# data[].attributes.headline
Profit-Maximizing Behavior In Perfectly Competitive Factor Market

# data[].attributes.subject
Profit-Maximizing Behavior In Perfectly Competitive Factor Market

# data[].attributes.attachment_link.readable_text
If you're seeing this message, it means we're having trouble loading external resources on our website.

If you're behind a web filter, please make sure that the domains *.kastatic.org and *.kasandbox.org are unblocked.

To log in and use all the features of Khan Academy, please enable JavaScript in your browser.

AP Micro: PRD (BI), PRD‑4 (EU)

Skill Summary Legend (Opens a modal)

Level up on the above skills and collect up to 200 Mastery points Start quiz

Level up on the above skills and collect up to 300 Mastery points Start quiz

Level up on all the skills in this unit and collect up to 500 Mastery points! Start Unit test

About this unit

In this unit, we apply the concepts of supply and demand to markets for factors such as labor, capital, and land. We analyze the concept of derived demand, understand how a factor's marginal product and the marginal revenue product affect the demand for the factor, and consider the role of factor prices in the allocation of scarce resources. By studying the determination of factor prices, we gain an understanding of how the market determines the distribution of income and the sources of income inequality in a market economy.

AP® is a registered trademark of the College Board, which has not reviewed this resource.

# data[].attributes.attachment_link.title
Factor markets | AP®︎/College Microeconomics | Economics | Khan Academy

# data[].attributes.attachment_link.description
In this unit, we apply the concepts of supply and demand to markets for factors such as labor, capital, and land. We analyze the concept of derived demand, understand how a factor's marginal product and the marginal revenue product affect the demand for the factor, and consider the role of factor prices in the allocation of scarce resources.

# data[].attributes.attachment_link.readable_text
If you're seeing this message, it means we're having trouble loading external resources on our website.

If you're behind a web filter, please make sure that the domains *.kastatic.org and *.kasandbox.org are unblocked.

To log in and use all the features of Khan Academy, please enable JavaScript in your browser.

AP Micro: PRD (BI), PRD‑4 (EU)

Skill Summary Legend (Opens a modal)

Level up on the above skills and collect up to 200 Mastery points Start quiz

Level up on the above skills and collect up to 300 Mastery points Start quiz

Level up on all the skills in this unit and collect up to 500 Mastery points! Start Unit test

About this unit

In this unit, we apply the concepts of supply and demand to markets for factors such as labor, capital, and land. We analyze the concept of derived demand, understand how a factor's marginal product and the marginal revenue product affect the demand for the factor, and consider the role of factor prices in the allocation of scarce resources. By studying the determination of factor prices, we gain an understanding of how the market determines the distribution of income and the sources of income inequality in a market economy.

AP® is a registered trademark of the College Board, which has not reviewed this resource.

# data[].attributes.attachment_link.title
Factor markets | AP®︎/College Microeconomics | Economics | Khan Academy

# data[].attributes.attachment_link.description
In this unit, we apply the concepts of supply and demand to markets for factors such as labor, capital, and land. We analyze the concept of derived demand, understand how a factor's marginal product and the marginal revenue product affect the demand for the factor, and consider the role of factor prices in the allocation of scarce resources.

# data[].attributes.attachment_link.title
Do Unions Raise Wages? | Microeconomics Videos

# data[].attributes.attachment_link.description
In this video, we take a look at Great Britain's economy during the 1970's union strikes to better understand the relationship between unions and wages.

# data[].attributes.attachment_link.title
AP Microeconomics: 5.3-5.4 Profit Maximizing Behavior and Monopsonistic Markets

# data[].attributes.attachment_link.title
APMic U5 L2 profit-maximizing behavior of firms

# data[].attributes.attachment_link.readable_text
If you want a preview of how corporate America intends to play in the 2020 elections, look no farther than what's happening in Seattle's municipal elections right now.

Amazon just dumped $1.45 million into the local Chamber of Commerce political action committee, a record political buy aimed at radically remaking city government to suit the desires of the behemoth that now dominates the region's economy. The money bomb exceeds all independent expenditures in Seattle's last municipal election cycle, and it comes to more than $3 for every single registered voter in the city - equivalent to Amazon dropping $480 million in the national election.

While Amazon's spokesman offered blandishments about the company simply wanting "a council that delivers results," in truth, the money aims to neutralize and destroy a growing social movement demanding that the city tax Amazon in order to build affordable housing, enact rent control and renters' rights legislation, and institute Green New Deal policies. Amazon intends to mute the movement by defeating progressives and socialist candidates running in the city's district elections. This includes Democratic Socialists of America (DSA) candidate Shaun Scott, and Democrats Tammy Morales and Councilmember Lisa Herbold.

But the biggest prize by far for Amazon is twice-elected socialist city councilmember, Kshama Sawant, a rank-and-file union member who through movement building in the last six years has pushed a reluctant City Council to adopt a $15 minimum wage - the first major US city to do so - enact landmark renters' rights legislation, and take up issues like free public transit, indigenous rights, and anti-gentrification measures.

Sawant's track record illustrates how a single socialist in city government, backed by a vibrant, diverse, outside movement, can change the entire political dynamic of a city. Previously staid City Council meetings have now become packed, boisterous affairs of diverse activists with occasional bursts of nonviolent direct action: Sawant and movement activists led a one-night takeover of City Hall two years ago to protest inaction on combating homelessness, helping set the stage for the Tax Amazon movement.

Amazon recognizes this sea change, which is why in addition to the record PAC contribution, at least eleven members of Amazon's senior leadership team have donated to pro-corporate city council candidates and pro-big-business PACs.

Seattle is fast becoming a company town. From a relatively low profile when it opened its headquarters in Seattle in 2009, Amazon today employs more than 53,000 people in the region - plus another 10,000 open positions. It controls a staggering 25 percent of downtown Seattle real estate, and has gobbled up almost all available commercial space in nearby Bellevue.

Amazon's meteoric growth, combined with a Democratic Party-dominated political establishment that approaches virtually any social problem with a "the-market-will-fix-it" mentality, has produced a housing crisis that is crushing working people. Average apartment rents - up 69 percent in the last eight years, three and a half times the inflation rate - are now well over $2,000 per month. Nearly half of all Seattle renters struggle to make rent payments along with other basic necessities. Countless workers - especially people of color and immigrants - have been economically evicted from the city, forcing them into long commutes, and a record number of people are dying homeless on the streets.

There are no limits on how much landlords can raise rents, because decades ago a bipartisan state legislature enacted a ban on local rent regulations.

Make no mistake, "the market" has produced plenty of housing in Seattle during this Amazon boom - but it's luxury apartments and swanky condominiums with sticker prices upwards of $5 million that all too often serve not as residences but, as the Institute for Policy Studies recently documented, as expensive piggy banks for the ultra-wealthy.

Two years ago, Sawant and her Socialist Alternative organization assembled a community coalition to push a tax on Amazon and the top 3 percent superrich corporations. The money would go to build social housing in Seattle - built with union labor, publicly controlled, and permanently affordable.

Under pressure, the political establishment set up a task force of elected officials and community leaders to develop recommendations. The task force, while admitting that Seattle faced a shortage of at least 30,000 affordable homes, costing $5.1 billion to build, nonetheless only recommended a modest $75 million tax on Amazon and other big businesses. The mayor, elected the previous year thanks to $350,000 in political backing from Amazon, whittled the proposal down to $48 million - a tiny sum compared to the need, but at least a start.

In May 2018, the City Council unanimously adopted this modest Amazon tax, which would have cost the company less than one-one-hundredth of 1 percent of their revenue.

Apparently even this budget dust was too much for Amazon CEO Jeff Bezos to part with. Amazon, along with the Chamber of Commerce, Starbucks, and other big businesses, went to war.

They launched a tax-repeal campaign with swarms of paid petitioners, citywide advertisements, and editorials that blamed homeless people for their own problems, and claimed frontline social service workers and their agencies were wasting money. Big developers enlisted building trades union leaders to decry the attack on jobs, at one point shouting down Sawant and housing proponents. Right-wing talk radio lit up with red-baiting and baseless claims that the tax would force Amazon to leave Seattle.

This was not a campaign to win over hearts and minds. It was a show of brute force, the equivalent of a boss's anti-union intimidation campaign scaled up from a workplace to encompass an entire city. Within weeks the City Council caved, repealing the Amazon tax 7-2.

The election now underway in Seattle is a continuation of the war that Amazon declared eighteen months ago. Mail ballots were sent out last week, and are collected through November 5.

Last Saturday, with a steady drizzle and temperatures in the upper forties, some eighty-five people gathered at Cal Anderson Park. Renters, union members, socialists, low-wage workers, students, and left-wing Democrats were there to canvass for Sawant, whose diverse, majority renter district encompasses working-class communities of color, the historic home of Seattle's LGBTQ community, and also some of the uber-wealthy, including Starbucks founder and failed presidential candidate Howard Schultz. (Sawant has quipped, "Billionaire Howard Schultz lives in my district - I don't represent him!")

Calibrating their smartphones to a door-knocking app, they headed out to talk to residents after reviewing the core campaign messages. Sawant and Socialist Alternative recognize that the best defense against Amazon is to stay on the offensive. From her City Council post, Sawant has launched a grassroots movement to win rent control, is fighting for a Green New Deal in Seattle, including free public transit, for police accountability in black and brown communities, and of course for renewal of the Amazon tax to fund social housing.

Canvassers also got briefed on Sawant's signal organizing victories in past months - building a movement to win restoration of a neighborhood Post Office, blocking huge public housing rent increases, organizing with low-income tenants to win relocation guarantees and more than $100,000 in cash from a developer, stopping another developer from evicting seniors in a nearby mobile home park, and securing new funding for a high school LGBTQ health center.

Some canvassers headed out to single-family home neighborhoods, while others went to the denser apartment blocks, including places that have identified pro-Sawant "building captains" that have been organizing their neighbors.

It's the combination of this powerful ground-game, strong grassroots fundraising with 5,800 donors - more than double any other City Council candidate - and a fighting message and strategy that provide the hope for Sawant and the movement to overcome Amazon's tsunami and hold onto the socialist beachhead in City Hall.

Facing off against Sawant on the ballot is Egan Orion, a local businessman, organizer of the annual LGBTQ Pridefest celebration, and first-time political candidate. Orion boasts of progressive values in his literature and in candidate forums, claiming he is "almost completely aligned" with Sawant politically but will be less "divisive." Yet he has flipped-flopped on core issues, telling community groups he's for progressive taxation, and telling the Chamber of Commerce - whose PAC money he eagerly sought out - that he opposes taxes on big business. He's also come out squarely against rent control, calling it a "horrible policy."

Behind Orion's campaign gloss lurks a more menacing reality: He is one of the largest beneficiaries of corporate PAC money in Seattle history, and his own campaign donor list is filled with a who's who of top corporate executives, venture capitalists, high-end developers, union-busters, and several major Trump donors.

While Sawant has the large majority of union support, with twenty unions endorsing, Orion has managed to peel off a number of unions - like the building trades, police, firefighters, and Teamsters - whose leaders shamefully see their interests more aligned with the political establishment and big developers. But Orion has struggled to establish progressive bona fides. King County Young Democrats and the local Democratic legislative district committee, Sierra Club, and a broad number of progressive community organizations and publications have endorsed socialist Sawant over him.

Yet as with the "tax Amazon" fight, Orion's corporate backers aren't trying to win hearts and minds as much as shock and overwhelm the electorate with a brute-force anti-Sawant blitz. For the executives, this election is about disciplining an unruly working class that is questioning their political and economic hegemony.

The backlash to Amazon's money bomb has drawn sharp reaction in national progressive circles. Both Bernie Sanders and Elizabeth Warren have denounced the company's hostile takeover attempt of the Seattle election. Robert Reich has weighed in. In Seattle, local electeds have spoken out and two additional Democratic councilmembers, Lorena González and Teresa Mosqueda, have now endorsed Sawant. Homemade posters - one featuring the face of Bezos with the words, "All I ever wanted was everything, including city council" - have been showing up on telephone polls, and Sawant's canvassers report that voters are enraged. Significantly, some Amazon tech and logistics workers have begun to speak out, organizing a rally at the headquarters to denounce the election buy.

The coming days in Seattle will be a test of the movement's resilience, what labor author and organizer Jane McAlevey calls a "structure test." It will be the biggest challenge that Sawant's movement has faced in Seattle, and the results will reverberate nationally.

But it can be won: New York activists proved in the last year that strong organizations deeply embedded in working-class communities can overcome even the most powerful corporation on the planet. A victory in Seattle will push back against the corporate power-grab, and just as significantly demonstrate that notwithstanding the efforts of the richest man in the world, support for socialism and socialist elected leaders is on the rise.

# data[].attributes.attachment_link.title
Amazon Is on the Attack Against Kshama Sawant

# data[].attributes.attachment_link.description
If you want a preview of how corporate America intends to play in the 2020 elections, look no farther than what's happening in Seattle's municipal elections right now. Amazon just dumped $1.45 million into the local Chamber of Commerce political action committee, a record political buy aimed at radically remaking city government to suit the desires of the behemoth that now dominates the region's economy.

# data[].attributes.body
Explain (using graphs where appropriate) firms’ and factors’ responses to changes in incentives and constraints.

Define (using graphs as appropriate) the characteristics of perfectly competitive factor markets.

Explain (using graphs where appropriate) the profit-maximizing behavior of firms buying labor (with other inputs fixed) in perfectly competitive markets.

Calculate (using data from a graph or table where appropriate) measures representing the profit-maximizing behavior of firms buying labor (with other inputs fixed) in perfectly competitive markets.

Define (using graphs as appropriate) the characteristics of monopsonistic markets.

Explain (using graphs where appropriate) the profit-maximizing behavior of firms buying labor (with other inputs fixed) in monopsonistic markets.

Calculate (using data from a graph or table where appropriate) measures representing the profit-maximizing behavior of firms buying labor (with other inputs fixed) in monopsonistic markets.

# data[].attributes.body
Factor prices provide incentives and convey information to firms and factors of production.

# data[].attributes.body
Changes in the determinants of labor demand, such as the output price and the productivity of the worker, cause the labor demand curve to shift.

Changes in the determinants of labor supply (such as immigration, education, working conditions, age distribution, availability of alternative options, preferences for leisure, and cultural expectations) cause the labor supply curve to shift.

In a perfectly competitive labor market, the wage is set by the market and each firm hires the quantity of workers, where the marginal factor (resource) cost (wage) equals the marginal revenue product of labor. A typical firm may be a perfect competitor in the labor market even if it is an imperfect competitor in its output markets.

A typical firm hires labor in a perfectly competitive labor market as long as the marginal revenue product of labor is greater than the market wage.

To minimize costs or maximize profits, firms allocate inputs such that the last dollar spent on each input yields the same amount of marginal product.

Marginal revenue product of a factor of production is the change in total revenue divided by the change in that factor of production, which is also equal to the marginal physical product of that factor multiplied by the marginal revenue (MRP = MP × MR). Firms in a perfectly competitive output market will have marginal revenue product of labor that is equal to the value of the marginal product of labor (VMPL = MPL × P) because marginal revenue for each unit of output is equal to price.

In a monopsonistic labor market, a typical firm hires additional labor as long as the marginal revenue product is greater than the marginal factor (resource) cost (the wage of a new unit of labor plus the wage increase given to all existing labor).

When a typical firm hires additional workers in a monopsonistic labor market, the marginal factor (resource) cost is greater than the supply price of labor.

# data[].attributes.body
1. How do firms determine the optimal input mix?

2. What is the cost-minimizing rule for hiring inputs?

3. How is the marginal productivity theory of income distribution applied to the labor market?

4. How is wage and the quantity of hired workers determined in a monopsonistic market in order to maximize profit?

# data[].attributes.attachment_link.readable_text
We've all heard how we must practice being more human to avoid turning into robots. But how about practicing humanity to make sure we don't become monsters?

Whether it's the emotional cues spinning by in a meeting headed for disarray, curiosity that could turn a business-as-usual day into an internal spark reminding you why you got into this darn job in the first place, or the art of making space for conflict resolution that's going to save us all, here are ten ways to salvage our better selves and keep us from mutating into workplace monsters.

Empathy gives us the ability to put ourselves in other people's shoes so we can see and feel from their perspective. It is a mindset and a comprehensive approach to being - in the workplace and in life.

Listening: The first step in understanding is to ask questions. Then pause to hear how your colleague explains what they are thinking and feeling. By listening you'll gain valuable context for where they're coming from.

Appreciation: Showing sincere appreciation and celebration of others' contributions allows you to show that you value them.

Self-Awareness: Part of feeling what others feel is also about understanding your own biases and limiting beliefs.

Judgment: When people seek advice or share a problem, they are not looking for your criticism. Consider that they may already have the answer, which you can help tease out. Sometimes just acknowledging what they've said is the best first step.

Presence: Before meetings, take a moment to think about who you'll be with and what they are dealing with at work - and in life. Time is one of our most valuable assets, so be there fully.

Emotional Intelligence

This is primarily about the self: building self-awareness, self-management, social awareness, and relationship management. Being cognizant of how your behavior affects others is at the heart of emotional intelligence.

Think about these questions: What types of behaviors drive you crazy? Where does your anxiety show up? What do you do when you don't feel heard? How do your resentments show up in interactions with others?

What gets in the way of good communication? Frustration, lack of trust, stress, and avoiding problems, which all add up to endless hours wasted. It's important to start from a place of active listening, and consider the following principles.

Intention: Know what you want to say and be clear about your objective. None of us are mind readers. 90% of communication is non-verbal so make sure the words you are using accurately convey the point you want to make, and that you've dealt with your feelings before speaking.

Organization: Take the time to organize your thoughts and deliver them in a straightforward way.

Framing: The courage to say what's really on your mind is important, but remember that "I think, I feel" is much more effective than starting with "you," which puts people on the defensive.

Affirmation: Do people understand what you are saying? Asking if information makes sense may reveal a potential problem.

"Becoming is better than being."
― Carol Dweck, Mindset: The New Psychology of Success

So much of what we do is driven by fear, even in the workplace. This fear mindset promotes a culture of anti-change, even in "innovative" companies. Allowing for calculated risk-taking is essential for new product development and innovative solutions. Rather than stigmatizing failure, a growth mindset embraces it as a necessary part of progress. As Stanford University Professor of Psychology Carol Dweck points out, proactively finding positive outcomes despite any challenges helps build resilience.

Curiosity is a natural part of any creative cycle. It paves the way for "possibility thinking," rather than business as usual. Instigation is an invitation to challenge quick fixes, lackluster solutions and mediocrity. Start by embracing discomfort and the unknown, allow space for dissonant ideas, diverging opinions, and seemingly improbable outcomes. Challenging rigid ways of thinking and working enables new ideas to form. Allow yourself to experience moments of awe and wonder, and bring that practice to your work. Great ideas often arise when the mind is still and at ease.

Strategic Analysis and Analytical Thinking

People often jump into the execution phase right after discovery. The missing step, strategic analysis, ensures the right questions are asked before a team moves into problem solving. Strategic analysis helps to identify complex problems by providing a top-level view into the interconnected web of what can often seem like isolated issues.

Analytical thinking enables people to suspend emotional decision making, and instead look logically at evidence-based research and tests. As part of the analytic process, one looks at everything from cause and effect to pro versus con to cost benefit analysis. It's a mistake in any product development process that strategic analysis and analytical thinking rest on the shoulders of just one person. The most successful project requires that solutions are sourced from a multidisciplinary team.

Complex problem solving is most effective when members of a team look at a project brief with the eyes of a strategist. Long before solutions are offered and significant time is spent, make sure to identify the real problem before jumping into solutions. In order to get into problem-solving mode, you need to understand the true problem at hand, identify challenges in the way, resist simple solutions, identify constraints and pathways to feasibility, and, above all, make sure you're open to experimentation.

It's inevitable that conflict arises in a team at some point or another. It arises most frequently when roles aren't clearly defined, there's been a breakdown in communication, when assumptions are made, and when workflows and processes are poorly designed. Most of us have little to no training with expressing negative emotions: frustration, hurt, outrage. Our default reaction is to avoid discomfort, pretend nothing is wrong, or unconsciously become passive aggressive. Allowing conflict to fester can be hugely detrimental to morale and productivity. Among the most effective skills to learn in order to resolve conflict are mastering deep listening, and facilitation. Giving people the benefit of the doubt and leading with curiosity are also powerful tools.

On top of understanding another's perspective and being resilient, work demands that we find pathways to being effective. This requires negotiation and persuasion. It's not just for the sales team. You need to be clear about what you want and what you're willing to let go of to get it.

Given the future of work and the growing gig economy, more and more professionals will be forced to become more entrepreneurial. Part of what makes an entrepreneur successful is the ability to pitch and sell their services which is where negotiation and persuasion will fit in - not only for freelancers, but also for in-house employees.

A great leader recognizes that trust, transparency, inclusivity, and respect are essential pillars upon which a vibrant company culture is built. They understand that it's not enough to build culture, it needs to be protected and maintained. A great leader also needs to make difficult decisions and hold everyone, including themselves, accountable.

Ultimately, being adaptable to the shifts happening in today's workplace is about putting these human skills into practice on both an individual and organizational level. While technical skills and needs may change, understanding how to interact and be more human in the workplace may remain the only constant.
This piece evolved out of the masterclass DLW presented at the Adobe 99U Conference in 2019.

# data[].attributes.attachment_link.description
We've all heard how we must practice being more human to avoid turning into robots. But how about practicing humanity to make sure we don't become monsters?

# data[].attributes.attachment_link.readable_text
As a concept, derived demand incorporates three key components: raw materials, processed materials, and labor. These three components form the chain.

Raw materials are those primary, unprocessed products used for the production of goods. They may also be referred to as "commodities." For example, unprocessed wool is a type of raw material.

Processed materials are those that have taken the raw materials and created new goods using them. For instance, in the case of unprocessed wool, it becomes a processed material when it is cleaned, dyed, and made into yarn.

Labor is the work done by workers either to create goods or to offer services. Labor is a component of derived demand because the demand for labor varies based on the demand for the goods or services that labor produces.

# data[].attributes.attachment_link.description
As a concept, derived demand incorporates three key components: raw materials, processed materials, and labor. These three components form the chain. Raw materials are those primary, unprocessed products used for the production of goods. They may also be referred to as "commodities." For example, unprocessed wool is a type of raw material.

# data[].attributes.attachment_link.readable_text
One example of this market situation is that of large supermarkets. Because they are dominant buyers, they have an advantage over suppliers in the market and are able to drive down the prices they pay to suppliers. This is a very effective strategy in increasing their profits. For instance, when farmers are paid low prices for eggs, they often lack the option to seek out other buyers for their products. There are simply too few buyers of bulk amounts of eggs or other such perishable goods (because these goods must be sold relatively quickly, this restricts farmers' options even further).

Monopsonies are also very common in the labor market. Since workers sell their labor, a single employer hiring for an entire industry can effectively drive wages down. After all, workers who refuse to accept these lower wages have no alternative to get hired; only workers who willingly accept low wages end up being employed in that industry. In monopsonies, an employer's advantage over the entirety of the workforce turns wages into a kind of "race to the bottom." This is hugely problematic because it worsens poverty and inequality.

# data[].attributes.attachment_link.title
Monopsony Market Structure | Intelligent Economist

# data[].attributes.attachment_link.description
One example of this market situation is that of large supermarkets. Because they are dominant buyers, they have an advantage over suppliers in the market and are able to drive down the prices they pay to suppliers. This is a very effective strategy in increasing their profits.

# data[].attributes.attachment_link.readable_text
In the last few decades, a growing number of industries have become dominated by a handful of firms, and wages, growth, and inflation have remained stubbornly low, while inequality has risen sharply. This is not a coincidence.

# data[].attributes.attachment_link.title
PS. In Theory: The Rise of Monopsony | by PS editors

# data[].attributes.attachment_link.description
In the last few decades, a growing number of industries have become dominated by a handful of firms, and wages, growth, and inflation have remained stubbornly low, while inequality has risen sharply. This is not a coincidence.

# data[].attributes.attachment_link.title
Minimum Wages in Monopsonistic Labor Markets

# data[].attributes.attachment_link.title
Richard Freeman: You can't outsource responsibility

# data[].attributes.attachment_link.description
Richard Freeman of Harvard University and the National Bureau of Economic Research tells The CORE Project (http://core-econ.org) that, while you can outsource production, you cannot outsource responsibility.

# data[].attributes.attachment_link.title
Micro 5.4 Resource Market, MRP and MRC: Econ Concepts in 60 Seconds- Factor Market

# data[].attributes.attachment_link.description
Mr. Clifford's 60 second explanation of how to calculate Marginal Revenue Product (MRP) and Marginal Resource Cost (MRC). Remember that you hire workers where MRP = MRC to maximize profit. Please keep in mind that these clips are not designed to teach you the key concepts.

# data[].attributes.attachment_link.description
Mr. Clifford's app is now available at the App Store and Google play. His mobile app is perfect for students in AP microeconomics or college introductory micro courses. It is designed to help you ace the exam, final, or AP test. The app includes over 60 new economics videos that are not available on YouTube.

# data[].attributes.attachment_link.title
Minimum Wage Misconceptions with Jacob Clifford