First Look

Abstract—Much of what we believe about the best ways to compensate and motivate the sales force is based on theory and lab experiments. But in the past decade, researchers have been moving out of the lab and into the field, analyzing companies' sales and pay data, and conducting experiments involving actual salespeople. The findings from this new wave of research support some current compensation practices but call others into question. For example, studies clearly show that caps on commissions hurt sales. If managers must retain a cap, they should set it as high as possible to avoid reducing reps' incentives. Although overly complicated compensation systems have their downsides, research has found that a system needs to include enough elements (such as quarterly performance and overachievement bonuses) to keep high performers, low performers, and average performers engaged throughout the year. Managers should be careful in setting and adjusting quotas. For instance, studies show that ratcheting (raising a salesperson's annual quota if he or she exceeded it the previous year) dampens motivation. The research also suggests that it's important to pay attention to the timing of bonuses: a reward given at the end of a period is more motivating than one given at the beginning.

Publisher's link: https://hbr.org/2015/04/how-to-really-motivate-salespeople

Abstract—No abstract available.

Publisher's link: http://www.swlaw.edu/pdfs/jle/jle643coates

Abstract—The ubiquity of Internet access has caused a sharp rise in the number of businesses offering platforms that connect users for communication or commerce. Entrepreneurs are particularly drawn to these platforms because they create significant value and have modest operating costs, and network effects protect their position once established-users rarely leave a vibrant platform. But these businesses also raise significant start-up challenges. Every platform starts out empty. Platforms need to immediately attract not only many users but also multiple types of users. For example, it's not enough that many customers want to book taxis by smartphone. Drivers must also be willing to accept smartphone bookings. Harvard Business School professor Ben Edelman has been studying the dynamics of platform businesses and the strategies for launching them for 10 years. In this article he draws on research on dozens of platform sites and products to offer a framework for building a successful platform business. It involves asking five basic questions: (1) Can I attract a large group of users at once? (2) Can I offer stand-alone value to users? (3) How can I build credibility with customers? (4) How should I charge users? (5) Should my platform be compatible with legacy systems?

Publisher's link: https://archive.harvardbusiness.org/cla/web/pl/product.seam?c=38296&i=38298&cs=5885d4ae0446438705bf6d61b91dbbf9

Abstract—What is the ownership structure of bankrupt debt claims? How does the ownership evolve though bankruptcy? And how does debt ownership influence Chapter 11 outcomes? To answer these questions, we construct a data set that identifies the entire capital structure for 136 companies filing for U.S. Chapter 11 bankruptcy protection between 1998 and 2009 and that covers over 71,000 different investors. We categorize the investors in the capital structure of bankrupt firms according to their institutional type and track them from the initial filing until the vote on the plan of reorganization. We document several novel facts about the role of different institutional investors, the impact of debt ownership concentration, and the role of trading in bankruptcy. We find that trading during the case leads to higher concentration of ownership, particularly among debt claims that are eligible to vote on the bankruptcy plan of reorganization. Active investors, including hedge funds, are the largest net buyers of claims in bankruptcy. While initial ownership concentration is important for coordination of a prearranged bankruptcy filing, it is consolidation of ownership during bankruptcy-and specifically consolidation of ownership of voting classes-that has an impact on the speed of restructuring, the probability of liquidation, and class-level as well as overall recovery rates.

Publisher's link: http://papers.ssrn.com/sol3/papers.cfm?abstract_id=1573311

Abstract—A retail guru attempts to reposition an established brand and introduce an entirely new pricing scheme. Early financial results from the strategic shift are not favorable. Based on the experience of U.S. retailer J.C. Penney, the piece raises fundamental questions about repositioning retail brands and the ability to shift consumers to entirely new pricing formats. It further raises the question of when to declare that a new approach to the business has failed.

Publisher's link: http://ezp-prod1.hul.harvard.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=99621003&site=ehost-live&scope=site

Abstract—No abstract available.

Publisher's link: https://hbr.org/2015/03/if-greece-embraces-uncertainty-innovation-will-follow?utm_source=Socialflow&utm_medium=Tweet&utm_campaign=Socialflow