Experience Stern | News & Events

Excerpt from NBC News -- "'Conversion rates, which used to be a bottleneck in the past, are no longer as much of an impediment,' [Ghose] said. This is for two reasons: Shoppers today are more comfortable shopping on their phones, and stores have invested in technology, like credit card image-capturing, that makes transactions more seamless."

Excerpt from Harvard Law blog -- "We do believe that the detection of illegal insider trading and establishment of the activity to a legal standard is a monumental task that needs to overcome multiple challenges. Ad-hoc whistleblowing procedures, in addition to routine screening of securities trading are useful, but not enough, in our opinion, if the regulators’ pursuit of illegal insider trading is to be efficient and reliable. Therefore, we advocate a scientific approach as a complement to more traditional approaches in order to detect the most striking red flags. We hope that our framework can contribute to providing assistance in one of the key priority areas of security regulation in a fruitful manner."

Excerpt from The Wall Street Journal -- "This is because banks use deposits with short maturities and low rates of interest to fund loans with longer maturities and higher rates of interest, said New York University Stern School of Business professor Lawrence White. 'When the yield curve flattens—as it has, because interest rates generally are quite low and zero is the lower bound for deposits—bank profitability generally suffers,' he added."

Excerpt from Reuters -- "'The End of Accounting' is a book that starts from the premise that the numbers companies publish every three, six or 12 months are no longer up to the job. Balance sheets have barely changed since the 19th century. Profit and loss statements were conceived before World War II. Both are better suited to businesses that make physical goods, and investors who don't measure trades in millionths of a second. The result is that these reams of paper - or pages of online text - no longer drive company valuations."

Excerpt from Reuters -- "They are often what economists Xavier Gabaix and David Laibson have referred to as 'myopic' – they don’t take account of extra costs when forking out the basic price of a good or service. Hotels whacking guests with high internet charges is a classic example. That raises the possibility that a tenant will max out their affordability on rent, and then get hit by extras."

Excerpt from Accepted -- "Alumnus Lorenzo Fertitta (MBA ’93) and his brother Frank J. Fertitta III have given New York University’s Stern School of Business a $15 million endowment gift to create a new program exclusively for U.S. military veteran and active duty students who will be entering the school’s full-time MBA program next year. The school predicts that approximately 20 entering full-time MBA military students who are accepted into the Fertitta Veterans Program will receive scholarship assistance that reduces their tuition to $30,000 per year. Students qualifying for veteran benefits, including Yellow Ribbon funding, will continue to be entitled to receive those benefits."

Excerpt from Evolllution -- "I am a strong believer in marketing and brand building. I think that many of the concepts that I teach in my core marketing course can be applied to the management of higher education institutions. Other than brand building, all organizations need a strong marketing strategy and what we call a value proposition: why a student would come to, say, NYU rather than another university. Other key marketing principles are distribution and communications. For example, with respect to distribution, many universities are not adding online educational offerings beyond traditional bricks and mortar."

Excerpt from Reuters -- "Nearly a fifth of all U.S. companies that exit bankruptcy as a going concern seek creditor protection again within about five years, according to Edward Altman, a professor emeritus at the Stern School of Business at New York University."

Excerpt from Mashable -- "When you're predicting frequent versus infrequent events, it's a whole different ball game, when it comes to making predictions. So it's one thing if you have lots and lots of examples of someone having bought something or having done something and you're making a prediction, versus a situation where it's a one-time event that you're predicting, and so you don't have actual occurrences of winners and losers in presidential elections. There are so few."

Excerpt from Bloomberg -- "The Fed actually is very rule-like in its behavior. It thinks about rules all the time. But they're not slavish, and that's important because they realize there are factors other than a simple rule that should govern monetary policy."

Excerpt from Marketplace -- "I think there's a real concern that the ACA, the Affordable Care Act, will get reversed, and that will have a significant impact on the desirability of being a sharing economy provider."

Excerpt from Business Insider -- "The researchers — New York University's Alixandra Barasch, the University of Chicago's Emma E. Levine, and the Wharton School's Maurice E. Schweitzer — came to their conclusions after conducting a series of studies to test the link between the magnitude of positive emotions people display and others' perceptions of them."

Excerpt from Nightly Business Report -- "There's been a growing sentiment in terms of economic research in jobs and job growth that we've reached a point where technology is no longer creating as many jobs as it destroys. We've had this long history of technology destroying certain jobs but at the same time creating different jobs that use different skills. But we may have reached this point where the balance is tipping in the other direction."

Excerpt from The Hollywood Reporter -- "'Severance is an insurance policy. In the entertainment business, you are putting a product out there that requires imagination. It's inherently risky to be in a creative business,' says compensation expert David Yermack, a professor at NYU's Stern School of Business. 'And you want to provide a safe landing for those you are firing without cause. It's a signal to the next group of managers that you will take care of them.'"

Excerpt from KSCJ -- "Hamilton was absolutely crucial in setting up our financial system... the national debt, the dollar, the first central bank, banking systems, stock markets and corporations.. Hamilton was the key person in giving us that right from the beginning of our history."

Excerpt from The Guardian -- "Dishonesty hurts a brand’s reputation as well as sales, said Tülin Erdem, a business and marketing professor who specializes in brand reputation management at New York University’s Stern School of Business. Welspun’s shares dropped by nearly 43% in the week following the announcement from Target, which was the manufacturer’s second largest customer and accounted for $90m, or 10% of the company’s business, in the fiscal year that ended in March. Retailers play a part in ensuring consumers get what they’re paying for. Although it can be difficult to track every manufacturer’s claim, retailers have a responsibility to take action promptly when they suspect dishonesty, said Erdem."

Excerpt from Nightly Business Report -- "...there are several things that companies can and often do do in these situations. The first thing is to do what Ford and Apple did which is to try to remind the American people they create a lot of jobs here in the U.S. and they are good citizens here in the United States. Another thing that companies often do is they will speak directly to policymakers to try and shape how they think about the kinds of problems and decisions they have to make. And so, it doesn't surprise me to see Bill Ford pick up the phone and to try and speak with President-elect Trump."

Exceprt from the Harvard Law blog -- "Our research shows that companies that also think about their stakeholders when they strategize about their business operations can effectively prevent stakeholder mobilization that escalates into reputational crises. To this end, the same process used for managing employees, suppliers and customers should be applied to managing stakeholders more broadly defined, including local communities, NGOs and activists, mayors and local councils, governments and regulatory agencies."

Excerpt from WalletHub -- "I would strongly encourage consumers to read the 'fine print' on these deals. Some will say the deal is only good for the specific model (stock keeping unit or SKU), and the deal is only good for existing stock. Some may say you can get a "rain check" for when they come back in stock."

In pursuit of a deeper strategic understanding of how big data increases competitive advantage, 70 energetic business analytics students traveled to Shanghai for a key module in their MS in Business Analytics (MSBA) program.   
 

Excerpt from Business Insider -- "'Whether an iPhone is going to go up in price $10 or something is a small issue,' Wachtel said. 'If President Trump starts putting tariffs on electronic goods, does that begin to wreak havoc on the global electronics industry? Now you're talking a real issue.'"

Excerpt from MarketWatch -- "It was apparent from the panel discussion on 'Recent trends in non-GAAP reporting' last week, which was hosted by New York University’s Stern School of Business and included MarketWatch’s Transparency Reporter Francine McKenna and SEC Associate Director Kyle Moffatt, that regulators are starting to turn the screws."

Excerpt from WealthTrack -- "[Theodore Roosevelt] was very independent and a lot of the republican leadership didn't trust him. The republicans were the business party. Teddy Roosevelt was a trust buster and so he kind of alienated some of his own party by pursuing large corporations and breaking them up. They thought a good republican president should be pro-business... so he was somebody who bucked the center of his party."

Excerpt from Knowledge@Wharton -- "Mobile marketing is a powerful approach. Other forms of advertising... can't really come close to matching. But the reality is, in the digital world, a lot of folks find advertising on mobile devices annoying or intrusive and they strongly dislike these ads that ruin their browsing or consumption experience. But the reason this happens is twofold. One is: brands don't have enough information about consumer preferences, so they're showing them a bunch of ads, like throwing darts in the air, hoping one will stick. But in return, what happens is people get overwhelmed and annoyed by those offers and they tune out. So the solution here is figuring out an optimal balance where the number of offers should be less frequent than what it is right now and should be more relevant and targeted. And that's where I ... talk about this two-way communication between consumers and brands. If consumers are able to share more information about themselves, then brands are going to be able to use mobile as a concierge and as a butler, but not as a stalker."

Excerpt from The New York Times -- "'Through this new technology, people are now empowered to express their grievances and to follow people they see as echoing their grievances,' Mr. Bremmer said. 'If it wasn’t for social media, I don’t see Trump winning.'"