long-term interest.

WORKED EXAMPLE 4 Saving (exam level)

Explain how bounded self-control leads to under-saving for retirement.

Solution

Immediate consumption is valued more than future benefitsR1

People plan to save but delay (present bias)R1

10 Bounded selfishness

Caring about others.

People are not purely self-interested: they donate to charity, volunteer, reject unfair offers (ultimatum game) and care about fairness. This contradicts the narrow assumption of selfish utility maximization.

In the real world

In ultimatum game experiments across many countries, responders typically reject offers below about 20–30% of the total, preferring nothing to an unfair split.

Quick check

1. Why might a responder reject a positive but small offer in the ultimatum game?

Answers: 1. to punish unfairness

11 Imperfect information

Not knowing enough.

Consumers rarely know all prices, qualities and risks. This leads to poor choices and allows firms to exploit information gaps (see asymmetric information, 2.10).

Quick check

1. Give an example of a market with poor consumer information.

Answers: 1. second-hand cars; health insurance; financial products

12 Biases and heuristics

Systematic errors.

Bias	Meaning	Example
anchoring	over-reliance on the first number seen	high 'original price' makes sale price seem cheap
availability	judging likelihood by ease of recall	overestimating plane crash risk after news
framing	decisions depend on presentation	'90% fat-free' versus '10% fat'
loss aversion	losses feel worse than equal gains	reluctance to sell shares at a loss
herd behaviour	following others	bubbles in housing or crypto

13 Choice architecture and nudges

Designing better decisions.

Choice architecture is the way choices are presented. Nudges change behaviour predictably without banning options or changing incentives significantly: default options (organ donation opt-out), placing healthy food at eye level, simplifying forms, and social norms messages.

WORKED EXAMPLE 5 Organ donation (exam level)

Explain why opt-out systems increase organ donor rates.

Solution

People tend to stick with the default (status quo bias)R1

Fewer people actively opt out than would actively opt inR1

14 Types of choice architecture

Default, restricted and mandated.

Default choice: an option applies unless people opt out. Restricted choice: limiting the number of options. Mandated choice: people must make an active decision (for example, when renewing a driving licence).

Quick check

1. Classify: organ donation question required on a driving licence form.

Answers: 1. mandated choice

15 Evaluating nudges

Strengths and limitations.

Nudges are cheap, preserve freedom of choice and can be effective. However, effects may be small or short-lived, they can be seen as manipulative, and they may not work across cultures.

WORKED EXAMPLE 6 Evaluation (exam level)

Evaluate the use of nudges to reduce obesity.

Solution

Low cost; maintains choice; can change habits (placement of healthy food)R1

May be weaker than taxes or regulation; ethical concerns about manipulationR1

16 Business objectives beyond profit

Firms are not always profit maximizers.

Firms may pursue revenue maximization, growth, market share, satisficing (enough profit to keep shareholders happy), or corporate social responsibility (CSR). Managers' goals may differ from owners' (principal–agent problem).

WORKED EXAMPLE 7 Market share (standard)

Why might a new firm set low prices rather than maximize profit?

Solution

To build market share and customer loyaltyR1

17 Corporate social responsibility

Doing good and doing well.

CSR involves firms acting ethically: reducing emissions, fair labour practices, community projects. It can improve reputation and attract customers and staff, but may also be 'greenwashing' if claims are exaggerated.

Quick check

1. What is greenwashing?

Answers: 1. exaggerating or misrepresenting environmental credentials

18 Mixed review: worked problems

Bringing the ideas together.

WORKED EXAMPLE 8 Mixed problem (exam level)

Explain how framing and anchoring might affect a shopper in a sale.

Solution

Anchoring: the original price makes the sale price seem good valueR1

Framing: 'save 30%' encourages purchase more than stating the priceR1

19 Additional exam-style practice

Paper 1 style.

WORKED EXAMPLE 9 Paper 1 part (b) (exam level)

Using real-world examples, evaluate the effectiveness of nudges as a government policy. [15]

Solution

Explain nudge theory and choice architecture with examplesR1 R1

Strengths: low cost, freedom of choice, evidence of successR1

Limitations: small effects, ethics, need for other policies; judgementR1 R1

20 Behavioural economics in finance

Bubbles and panics.

Herd behaviour, overconfidence and loss aversion contribute to asset bubbles and crashes (the 2008 financial crisis, dot-com bubble). Behavioural insights inform financial regulation and investor education.

Quick check

1. How can herd behaviour cause an asset bubble?

Answers: 1. people buy because others are buying, pushing prices above fundamental value

21 Common misconceptions and links

Students often think…	Actually…
behavioural economics shows people are irrational	it shows predictable, systematic departures from the rational model
a sugar tax is a nudge	taxes change incentives; nudges change choice architecture
defaults remove choice	people can still opt out; the choice is preserved
CSR always reduces profit	it can raise long-run profit through reputation and loyalty
revenue maximizers produce where MC = MR	they produce where MR = 0

How 2.4 connects to the rest of the course

Topic	Connection
2.1 Demand	the rational consumer behind the demand curve
2.8 Market failure	nudges as responses to demerit goods and negative externalities
2.10 Asymmetric information (HL)	information problems in decision-making
3.4 Inequality and poverty	behavioural insights in pension and benefit design
2.11 Market power (HL)	profit maximization in different market structures

22 Exam-style question with markscheme

Try this under exam conditions (about 15 minutes) before reading the markscheme.

Figure 2. Pension enrolment under two default rules.

Text A. When a large employer switched its pension scheme from opt-in to automatic enrolment with the option to leave, participation rose from 34% to 87%. The contribution rate and investment options were unchanged.

(a) Define the term nudge. [2]

(b) Calculate the percentage point difference in enrolment between the two schemes. [1]

(d) Discuss one advantage and one disadvantage of using default options in public policy. [4]

(e) A pension provider's total revenue from fees is TR = 40Q − 2Q² (Q in thousands of members). Calculate the revenue-maximizing number of members. [2]

Markscheme

Part	Answer	Marks
(a)	a change in choice architecture that alters behaviour predictably	A1
	without restricting options or significantly changing incentives	A1
(b)	87 − 34 = 53 percentage points	A1
(c)	status quo bias: people stay with the default	R1
	bounded self-control: people intend to save but procrastinate	R1
	inertia / effort of opting out	R1
	the choice is the same; only the default differs	R1
(d)	advantage: cheap and preserves freedom of choice	R1 A1
	disadvantage: paternalism / may not suit everyone's circumstances	R1 A1
(e)	MR = 40 − 4Q = 0	M1
	Q = 10 (10 000 members)	A1

Examiner's comments. In (c), weaker answers said workers 'realised saving was good'. The text makes clear nothing changed except the default: the explanation must use behavioural concepts. In (d), the best answers weighed the cost of the policy against its paternalism.

23 Check your understanding

Section A: multiple choice

1. Bounded rationality means

A. decisions are made with limited information and processing ability B. people are irrational C. people always maximize utility D. markets always fail

2. Present bias is an example of

A. bounded selfishness B. anchoring C. bounded self-control D. framing

3. A 'was $100, now $60' label uses

A. availability B. anchoring C. herd behaviour D. status quo bias

4. Which is a nudge?

A. a sugar tax B. a ban on smoking C. a minimum price for alcohol D. placing fruit at eye level in a canteen

5. Automatic pension enrolment is an example of

A. mandated choice B. default choice C. restricted choice D. a subsidy

6. The ultimatum game shows

A. bounded selfishness B. bounded rationality C. present bias D. anchoring

7. Satisficing means aiming for

A. maximum satisfaction B. minimum costs C. maximum revenue D. satisfactory rather than maximum outcomes

8. The principal–agent problem arises when

A. consumers lack information B. prices are regulated C. managers do not act in owners' interests D. firms collude

9. Revenue is maximized where

A. MC = MR B. AC is lowest C. price equals MC D. marginal revenue is zero

10. If TR = 20Q − Q² and MC = 4, profit-maximizing output is

A. 4 B. 8 C. 10 D. 20

Section B: structured

11. Explain bounded rationality and bounded self-control, with examples. [4]

12. Explain how framing can affect consumer choices. [3]

13. Evaluate the use of nudges to reduce obesity. [6]

14. Explain two reasons why a firm may not aim to maximize profit. [4]

15. TR = 50Q − Q² and MC = $10. Calculate the revenue-maximizing and profit-maximizing outputs. [4]

Answers

1. A 2. C 3. B 4. D 5. B 6. A 7. D 8. C 9. D 10. B

11. Bounded rationality: limited information and capacity (choosing a phone contract); bounded self-control: failing to act on plans (under-saving).

12. Same information presented differently changes choices, e.g. '90% fat-free' vs '10% fat'.

13. For: cheap, preserves choice, works with behaviour; against: small effects, addictive habits, paternalism; may need taxes or regulation too.

14. e.g. CSR (reputation, values); market share / growth (managers' interests, principal-agent).

15. Revenue max: MR = 50 − 2Q = 0, Q = 25; profit max: 50 − 2Q = 10, Q = 20.

24 Summary and topic map

Idea	Remember
Rational consumer	consistent preferences, perfect information, utility maximization
Bounded rationality	limited information; satisficing
Bounded self-control	present bias; under-saving
Bounded selfishness	fairness and altruism
Biases	anchoring, framing, availability, status quo, loss aversion, herding
Choice architecture	default, restricted, mandated choice
Nudge	changes presentation, not options or incentives
Firm objectives	profit, CSR, market share, growth, satisficing
HL	profit max MC = MR; revenue max MR = 0

Before the exam, make sure you…

•match every bias to a specific real example
•never call a tax or ban a nudge
•evaluate nudges against taxes and regulation
•explain why firms may not maximize profit (principal–agent)

Critique of Maximizing Behaviour on one page

Cover this page with a sheet of paper and try to rebuild it from memory. Whatever you can't recall is what to revise next.

Figure 3. Topic map for Critique of Maximizing Behaviour.

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