This tutorial introduces the concept of demand. We'll include some numerical examples to give you practice in interpreting demand charts and graphs.
Let's start with a definition.
From this definition, demand is not a single quantity. Rather, it is a table or graph showing some prices that might be charged and the corresponding amounts that buyers will want to buy.
"Quantity demanded" is the amount that will be bought at a particular given price.
Here's an example:
Suppose that the table below shows the demand for your small company's disposable surgical gowns. (Please forgive me if the prices are unrealistic.) The key idea, again, is that the demand is the entire table, not any one number in the table.
Price per gown:
$1
$2
$3
$4
$5
$6
Quantity of Gowns Demanded per Day:
60
30
20
15
12
10
Based on this table, how many gowns will be bought per day if you charge $4 each?
Click
on the box below. Type a number. Then press Enter:
That question asked for the quantity demanded at that particular price
of $4. Suppose now you raise your price. Does the quantity demanded go
up or down? Click on Up or Down:
Please notice that the table (repeated below) says "... Gowns Demanded per Day". Demand quantities always have a time frame. If you charge $4
you can sell:
15 gowns per day, or
75 gowns per 5-day week, or
3750 gowns per 50-week year.
So, you have to specify a time frame.
Price per gown:
$1
$2
$3
$4
$5
$6
Quantity of Gowns Demanded per Day:
60
30
20
15
12
10
You can also use the demand table to go from a quantity to sell to a price
to charge. For example, if you want to sell 30 gowns per day, what price
should you charge?
DEMAND FOR DISPOSABLE GOWNS Price $6| * $5| * $4| * $3| * $2| * $1| * ....:....:....:....:....:....:....:....:....:....:....:....: 5 10 15 20 25 30 35 40 45 50 55 60 QuantityThe points form a line that slopes downward from left to right. Most demand graphs do this. The downward slope means that at higher prices less is sold, while at lower prices more is sold.
Each * on the graph corresponds to a price-quantity pair in the table. This is shown in the graph below by labelling with A through F the points on the graph and the corresponding columns in the table.
DEMAND FOR DISPOSABLE GOWNS Price $6| F $5| E $4| D $3| C $2| B $1| A ....:....:....:....:....:....:....:....:....:....:....:....: 5 10 15 20 25 30 35 40 45 50 55 60 Quantity A B C D E F Price $1 $2 $3 $4 $5 $6 Quantity 60 30 20 15 12 10Which point on this graph tells you the quantity demanded when the price you charge is $2? Click on one:
Here's the graph again:
DEMAND FOR DISPOSABLE GOWNS Price $6| F $5| E $4| D $3| C $2| B $1| A ....:....:....:....:....:....:....:....:....:....:....:....: 5 10 15 20 25 30 35 40 45 50 55 60 Quantity A B C D E F Price $1 $2 $3 $4 $5 $6 Quantity 60 30 20 15 12 10When you change your price, you move along the demand graph from one point to another. Suppose your price was $2 and you change it to $4. You move along the demand graph to what point? Click on one:
On the graph below, click the Change Demand button to see how demand
might change in response to a nasty rumor. (You can click the button more
than once.)
The bad rumor makes each point move to the left, which is "down." At
every price, buyers will take fewer gowns than they used to. This is what
economists mean by a "fall in demand."
DEMAND FOR DISPOSABLE GOWNS Price 6| F 5| E 4| D 3| C 2| B 1| A ....:....:....:....:....:....:....:....:....:....:....:....: 5 10 15 20 25 30 35 40 45 50 55 60 Quantity A B C D E F Price $1 $2 $3 $4 $5 $6 Quantity 30 15 10 7 6 5At the old higher demand, you could sell 30 gowns a day at $2. Now, at the new lower demand, how many can you sell at a price of $2?
Here are some situations where someone might say the demand changed. Which ones are changes in the quantity demanded, moving along the demand curve in response to price changes? Which ones are changes in the demand curve itself? Click the correct choice after each statement:
As the AIDS epidemic spread, sales of rubber gloves skyrocketed.
A wellness clinic hires a handsome receptionist. More patients come.
You cut your price on physical examinations. More patients come.
The Federal government releases a report saying that your hospital has
death rates that are significantly higher than average. Patients go elsewhere.
You extend your operating hours. You see more patients per day.
You double what you charge patients in your hospital emergency room.
It only makes a little difference in patients per day.
You buy a mammography laboratory on wheels, and schedule stops around
your area. More women get mammograms than before.
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