articles 11 to 25 of 318
Should Manufacturing Jobs Be 'Re-shored' to the U.S.?
At a time when the word "outsourcing" has become synonymous with "unpatriotic" for many American voters, General Electric, Dow Chemical and other companies are opting to bring back a portion of their product manufacturing -- along with a sizeable number of jobs -- to the U.S. Why are these firms placing a huge bet on what some analysts are now calling "re-shoring"? How many manufacturers are likely to follow in their footsteps? And what factors should global managers take into consideration when they decide whether or not to make such a move?
From: September 26, 2012
Can Free Online Courses Transform the Higher Education Industry?
Amid a sputtering recovery that has highlighted the dearth of qualified workers in particular segments of the economy, many in the business community view free massive online open courses (MOOCs) as a key part of the solution. But others worry that students who rely only on these courses will miss out on the benefits that a campus environment can provide.
From: June 20, 2012
First-class Mess: Saving the U.S. Postal Service
Like many large, once successful organizations, the United States Postal Service (USPS) failed to adapt to sweeping technological changes that have altered how Americans do everything from paying bills to communicating with friends and family. With the USPS facing a possible cash crunch this fall, the service is scrambling to cut costs, and legislators in Washington, D.C., are debating a new law that would transform the organization. The question now is whether the overhaul of the postal service will position it to survive in the decades ahead, or whether it will continue on its current path to irrelevance.
From: June 20, 2012
Changes Needed at Avon Are More Than Cosmetic
Sherilyn McCoy, Avon Products' new CEO, faces a daunting list of challenges: a three-year internal investigation into charges of government bribery in China; an SEC investigation into alleged leaks to analysts; possible takeover offers from two different suitors, and a stock that lost nearly half its value in 2011. Wharton faculty offer a roadmap for getting Avon back on its feet.
From: April 25, 2012
Pop Quiz: Can Indra Nooyi Revive PepsiCo?
When Indra Nooyi became CEO of PepsiCo in 2006, she unveiled a bold plan to introduce wholesome offerings into the company's line of sugary beverages and snacks. But observers say the strategy has amounted to a case of too much, too soon, and now the company must come back from years of flat earnings and waning consumer interest in its products. Recently, PepsiCo's board made a series of leadership changes that indicate Nooyi might be on her way out. How can Pepsi regain the confidence of investors and customers?
From: March 28, 2012
The M&A Market: All the Right Conditions, but No Buyers
Despite sizable amounts of cash on hand, record-low interest rates and countless undervalued companies seeking buyers, the merger and acquisition landscape remains bleak. Nor is M&A activity expected to pick up any time soon, given ongoing uncertainty related to the U.S. economy, the upcoming presidential election and the debt crisis in Europe, according to Wharton observers and other experts.
From: March 28, 2012
The Role of Identity in Successful Post-merger Integration
In the world of mergers and acquisitions, the goal is to take two (or more) companies and seamlessly integrate processes, products and people. When trying to pull off a successful deal, however, many senior executives focus their attention on the financial aspects of mergers and fail to consider their psychological implications, Wharton management professor John Kimberly says. In a new paper, Kimberly and his co-author discuss the common pitfalls that firms make in their efforts at identity integration and offer four approaches for making deals work on an emotional level.
From: February 29, 2012
Patients versus Profits at Johnson & Johnson: Has the Company Lost its Way?
For a corporate icon long held up as the gold standard in business ethics, Johnson & Johnson has suffered some stunning setbacks in recent years. Among the headaches: a seemingly endless string of product recalls, safety issues with the company's artificial hips, and lawsuits brought by numerous states over the marketing of its anti-psychotic medication. Critics wonder whether CEO William Weldon will be able to convince consumers and investors that J&J can regain its once stellar reputation.
From: February 15, 2012
What's Wrong with This Picture: Kodak's 30-year Slide into Bankruptcy
When new technologies change the world, some companies are caught off-guard. Others see change coming and are able to adapt in time. And then there are companies like Kodak -- which saw the future and simply couldn't figure out what to do. Kodak's Chapter 11 bankruptcy filing on January 19 culminates a long series of missteps, including a fear of introducing new technologies that would disrupt its highly profitable film business.
From: February 01, 2012
Research Roundup: Team Performance, Demystifying Market Composition and the Reality vs. Hype of Sponsored Search
How do interpersonal relationships affect the performance of individual team members? Why is a shopping mall composed the way it is, and how do different stores affect each other's business? Do higher-ranked sponsored search listings pay off in terms of a company's bottom line? Wharton professors Jennifer Mueller, Maria Ana Vitorino and Kartik Hosanagar, respectively, examine these issues -- and what they mean for business -- in recent research articles
From: January 18, 2012
Transformative Times: New Opportunities for Business in an Era of Upheaval
In the 20 articles that make up this special report, students from the Joseph H. Lauder Institute of Management & International Studies explore the many ways that the business community has responded to changes in our global economy. They look at individual companies and industry trends, and analyze how startups as well as established firms are taking advantage of transformative events around the world.
From: January 03, 2012
Building Blocks: The Bright Future of Colombia's Cement Industry
Colombia is poised to be the next Latin American growth story, ripe with opportunity for foreign investment. Heavy industries, particularly infrastructure, will be the big winners, as Juan Manuel Santos' government looks to enact new reforms that will modernize the economy. Much like a house, the foundation for the new Colombia will be built upon the cement industry. The bulk of infrastructure spending will be directed toward transportation (primarily roads) and housing, whose key input product is cement. Within Colombia, the cement industry is dominated by three key players: Argos, Cemex and Holcim.
From: January 03, 2012
Spain No Longer Battling the Windmills
Comparing Spain's current market grasp on wind energy with Don Quixote battling the windmill in La Mancha offers a certain irony. If Don Quixote is the representation of Spanish culture, today he would no longer be battling windmills, but rather trying to figure out how to manufacture them all over the world. In exploring the expansion of Spanish multinationals that specialize in wind energy, he would find one company's logo etched on some of the most sophisticated turbines on every continent -- Gamesa Corporación Tecnológica.
From: January 03, 2012
'Thanks, But No Thanks' to Made in China?
China, and the blossoming businesses that constitute this economic giant, have captivated the attention of the world. However, few Chinese companies have become world leaders in their field. While interest in Chinese products is growing exponentially, global consumers remain wary of products made in, or affiliated with, the Middle Kingdom.
From: January 03, 2012
The Groupon Effect in China
In January 2011, Groupon, the world's fastest-growing company, launched its online coupon business in China, the world's fastest-growing economy. At that time, more than 2,000 Chinese group-buying clone sites were already competing aggressively in a highly saturated market. While Groupon might have pioneered the group-discount model in the Western world, the concept of group-bargaining already existed in the Chinese culture. What forces helped shape such rapid growth in this industry in China? How are group-buying companies responding to the competitive landscape? And what are the implications for Chinese consumers today?
From: January 03, 2012
