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Preface xv
1 Introduction 1
1.1 Market and Market Design 1
1.2 Do We Necessarily Have Prices? 2
1.3 More on Markets 3
1.3.1 What a Market Needs to Work 4
1.3.2 Commodities 5
1.4 Market Design: First Example 6
1.4.1 Feeding America 6
1.4.2 The First Design 7
1.4.3 The Problems . . . 9
1.4.4 . . . and a Solution 10
1.4.5 Results 11
2 Simple Auctions 13
2.1 Introduction 13
2.1.1 Auctions: A Definition 14
2.1.2 Auctions Are Everywhere 14
2.2 Valuations 16
2.3 Payoffs and Objectives 17
2.4 Ascending Auctions 18
2.4.1 The English Auctions 18
2.4.2 Bids, Strategies, and Payoffs in the English Auctions 21
2.4.3 Ticking Price 22
2.4.4 Truthful Bidding 23
2.5 Second-Price Auction 25
2.5.1 The Essence of the English Auction 25
2.5.2 The Vickrey Auction 26
2.5.3 English versus Second-Price Auctions 28
viii Contents
3 An Analysis of eBay 49
3.1 Introduction 49
3.2 eBay in Detail 50
3.2.1 Proxy Bidding 50
3.2.2 Bids and Bid Increments 51
3.2.3 Updating Rules 51
3.3 eBay as a First-Price Auction? 54
3.4 Bid Sniping 54
3.4.1 Amazon versus eBay 55
3.4.2 Data Analysis 56
3.5 Reserve Price 59
5 Keyword Auctions 71
5.1 Introduction 71
5.2 Running Billions and Billions of Auctions 73
5.3 The Origins 74
5.3.1 Payoff Flows 75
5.4 The Google Model: Generalized Second-Price Auction 76
5.4.1 Quality Scores 76
5.4.2 Truthtelling under the GSP Auction 78
5.4.3 Equilibrium under the GSP Auction 78
Contents ix
6 Spectrum Auctions 95
6.1 How Can Spectrum Be Allocated? 95
6.1.1 Lotteries 95
6.1.2 Beauty Contests 96
6.1.3 Why Run Auctions? 97
6.2 Issues 98
6.2.1 General Issues 98
6.2.2 Collusion, Demand Reduction, and Entry 99
6.2.3 Maximum Revenue 101
6.2.4 The Exposure Problem 102
6.2.5 Winner’s Curse 103
6.3 The Simultaneous Ascending Auction 104
6.4 Case Studies 106
6.4.1 The U.S. 1994 PCS Broadband Auction 106
6.4.2 Mistakes 109
8 Trading 127
8.1 Stock Markets 127
8.2 Opening and Closing 132
8.3 High-Frequency Trading 135
8.3.1 Market Structure 135
8.3.2 Market Regulation 137
x Contents
Notes 355
References 365
Index 369
Preface
failures is also helpful, because they show students that economists are aware
of the limits of their models and are willing to learn from real-life, concrete
problems.
Too often, students complain that microeconomics is too abstract and discon-
nected from reality. Market design is a formidable opportunity for instructors to
show how theory can help to solve existing problems, which in turn can generate
new theoretical questions.
Yeo-Koo Che, at Columbia University, where I also taught a market design course.
I also want to express my gratitude to the many scholars who contributed, indi-
rectly, to this book. Many aspects of this book have been shaped by converstations
I had with (in alphabetical order) Atila Abdulkadiroğlu, Chris Avery, Yeon-Koo
Che, Onur Kesten, Paul Milgrom, Al Roth, Tayfun Sönmez, and Utku Ünver (this
list is necessarily and unfortunately incomplete). Last but not least, I am greatly
indebted to my family for the constant support I received.
The way goods or services are exchanged or distributed, one of the key questions
that economics aims to address, depends on many factors. Some of these factors
are not under our control, but some are, for instance the rules that govern how
individuals or firms interact. Those rules are usually not accidental; they have
been designed by, among others, policy makers or regulators. Economists usually
refer to those rules as the market. A market is thus, in a very broad sense, an insti-
tution where goods and services are exchanged or traded. Put differently, the role
of a market it to determine who gets what. Market design is the area of economics
that is particularly interested in how who gets what is decided. It studies the extent
to which different protocols (how) can yield different outcomes. As its name sug-
gests, market design focuses on the design of market institutions, and to do that
we may need to study markets from various angles. But to design markets we also
need to study how they work. Understanding how markets work is necessary if
we want to fix them when they do not perform well.
Traditionally markets are thought of as institutions that determine the alloca-
tion of goods and services through prices. The main role of a market is to set prices
of the goods and services to be exchanged, which will in turn determine who
gets what. To see this, consider the standard supply-and-demand framework.
The demand for a good simply indicates, for any price of the good, what quan-
tity the consumers would like to buy. Similarly, the supply indicates, for any price
of the good, the quantity that the sellers would like to sell. An equilibrium in this
context is defined as the price at which the demand and the supply meet: at an
equilibrium price, the quantity that the buyers would like to buy is exactly the
same as the quantity that the sellers would like to sell. In other words, the notion
of equilibrium is part of the trading protocol (how) in the sense that it implicitly
describes the allocation (who gets what): goods and services have a price, so being
allocated a good means paying its price. In this framework, most of the analysis
2 Chapter 1
done in economics consists of studying, for instance, how the equilibrium changes
when some parameters change (e.g., a sales tax), or how the equilibrium depends
on the number of buyers and/or sellers.
We have just argued that in the “standard” case the price is what determines
who gets what. So is the price the definitive answer for how who gets what is
decided? Not completely, for we still have to explain how we reach an equilibrium,
how prices are set.
Consider, for instance, the owner of, say, a Monet painting, who wants to sell it.
The supply is easy to characterize in this case: the seller has perhaps a minimum
price, below which she does not want to sell the painting. Above that price, the
supply is constant: there is only one such painting. The demand also is not too
difficult to characterize. We can imagine that there are many buyers, each with a
maximum price. For instance, a million people are willing to pay at most $10,000,
but only a thousand people are willing to pay at most $1,000,000, and so on. The
equilibrium in that case would be the price at which there is only one person left
willing to pay that price.
This looks easy, but observe that this approach is not very well suited to giv-
ing us a sharp prediction. Suppose, for instance, that the second-highest price a
buyer is willing to spend is $5,000,000, and suppose that the highest price a buyer
is willing to pay is $20,000,000. It is not difficult to see that any price between
$5,000,000.01 and $20,000,000 is an equilibrium price. So which price will prevail?
In some situations, however, prices may not be sufficient to determine who gets
what, and the problem of college admission is a good example of such a situa-
tion. At the outset, college admission looks like a problem that would fit market
analysis. On the one side, we have colleges that offer a service, education (and a
degree), and on the other side we have prospective students who seek that service.
That service carries a price: the tuition.
The tuition is certainly an important part of students’ decisions, but it is not the
only part, and neither is it for the colleges. If it were, we would see colleges raising
or decreasing their tuition fees until the number of applicants any college receives
matches its enrollment capacity, a far cry from reality, because for colleges the
price is not sufficient to determine enrollment. It is more a question of choosing and
being chosen than setting tuition fees. Alice, a student, will go to college A because,
among all colleges that wanted her, college A is her most preferred. Similarly,
college B accepted Bob’s application because the college wants to enroll him.
The observation we just made does not imply that economics has nothing
to say about college admission. Rather, we may need to consider different
Introduction 3
approaches than the traditional market analysis where prices are enough to
determine transactions.
But in some cases we may even go further, considering situations where trans-
actions are made without monetary payments, for instance barter. In many cases,
the absence of monetary transactions is not a design decision but rather a con-
straint faced by the market designer. Two examples that will be treated in this
book will illustrate this point. Consider first the problem of assigning students
to public schools (elementary, middle, and high schools). This problem can be
seen as a standard allocation problem: we have on the one side schools, which
offer a service (education), and on the other side students (or their parents), who
have to be enrolled at a school. This problem looks similar to the problem of col-
lege admission, except that usually public schools are free, meaning students do
not pay tuition. How to assign students to schools while taking into account par-
ents’ preferences and school districts’ constraints is one of the questions addressed
by market design. Another instance of a problem where transactions are made
without transfer payments is the allocation of organs for transplant. In almost all
countries, human organs cannot be sold or bought (i.e., traded with a transfer
payment). Yet policy makers design rules that determine how patients can obtain
organs. A constraint for a market designer in that context is that the assignment
mechanism does not involve prices.
The economics profession is split with respect to the very definition of a mar-
ket. Some economists believe that markets necessarily involve prices, and thus
a market is essentially a protocol or mechanism that helps elicit prices. Under
this approach, the assignment of students to public schools or the assignment of
organs to patients cannot be considered instances of markets. Other economists
instead define a market as simply an institution in which goods and services are
traded (or assigned, exchanged, etc.). With this approach, we can have situations
where trades are made along with transfer payments and other situations where
transactions occur without payments.
As we have already intuited, different types of markets may not need to work the
same way. Putting different situations under the same umbrella does not mean
that their inner workings must be identical. Each market has a particular design, a
set of rules (implicit or explicit) that agents on each side of the market follow and
that will determine the transactions.
One crucial question then is, how do we come up with a particular design?
Thinking that the design will “arise naturally” is not a good way to start. It
is true that in most cases we can quickly see what type of design is the most
4 Chapter 1
appropriate, but the exact details often matter, and sometimes the market needs to
be fixed.
antique, you do not want to announce the maximum price you are willing to pay
before the seller announces a price, for otherwise the price that will be proposed is
likely to be high. But in other circumstances determining the right decision can be
tricky.
Obviously, we do not want to participate in a market where we know in
advance that we will get ripped off, unless we are obliged to do so. In a more
general way, we may want to avoid markets that are too complicated. In other
words, most people prefer to participate in markets that are safe and simple.
1.3.2 Commodities
Economics talks about markets for goods (or services), but it helps to distinguish
the goods or services exchanged that are commodities from those that are not. A
commodity is simply a good that can be sold or bought in batches that can all be
considered basically the same. For instance, the baker who made the bread you
bought probably does not know who grew the wheat that went into the flour he
or she used to make the bread. However, the baker certainly (at least we hope!)
knows the type and quality (what we call the grade) of the flour that was used. In
the market for flour, two bags of flour of the same type and of the same grade
are considered identical. That is, flour is a commodity. Today, this concept of
commodity may seem natural for us, but this has not always been the case.
Today, flour is traded as a commodity, but that is fairly recent. Until the first half
of the nineteenth century, this was not the case. The most common type of flour is
made from wheat. Since each field of wheat is slightly unique (because of the soil,
sun exposure, watering, farming techniques, and other factors), each bag of wheat
(or flour) is likely to be slightly unique. Until the mid-nineteenth century, wheat
was sold by sample. That is, a buyer would take a small sample and evaluate it
before making an offer (if any) to the seller.
The Chicago Board of Trade changed all that in 1848 by establishing a unique
trading place for grains. Wheat became a commodity when people started to create
categories of wheat, separating lots as a function of the type (winter or spring, hard
or soft, etc.) and the quality. That way, two lots of wheat coming from different
farmers but ending up in the same category would be deemed identical. Buyers
would no longer have to worry about which farmer was behind which bag of
wheat. With this new trading place, the price of wheat became a sufficient statistic
to clear the market.
One may imagine that today all crops are traded through exchanges like the
Chicago Board of Trade. That was not the case, at least until very recently. Until
2008, crops in Ethiopia were traded the way American wheat had been before
1848. Buying coffee, sesame, or teff meant that you needed an agent, who would
first take a sample, evaluate it, and then bargain with the seller. If you needed
6 Chapter 1
more coffee from other sellers, the same operation of testing and then bargaining
had to be repeated again.
Grain markets in Ethiopia had other problems. First of all, distrust was
widespread. Accordingly, people would only negotiate with a handful of persons,
people they knew and could trust. In other words, from the perspective of a farmer
or a broker, the market was thin. Making the market thicker was not safe: late
payment (if there was any payment at all) was a common practice. Also, local pro-
ducers were poorly informed about the real price of the crops, so they were easily
manipulated by brokers.
The lack of confidence and market thickness are the perfect ingredients for
having nonoptimal transactions and a fragile market. Small events are enough to
disrupt the market by halting all transactions. If I see that the rainy season is two
weeks late and I do not fully trust the farmers I am transacting with, how can I be
sure that I will be paid in due time? Lack of a well-functioning market is believed
to have been the main cause of the 1984 famine in Ethiopia, where over 1 million
people died from starvation. Most of those people died in the north of the country,
where a drought severely reduced crop yields. The saddest part of the story is that
in the southwest part of Ethiopia there was at that time an excess of food.
To avoid such events occurring again (and to help the country’s economy grow),
the Ethiopian Commodity Exchange (ECX) was created in 2008, on the same prin-
ciple as the Chicago Board of Trade. ECX managed to impose payments to be made
at T + 1, one day after the transaction is agreed on.
Among other things, ECX “simply” set up a reliable system under which grains
could be traded as commodities, thus making the market thick. By requiring sell-
ers to first store their grain in one of ECX’s warehouses and requiring buyers to
deposit money in a special account, ECX managed to make market participation
safe for both sellers and buyers.
We review here the case of a market that was not well designed but that was
eventually fixed: the distribution of food at Feeding America. This section summa-
rizes the diagnosis of the situation at Feeding America as well as the new market
design that was implemented by Canice Prendergast and his colleagues from the
America’s Second Harvest Allocation Task Force.1