How do economic and accounting profit differ?

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Economists include both explicit and implicit costs when they measure total cost. Economic profit is total revenues minus total costs, including both the explicit and implicit cost components. Economic profit will be positive only if the earnings of the business exceed the opportunity cost of all the resources used by the firm, including the opportunity cost of assets owned by the firm and any unpaid labor services supplied by the owner. In contrast, economic losses result when the earnings of the firm are insufficient to cover explicit and implicit costs. That is why the normal profit rate is zero economic profit, yielding just the competitive rate of return on the capital (and labor) of owners. A higher rate would draw more competitors and their investors into the market; a lower rate would cause competitors and their investors to exit the market.
Remember, zero economic profits do not imply that the firm is about to go out of business. On the contrary, they indicate that the owners are receiving exactly the normal profit rate, or the competitive market rate of return on the their investment. They are earning no more and no less than they could earn elsewhere on what they use in the firm.
Whenever accounting procedures omit implicit costs, like those associated with owner- provided labor services or capital, the firm’s opportunity costs of production will be understated. This understatement of cost leads to an overstatement of profits. Therefore, the accounting profits of a firm are generally greater than the firm’s economic profits (see the applications in Economics feature on accounting costs). For most large corporations, though, omitting the implicit costs of services provided by an owner isn’t an issue. In this case, the accounting profits approximate the returns to the firm’s equity capital. High accounting profits (measured as a rate of return on a firm’s assets), relative to those of other firms, suggest that a firm is earning an economic profit. Correspondingly, a low rate of accounting profit implies economic losses. Either positive or negative economic profits, of course, call for a change in output. Such a change, however, will take time.

A Mountain of Money Looking for a Home

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Let’s start with the big picture. By the middle of this decade, the world was awash in cash.The International Monetary Fund (IMF) estimates that over $70 trillion of global savings in fixed-income securities, more than double the amount in 2000, was held by sovereign wealth funds, endowments, pension funds, insurance companies, central banks, and the like. That’s a lot of money—roughly equal to the entire world’s gross domestic product (GDP)—and it needed a home.
Typically, the largest fraction of it would have been invested in U.S. Treasuries, but for three years beginning in late 2001, Treasury yields were particularly unattractive thanks to Federal Reserve Chairman Alan Greenspan cutting short-term interest rates to extremely low levels and keeping them there in an attempt to keep the economy out of a prolonged recession after the bursting of the Internet bubble and 9/11. The federal funds rate was a mere 1 percent by June 2003, the lowest level since the 1950s.
Greenspan knew that these actions would have an impact on home prices. In fact, in testimony before Congress on November 13, 2002,1 he said: “Besides sustaining the demand for new construction, mortgage markets have also been a powerful stabilizing force over the past two years of economic distress by facilitating the extraction of some of the equity that homeowners have built up over the years.” Greenspan was counting on consumers using the equity in their homes to create demand and keep the economy out of recession. He had no way of knowing then how right he was—and how disastrous the consequences would be. It is widely accepted now that Greenspan cut interest rates too much and kept them too low for too long, because this provided the liquidity and motivation to fuel the worldwide debt bubble.