We've recently been talking about short-run versus long-run decisions, the distinction being that in the short run firms operate at a fixed scale and firms can neither enter nor exit the industry, while in the long run these restrictions don't apply. I understand the concept, but I'm having some trouble relating it to my own business.
The textbook examples are pretty straightforward. For example, in the short run a manufacturing firm's production is limited by the capacity of its factories. In the long run it can build more factories. So far, so good. But in my business the analog to "building a new factory" is adding a server, which I can do in less then an hour. I fill out an online form, someone in our data center provisions a new machine, I get an email, run a config script, and we've expanded our capacity. In fact, I consider this to be a relatively inefficient process and look forward to the day when we move to a
more elastic infrastructure.
As for entering or leaving the industry, that happens pretty quickly too. Our entire infrastructure is leased month-to-month, so if we really had to we could wind down our business and exit the industry in a month or less. (Of course we would never do that since we have tens of thousands of customers who rely on our service, but technically we could.
Competitors have.) And other firms can
enter our industry at any time too.
So in our industry, and more broadly in the software-as-a-service (SaaS) world in general, is the short run the same as the long run, and if so what are the implications?
As I write this I realize that maybe I've simply misapplied the idea of "fixed scale" to my own business. Sure, we can add a server in no time, and that sounds like a reasonable analog to a factory for a manufacturer. But to roll out a completely new product takes a relatively long time. It requires analysis, design, implementation, and testing. That process usually takes months. And if a competitor wants to enter our industry they have to go through that same process too. Maybe a better analogy is that our software products, as opposed to our servers, that are our factories. And in that sense it takes quite a while to build a new factory.
OK, that makes sense. For us servers, unlike factories, are variable inputs. Our fixed inputs (which we happen to output for ourselves) are our software products. So the question becomes, "What happens when most of a firm's inputs are variable, and how does that affect competitiveness?" Interesting.