- 22 Oct 2009
- Working Paper Summaries
Strategies to Fight Ad-sponsored Rivals
Many companies choose to finance themselves using ad revenues and offer their products or services—from newspapers to software applications, television programs, and online search—free to consumers. Yet the emergence of ad-sponsored entrants in various industries poses significant threats to the incumbents in these markets whose business models are often based on subscriptions or fees charged to their customers. Faced with the threat from ad-sponsored entrants, incumbents must choose strategies to respond. HBS professor Ramon Casadesus-Masanell and University of Southern California professor Feng Zhu create an analytical framework to establish guidelines for incumbent firms facing these issues. The researchers consider four alternative business models: pure-subscription-based; pure-ad-sponsored; mixed-single-product; and mixed-product-line-extension. Analysis shows that the optimal strategic and tactical choices change dramatically in the presence of an ad-sponsored rival. This is the first study to provide a comprehensive analysis of the competition between a free ad-sponsored entrant and an incumbent that has the option of choosing different business models. Key concepts include: The presence of the ad-sponsored rival puts an upper bound on the number of ads that an incumbent competing through a mixed-product-line-extension can set. When the advertising rate is low, a mixed-product-line-extension model is inferior to the pure-subscription-based model. Even if the incumbent can avoid cannibalization by using a mixed-single-product model, the incumbent may still prefer to use the pure-subscription-based model, since the advertising intensities of the two firms are strategic substitutes. Sometimes the best response of the incumbent to an ad-sponsored entrant is to not change its business model and tactics. This happens only when the optimal business model under both monopoly and duopoly is the pure-subscription-based model, and when the quality difference between the incumbent and the entrant is large. Closed for comment; 0 Comments.
- 20 Oct 2009
- First Look
- 19 Oct 2009
- Research & Ideas
Why Are Web Sites So Confusing?
Just as bread and milk are often found at far-away ends of the supermarket, Web sites that match consumers with certain products have an incentive to steer users to products that yield the highest margins. The result: a compromise between what users want and what produces the most revenues, say HBS professor Andrei Hagiu and Toulouse School of Economics researcher Bruno Jullien. A look inside the world of search. Key concepts include: "Search diversion"—strategically complicating the search process—began in the brick-and-mortar world. The digital economy provides many more subtle ways to divert search. If an intermediary helped consumers find what they wanted more quickly and efficiently, it would lose valuable potential revenues. On Google, the 11th objective search result might be more relevant than any of the sponsored search results displayed on the right—yet it will be displayed on the second search page only. Closed for comment; 0 Comments.
- 15 Oct 2009
- Working Paper Summaries
Mixed Source
As most managers know, commercial firms may benefit from participating in open source software development by selling complementary goods or services. Open source has the potential to improve value creation because it benefits from the efforts of a large community of developers. Proprietary software, on the other hand, results in superior value capture because the intellectual property remains under the control of the original developer. While the straightforward rationale for "mixed source" (a combination of the two) is appealing, what does it mean for a business model? Under what circumstances should a profit-maximizing firm adopt a mixed source business model? How should firms respond to competitors' adoption of mixed source business models? And what are the right pricing structures under mixed source compared with the proprietary business model? In this paper the researchers analyze a model where firms with modular software must decide which modules to open and which to keep proprietary. Findings can be directly applied to the design of optimal business strategies. Key concepts include: Firms may become more closed in response to competition from an outside open source (OS) project, and are more likely to use a proprietary business model. Firms are more likely to open substitute, rather than complementary, modules to existing OS projects. Low-quality firms are generally more prone to opening some of their technologies than firms with high-quality products. Closed for comment; 0 Comments.
- 14 Oct 2009
- First Look
- 13 Oct 2009
- Research & Ideas
7 Lessons for Navigating the Storm
Leading in crisis requires a combination of skills and behaviors—personal and professional—that can be mastered, says HBS professor Bill George. Open for comment; 0 Comments.
- 08 Oct 2009
- Working Paper Summaries
Clusters of Entrepreneurship
Economic growth is highly correlated with an abundance of small, entrepreneurial firms. This relationship is even stronger looking across industries within cities, and has been taken as evidence for competition spurring technological progress, product cycles where growth is faster at earlier stages, and the importance of entrepreneurship for area success. Any of these interpretations is possible, however, and the only thing that we can be sure of is that entrepreneurial clusters exist in some areas but not in others. This paper first documents systematically some basic facts about average establishment size and new employment growth through entrepreneurship, then analyzes entry and industrial structures at the region and the city levels using the Longitudinal Business Database. Key concepts include: There is a remarkably strong correlation between smaller average firm size and subsequent employment growth due to start-ups. Evidence does not support the view that regional differences in demand for entrepreneurship are responsible for these entrepreneurial clusters. Instead, the evidence suggests that spatial differences in the fixed costs of entrepreneurship and/or in the supply of entrepreneurs best explain cluster formation. Closed for comment; 0 Comments.
- 07 Oct 2009
- Working Paper Summaries
Specific Knowledge and Divisional Performance Measurement
Performance measurement is one of the critical factors that determine how individuals in an organization behave. It includes subjective as well as objective assessments of the performance of both individuals and subunits of an organization such as divisions or departments. Besides the choice of the performance measures themselves, performance evaluation involves the process of attaching value weights to the different measures to represent the importance of achievement on each dimension. This paper examines five common divisional performance measurement methods: cost centers, revenue centers, profit centers, investment centers, and expense centers. The authors furnish the outlines of a theory that attempts to explain when each of these five methods is likely to be the most efficient. Key concepts include: Each of these methods can be seen as providing an alternative way of aligning corporate decision-making authority with valuable "specific knowledge" inside the organization. Jensen and Meckling's theory suggests that cost and revenue centers work best in cases where headquarters has (or can readily obtain) good information about cost and demand functions, product quality, and investment opportunities. Decentralized profit and investment centers tend to supplant revenue and cost centers when managers of business units have a significant informational advantage over headquarters. Closed for comment; 0 Comments.
- 07 Oct 2009
- Research Event
HBS Past and Present
Eight enduring themes have characterized Harvard Business School from its earliest years, and remain as integral as ever to the way the School thinks and operates. Closed for comment; 0 Comments.
- 06 Oct 2009
- First Look
First Look: October 6
How to take a much-deserved break at work … Does foreign direct investment promote growth? … Case: "Indian Railways: Building a Permanent Legacy?" Closed for comment; 0 Comments.
- 05 Oct 2009
- Research & Ideas
The Vanguard Corporation
In the book SuperCorp, Rosabeth Moss Kanter lays out a model for 21st-century companies that care as much about creating value for society as they do value for shareholders and employees. The best part: It pays to be good. Key concepts include: Companies with a very strong sense of purpose use it to guide and speed up innovation. All the vanguard companies studied, save one, outperformed their peers during the recession. Leaders must engage employees in discussions around principles and the applications to the business. Vanguard companies are dynamic places to work, with employees having a say on when and where they work. Closed for comment; 0 Comments.
- 01 Oct 2009
- What Do You Think?
Can the “Masks of Command” Coexist with Authentic Leadership?
Summing up. "Instructors seek case studies that provoke discussion on both sides of an issue and raise many questions. We seem to have found such an issue this month," says Professor Jim Heskett, reviewing nearly 80 insightful comments. (Online forum now closed; next forum begins November 4.) Closed for comment; 0 Comments.
- 01 Oct 2009
- Working Paper Summaries
Systemic Risk and the Refinancing Ratchet Effect
During periods of rising house prices, falling interest rates, and increasingly competitive and efficient refinancing markets, cash-out refinancing is like a ratchet, incrementally increasing homeowner debt as real-estate values appreciate without the ability to symmetrically decrease debt by increments as real-estate values decline. This paper suggests that systemic risk in the housing and mortgage markets can arise quite naturally from the confluence of these three apparently salutary economic trends. Using a numerical simulation of the U.S. mortgage market, the researchers show that the ratchet effect is capable of generating the magnitude of losses suffered by mortgage lenders during the financial crisis of 2007-2008. These observations have important implications for risk management practices and regulatory reform. Key concepts include: Consider the hypothetical scenario in which all homeowners decide to refinance and extract cash from any accumulated house equity so that their loan-to-value ratio is kept the same as the one for a new purchaser of that house. Suppose that the refinancing market is so competitive, i.e., refinancing costs are so low and capital is so plentiful, that homeowners can implement this refinancing each month. In this extreme case, during periods of rising home prices and falling interest rates, cash-out refinancing has the same risk effect "as if" all houses had been purchased and their mortgages originated at the peak of the housing market, thereby creating a large systemic risk exposure. Then, when home prices fall, the refinancing ratchet "locks,'' causing a systemic event with widespread correlated defaults and large losses for mortgage lenders. While excessive risk-taking, overly aggressive lending practices, pro-cyclical regulations, and political pressures surely contributed to the recent problems in the U.S. housing market, the simulations show that even if all homeowners, lenders, investors, insurers, rating agencies, regulators, and policymakers behaved rationally, ethically, and with the purest of motives, financial crises can still occur. The fact that the refinancing ratchet effect arises only when three market conditions are simultaneously satisfied demonstrates that the current financial crisis is subtle, and may not be attributable to a single cause. There may be no easy legislative or regulatory solutions: Lower interest rates, higher home prices, and easier access to mortgage loans have appeared separately in various political platforms and government policy objectives over the years. Their role in fostering economic growth makes it virtually impossible to address the refinancing ratchet effect within the current regulatory framework. We need an independent organization devoted solely to the study, measurement, and public notification of systemic risk, not unlike the role that the National Transportation Safety Board plays with respect to airplane crashes, train wrecks, and highway accidents. The subtle and multifaceted nature of the refinancing ratchet effect is just one example of the much broader challenge of defining, measuring, and managing systemic risk in the financial system. Closed for comment; 0 Comments.
- 30 Sep 2009
- Working Paper Summaries
Breakthrough Inventions and Migrating Clusters of Innovation
In just a short period of time the spatial location of invention can shift substantially. The San Francisco Bay Area grew from 5 percent of U.S. domestic patents in 1975-1984 to over 12 percent in 1995-2004, for example, while the share for New York City declined from 12 percent to 7 percent. Smaller cities like Austin, Texas, and Boise, Idaho, seem to have become clusters of innovation overnight. Despite the prevalence of these movements, we know very little about what drives spatial adjustments in U.S. invention, the speed at which these reallocations occur, and their economic consequences. In this paper, HBS professor William R. Kerr investigates whether breakthrough inventions draw subsequent research efforts for a technology to a local area. Evidence strongly supports the conclusion that centers of breakthrough innovations experience subsequent growth in innovation relative to their peer locations. Key concepts include: Breakthrough inventions spur higher subsequent growth in innovation within a local area and technology compared to peer locations that, for example, have the same overall numbers of patents and similar technologies at the time when the breakthrough occurred. The underlying mobility of the workforce is quite important for the speed at which spatial adjustments occur. Immigrants, and particularly new immigration to the United States, can facilitate faster spatial reallocation. Closed for comment; 0 Comments.
- 30 Sep 2009
- Research & Ideas
Harvard and HBS: The Next 100 Years
Harvard President Drew Gilpin Faust reflected on Harvard Business School's past 100 years and shared her vision of the future, while HBS Dean Jay Light discussed the School's history and highlighted key focus areas for the future. Closed for comment; 0 Comments.
- 29 Sep 2009
- First Look
- 28 Sep 2009
- Research & Ideas
Improving Accountability at the World Bank
Its legitimacy and effectiveness on the line, the World Bank faces criticism from its constituents and the civil society organizations that serve them. What options and arguments for accountability make the most sense for global governance institutions like the World Bank? HBS professor Alnoor Ebrahim testified before the U.S. House of Representatives on paths to change. Key concepts include: As one of the most visible institutions of global governance, the World Bank is also one of the most frequently targeted by civil society organizations. Alnoor Ebrahim examines its accountability mechanisms at the level of projects, policy, and board governance. Despite important improvements over the past two decades, major shortfalls remain. His recommendations address public participation, performance incentives, transparency of governance and operations, and national political processes. Closed for comment; 0 Comments.
- 24 Sep 2009
- Working Paper Summaries
“I read Playboy for the articles”: Justifying and Rationalizing Questionable Preferences
We want others to find us good, fair, responsible and logical; and we place even more importance on thinking of ourselves this way. Therefore, when people behave in ways that might appear selfish, prejudiced, or perverted, they tend to engage a host of strategies designed to justify questionable behavior with rational excuses: "I hired my son because he's more qualified." "I promoted Ashley because she does a better job than Aisha." Or, "I read Playboy for the articles." In this chapter from a forthcoming book, HBS doctoral student Zoë Chance and professor Michael I. Norton describe various means of coping with one's own questionable behavior: through preemptive actions and concurrent strategies for re-framing uncomfortable situations, forgoing decisions, and forgetting those decisions altogether. Key concepts include: Because people do not want to be perceived as (or feel) unethical or immoral, they make excuses for their shameful behavior—even to themselves. People cope with their own questionable actions in a number of ways, from forgoing certain experiences to rationalizing, justifying, and forgetting—a remarkable range of strategies allowing them to maintain a clear conscience even under dubious circumstances. Closed for comment; 0 Comments.
- 23 Sep 2009
- Working Paper Summaries
Operational Failures and Problem Solving: An Empirical Study of Incident Reporting
Operational failures occur within organizations across all industries, with consequences ranging from minor inconveniences to major catastrophes. How can managers encourage frontline workers to solve problems in response to operational failures? In the health-care industry, the setting for this study, operational failures occur often, and some are reported to voluntary incident reporting systems that are meant to help organizations learn from experience. Using data on nearly 7,500 reported incidents from a single hospital, the researchers found that problem-solving in response to operational failures is influenced by both the risk posed by the incident and the extent to which management demonstrates a commitment to problem-solving. Findings can be used by organizations to increase the contribution of incident reporting systems to operational performance improvement. Key concepts include: Operational failures that trigger more financial and liability risks are associated with more frontline worker problem-solving. By communicating the importance of problem-solving and engaging in problem-solving themselves, line managers can stimulate increased problem-solving among frontline workers. Even without managers' regular engagement in problem-solving, communication about its importance can promote more problem-solving among frontline workers. By explaining some of the variation in responsiveness to operational failures, this study empowers managers to adjust their approach to stimulate more problem-solving among frontline workers. Closed for comment; 0 Comments.
The New Deal: Negotiauctions
Whether negotiating to purchase a company or a house, dealmaking is becoming more complex. Harvard Business School professor Guhan Subramanian sees a new form arising, part negotiation, part auction. Call it the negotiauction. Here's how to play the game. Key concepts include: In a negotiauction, the rules are never perfectly pinned down, which creates both opportunities and challenges. The three common negotiauction moves are set-up, rearranging, and shut-down. Negotiauctions help in the current economic downturn by providing a more nuanced mechanism and better outcome for both parties. Closed for comment; 0 Comments.