Yoram Wind - Faculty Research in Knowledge@Wharton

Bing Gives Microsoft a Boost, but Can It Compete with Google?

Wed, 05 Aug 2009 16:41:52 EST

Early reports show that Microsoft's new search engine, Bing, has managed to draw more users than its predecessor, Live Search. According to Wharton faculty, however, while Microsoft's campaign to promote Bing has been successful so far, it is unclear whether its well-funded effort will make significant inroads in a market dominated by Google. On the other hand, they believe the campaign helped pressure Yahoo into an important partnership agreement after months of fitful negotiations.

Technological Evolution Stirs a Publishing Revolution

Wed, 05 Aug 2009 16:41:52 EST

According to Wharton faculty who follow the complicated, emotionally fraught subject of how we buy and sell literature, devices such as Amazon's Kindle and an on-demand book-printing machine called Espresso are helping to upend longstanding customs in the slow-to-change business of book publishing.

Harnessing Networks to Create Value and Identify New Opportunities

Wed, 15 Jul 2009 16:36:33 EST

As the recent financial crisis has showed so dramatically, networks exist everywhere. Global inter-linkage of loans and mortgages -- which were intended to distribute risk -- actually ended up spreading it far and wide. Similar network-based impacts are at work in fields as diverse as information security and supply chain management. But while networks create new risks, they also generate new opportunities, write Paul R. Kleindorfer, Yoram (Jerry) Wind and Robert E. Gunther in their new book, "The Network Challenge: Strategy, Profit and Risk in an Interlinked World." In an interview with Knowledge@Wharton, Kleindorfer and Wind discuss the themes of many of the 28 essays in their book.

Going Green: Why Germany Has the Inside Track to Lead a New Industrial Revolution

Tue, 07 Apr 2009 12:01:31 EST

Already a leading player in so-called clean technology -- the mix of environmentally benign power generation and environmentally friendly technologies -- Germany may become the epicenter of the world's next industrial revolution: the triumph of clean, cheap, sustainable electricity.

What Does It Take to Compete in a Flat World?

Wed, 31 Oct 2007 13:49:19 EST

When Thomas Friedman wrote his popular book, The World Is Flat, one of its central arguments was that geography might soon become history. The proliferation of information technology and telecommunications networks has integrated the world in ways that were unimaginable in the past -- and this has transformed how companies produce and distribute products and services. One result of this transformation is the rise of networks of companies that are bound together through IT and logistics. How can firms strive for and gain competitive advantage in such an environment? Victor and William Fung, group chairman and managing director of Hong Kong-based Li & Fung, and Yoram (Jerry) Wind, a professor of marketing at Wharton, deal with this issue in their new book, Competing in a Flat World: Building Enterprises for a Borderless World. They recently spoke with Knowledge@Wharton.

Can't Run, Can't Hide: New Rules of Engagement for Crisis Management

Wed, 19 Sep 2007 15:42:32 EST

The corporate apologies are piling up. Mattel CEO Robert Eckert apologized on September 12 for lead paint found in millions of the company's toys. TD Ameritrade CEO Joe Moglia apologized on September 14 for a database breach. Apple CEO Steve Jobs apologized on September 6 for cutting the price of the high-end iPhone. Dell executives apologized in August for delayed deliveries of certain models. JetBlue apologized in February for canceling flights and leaving passengers stranded during an ice storm. While executives moved quickly to stem damage to their companies' reputations, it takes more than speed to manage a crisis. As Wharton experts and others point out, the rules governing crisis management have changed.

Will a New Theory Help Firms to Manage in a 'Flat' World?

Wed, 25 Oct 2006 16:12:14 EST

The take-off point for the innovations that we now call the "new economy" is generally traced to 1985, when Michael Porter developed his value chain analysis. But the root of the theory of the firm began in 1776 with the publication of Adam Smith's treatise, The Wealth of Nations. Since then of course, technological, cultural and other changes have shaken the theories underpinning economic activity. Recognizing this, the SEI Center for Advanced Studies at Wharton asked four experts to consider how executives can make sense of the changing environment. As part of a broad research project, the Center is also distributing a survey to senior executives worldwide.

Farewell, Peter Drucker: A Tribute to an Intellectual Giant

Wed, 30 Nov 2005 15:55:06 EST

Decades ago, Peter F. Drucker single-handedly began the exploration of what he called "the dark continent of management." That exploration, which gave birth to the field of management, came to an end on November 11 when Drucker passed away at age 95. Wharton professors point out that Drucker's most important contributions are grounded in his writings on management and marketing. Despite his death, his legacy and impact as a role model will last.

Rules to Remember for Latin American Firms Seeking Toeholds in the U.S. Market

Wed, 30 Mar 2005 10:15:26 EST

According to panelists at the recent Wharton Latin American Conference, companies interested in exporting to, or operating in, the U.S. market should pay attention to a few key points. First, the U.S. market must be seen as part of a global strategy, not the only strategy. Second, companies must understand the different cultures and expectations of the markets and consumers they export to. Third, no matter how successful a business is in its home country, exporting products requires adequate funding in order not to fail. And fourth, forming the right partnerships and understanding the importance of corporate governance are critical. The panelists focused their discussion on the consumer products, entertainment and financial consulting industries.

What's the Buzz About Buzz Marketing?

Wed, 12 Jan 2005 15:15:21 EST

There's a new marketing catchphrase that's getting rave word-of-mouth reviews. From articles in the popular press to conversations in the classroom, huge companies to boutique marketing firms, suddenly it seems you can't talk about new products without addressing 'buzz marketing.' "People are buzzing about buzzing," says Wharton marketing professor Barbara Kahn who adds, along with others, that word-of-mouth marketing has long been recognized as a way to influence consumer behavior. What's new about buzz marketing is the structure and hype surrounding it and the attempts to measure its effectiveness on sales.

Amazon's Multiple Personalities

Fri, 14 Jan 2005 14:58:50 EST

Given the 86 million consumers that Jupiter Research predicts will be buying gifts online this holiday season, Amazon should be throwing off good cheer all around, right? Not exactly. Wall Street is acting like Scrooge as it frets about slowing revenue growth and diminishing profit margins in 2005. The big problem: Analysts are belatedly coming around to the idea that Amazon may be just a retailer, not some Internet high-flier that will dominate e-commerce. That means Amazon shares should be valued lower. Wharton experts, however, say these short-term worries are overblown although Amazon's business model does raise some concerns. Is being viewed as a retailer really so bad?

The Power of Impossible Thinking

Wed, 25 Aug 2004 22:17:17 EST

Most of the time we ignore so much of the world around us. We are sleepwalkers in our own lives, relying upon crib sheets and lecture notes in place of the full spectrum of experience. We walk through the world and don’t pay attention to it. We see without seeing. We quickly classify others as “others” and don’t see them as individuals. We classify new ideas as “crazy” and don’t give them a second thought. In The Power of Impossible Thinking, Yoram (Jerry) Wind and Colin Crook explain how to realize the wonders and perils of operating outside our old mental models.

What's Behind the 4-Minute Mile, Starbucks and the Moon Landing? The Power of Impossible Thinking

Wed, 14 Jul 2004 15:04:46 EST

Impossible thinking. It is what put men on the moon, allowed Starbucks to turn a commodity product into a powerful global business and permitted Roger Bannister to run the four-minute mile. While not every “impossible thought” can become a reality, very often the greatest obstacle to transforming our organizations, society and personal lives is our own thinking. This may seem to be a simple idea in theory – that what we see and act upon is more a product of what is inside our heads than out in the world – but it has far-reaching implications for how we approach life and decision making. In their new book titled, The Power of Impossible Thinking: Transform the Business of Your Life and the Life of Your Business, Wharton marketing professor Jerry Wind and Colin Crook, former chief technology officer at Citibank, discuss the process – and promise – of “impossible thinking.”

How Business Can Prepare for War

Sun, 09 Feb 2003 00:00:00 EST

Hit by both the threat of war in Iraq and a lingering economic slowdown, companies in many areas of the world are reining in investments and postponing the launch of new projects, according to a webcast/teleconference organized by Wharton on February 12. Titled �Business and the Pending War,� the discussion brought together Wharton faculty and members of the Wharton Fellows program, a network of global senior executives, who shared their views on how companies can prepare for a war that more and more people consider inevitable.

Could a Cyber-Terrorist Take Down Your Company? Don�t Wait to Find Out

Wed, 28 Aug 2002 00:00:00 EST

For companies that move millions of dollars around the globe, discovering that a hacker is transferring funds into private accounts can be traumatic. How can companies identify their areas of vulnerability and set up defensive processes? As Wharton professors told participants at a conference about last month, one way might be to set up a �destroy-your-brand� exercise.

The New Business Reality

Wed, 30 Jan 2002 00:00:00 EST

ideas about what effect those events would have on business and the economy. It was clear, however, that even before the attacks, major changes were underway that would alter the business landscape. To help understand these changes, Wharton�s Aresty Institute of Executive Education held a three-day symposium in December called Wharton on the New Business Reality: Scenarios and Strategies for the Future. Knowledge@Wharton covered the symposium.

What Webvan Could Have Learned from Tesco

Wed, 10 Oct 2001 00:00:00 EST

Webvan, the ambitious online grocer, once bragged that it would set a new standard for Internet retailing. As most people now know, for all its hubris the company has turned out to be one of the dot-com economy�s most spectacular failures. After burning its way through $1.2 billion in capital, it declared bankruptcy in July. Does Webvan�s collapse mean that shoppers dislike buying groceries online? For a part of the answer, look across the Atlantic to a Britain-based supermarket chain called Tesco. Its online arm, Tesco.com, will probably have revenues of $420 million this year.

What�s in Store for the Capital Markets and the Economy?

Wed, 26 Sep 2001 00:00:00 EST

In the two weeks since the terrorist attacks on the World Trade Center and the Pentagon on Sept. 11, stocks have been see-sawing on Wall Street, alternately plunging and rebounding day after day. Does that mean that stocks have hit the bottom? Or could they fall further? Wharton professors and industry experts say that economic uncertainty will continue even as some investors are starting to beef up their stock portfolios.

Did Terrorists Blow Up the Recovery?

Thu, 13 Sep 2001 00:00:00 EST

When airplane hijackers destroyed the World Trade Center and attacked the Pentagon on September 11, they unleashed the bloodiest terrorist attack in U.S. history. In addition, however, they also dealt a body blow to a weak global economy that already teeters on the brink of a recession. These attacks will dramatically affect consumer confidence and also have a major impact on industries such as travel and insurance. As such, the Bush administration will have to provide economic as much as political and military leadership. Wharton professors offer specific suggestions, including an immediate interest-rate cut and selective tax cuts.

Dotcom Bomb Hits the Publications That Covered It

Wed, 29 Aug 2001 00:00:00 EST

The Industry Standard, a respected chronicler of the New Economy, shut down earlier this month following a serious decline in technology advertising. Other Internet-oriented publications are facing similar difficulties. Their problems, note some industry observers and Wharton faculty, shouldn�t come as any surprise. The tell-tale signs of trouble were there all along.

Can Priceline Remain Profitable?

Wed, 15 Aug 2001 00:00:00 EST

Priceline, the online travel company, once seemed to be headed for disaster like dot-coms such as Webvan and eToys. Instead, two weeks ago the company announced that it had made a small profit in the second quarter. Was this a flash in the pan? Will Priceline be able to keep up this performance? Experts at Wharton say the company is doing some things right, but it still faces massive challenges and growth will be hard to sustain.

It's Not Easy Being Paul Green

Wed, 08 Nov 2000 14:40:03 EST

Those of us who drive along highways in the Northeastern U.S., stay at Marriott Hotels worldwide or shop for consumer goods on the web are experiencing the benefits of conjoint analysis, a research methodology used to measure consumer preferences that was first developed by Wharton marketing professor Paul Green in the late 1960s. In a recent talk with Knowledge@Wharton, Green discusses, among other things, new ways to �bundle� information, the pharmaceutical industry�s targeted advertising campaign, and the role of the Internet in the global marketplace.

Just-in-Time Education: Learning in the Global Information Age

Wed, 30 Aug 2000 13:27:55 EST

Is the lecture hall outdated? Management education needs to be radically rethought for an Internet age, becoming more customizable, with delivery anytime and anyplace, and more applied, interactive learning. Two Wharton professors, Jerry Wind and David Reibstein, discuss a new paradigm for management education facilitated by advances in information technology and how it might be integrated into a decision support system. Wind is also leading the creation of a program that attempts to implement these principles in practice.

Three Marketing Lessons from the Love Bug

Wed, 24 May 2000 14:45:39 EST

Millions of users are recovering from last Thursday�s swift, silent attack of the Love Bug virus. For the past few days, newspaper pages and television screens have been filled with accounts from Manila, as the hunt continues for the hacker who unleashed the pandemic that crippled corporations and governments around the world. And yet, one of the most fascinating aspects of the Love Bug was the speed of its global proliferation. According to experts, it flashed around the world in just two hours. As CEOs and marketing directors ponder global marketing strategies for their products, can they learn any positive lessons from the Love Bug�s global odyssey? Three Wharton professors believe they can.

New Rules of Digital Marketing

Wed, 13 Oct 1999 13:34:58 EST

The digital revolution has overturned the world of marketing. In a recent paper, Wharton�s Jerry Wind, director of the SEI Center for Advanced Studies in Management, and co-author Vijay Mahajan, a marketing professor at the College of Business Administration of the University of Texas at Austin, examine the impact of digital marketing on pricing, in situations where customers can propose their own prices or where buyers and sellers can haggle independently in auctions. Wind and Mahajan offer 10 rules of thumb to help executives navigate the challenges of digital marketing.

Who's Buying on the Internet?

Wed, 01 Sep 1999 12:09:12 EST

Almost everyone who has anything to do with the electronic commerce explosion wants an answer to that question. David J. Reibstein, a marketing professor at Wharton, attempts a reply in a chapter from a new book, Digital Marketing. While many observers of e-commerce focus on the business-to-business market, Reibstein ploughs through data in the consumer market.

Marketing Strategy in the Global Information Age

Fri, 23 Jul 1999 16:36:14 EST

The pace of change in world markets calls for a new marketing paradigm. Yoram (Jerry) Wind, director of the SEI Center for Advanced Studies in Managment, urges companies to discard current methods and models and build a new approach to marketing. He argues, in effect, that those who refuse to scrap outmoded ideas risk being scrapped by their customers.

The Knowledge Edge

Wed, 23 Jun 1999 08:00:00 EST

As more and more companies share what they know to enhance their competitive advantage, they are beginning to recognize the value of knowledge management. At Wharton, the Reginald H. Jones Center for Management Policy, Strategy and Organization explored these themes in a conference on Creativity and Knowledge Creation. The proceedings offer insights into the theory and practice of knowledge management.