Introducing Hypernomics

“Everything should be made as simple as possible, but not simpler.”
Albert Einstein

The world oversimplifies.

Want more government revenue? Raise taxes. That’ll work. But why did Nevada make more cannabis tax revenue in 2019 than California with a tax rate of less than half of CA’s?

You’d like the safest helicopter in the world for the president? Put all the widgets on it. Oops, too many, it’s too expensive, Obama cancels it.

Do you like cool? I give you the DeLorean. But it’s under-powered. It won’t sell. The company goes bankrupt.

These are but a few cases where thin study led to bad outcomes. The solution for them and many more is to expand the analysis.

Don’t suppose you can get by with two dimensions when the problem begins with four.

Earlier, I called the field I found Multidimensional Economics. The research revealed that the forces within it exist beyond markets.

Thus, its new name: HYPERNOMICS.

Hyper-: Existing in more than three dimensions: hyperspace

-nomy-: A system of laws governing or a body of knowledge about a specified field: agronomy

-nomic: adj combining form

HYPERNOMICS studies forces working with and against each other in four or more dimensions.

#entrepreneurship #innovation #strategy #success #design

Finding Your Niche

Wee Willie Keeler knew a thing or two about baseball. The Hall of Famer still holds the National League hitting streak record, 45 games over two seasons. He summed up his approach with “Hit ‘em where they ain’t.” It turns out that’s sound advice for entering a market, too.

In the early 1970s, the airline industry embraced the then-new Boeing 747 wide-body. Lockheed and McDonnell Douglas both wanted some twin-aisle profits as well. They came up with the L-1011 and DC-10, respectively. While they had obvious design differences, from the standpoint of their customer airlines, they were virtually identical, with highly similar specifications and prices. Neither had a corner in the market – they shared the same spot, and would have to split the sales.

Lockheed only sold 250 L-1011s; its break-even point was 500 units. With a lower target, McDonnell-Douglas managed to squeak past its break-even value of 438 planes, as it sold 446 DC-10s, eventually offering engine options and added range to distinguish it from the L-1011.

But neither model was a financial triumph.

Nothing guarantees success in the market.

But mimicking the competition reduces your chances.

#innovation #newproduct #business #success #branding #competition #entrepreneurship


Helicopters are highly versatile machines able to take off and land in tiny areas. They’re perfect for landing on buildings in dense urban areas. But since they beat the air to death with thunderous rotors turned by noisy jet fuel turboshaft engines, they’ve been banned from many a city. What to do?

Let’s go electric.

Nine years since the first manned all-electric helicopter flew,, there’s a race to build versions that can take passengers. With battery energy densities tripling since 2010 and prices falling simultaneously, there’s a vast potential market. Several firms are in it.

Perhaps the one closest to putting an electric rotorcraft up for sale is newcomer Volocopter, with its 2X (in A). It uses 16 motors, one to a rotor, and carries a pilot and one passenger.

Longtime manufacturer Bell offers its Nexus 4EX (B). More capable, it transports four passengers and a pilot. An entirely different configuration, it has four ducted, rotating propellers mounted atop wings.

If flights in these new machines are substitutes for cab rides, given Yellow Cab data for NYC in January 2017 (C & D), which part of the market would you address first?

#innovation #technology #entrepreneurship #travel #business

Economic Entanglement

Inventors need manufacturers who require operators. The fate of each depends largely on the others. If just one player fails, an entire enterprise could sink; this is economic entanglement.

Such arrangements are highly intermeshed. Revenue to the inventor, 2, is a cost to the manufacturer, who pays license, technical development, and royalty fees to gain access to technology, 1. After a manufacturer finishes development and begins production, it wins sales, and their revenue from that, 3, is a cost to operators who buy it.

An operator may agree to pay for part of the manufacturer’s development costs to be among the first to gain access to the latest tech. Once it begins to receive and use the new products, it earns revenue from its users, 4.

Key to the success of such operations is satisfactory financial metrics, 5 and 6, as determined by each participant’s performance and Return On Investment (ROI) parameters to which the parties agree, 1. In this case, under the Manufacturer Costs & Loan, we see their build costs have ballooned to 200% of their original prediction, which might sink the program, if not for exercising a significant portion (87.3%) of an available USG grant.

#innovation #entrepreneurship #economicentanglement #partnerships