105 Posts found for Source: IESE Insight

Among advertising sequences, there’s a gold standard to build brand appeal in consumers’ minds.

Content: Article | Authors: Albert Valenti, Gokhan Yildirim, Koen Pauwels, Marc Vanhuele, Shuba Srinivasan | Source: IESE Insight | Subjects: Advertising, Marketing / Sales

Overpaying CEOs is a mechanism that floats all boats but undermines competition and leaves consumers paying more.

Content: Article | Authors: Florian Ederer, Martin Schmalz, Miguel Anton, Mireia Giné | Source: IESE Insight | Subjects: Corporate Governance, Finance

A new study published in Nature Human Behaviour sheds light on the role of within-job pay differences in the gender pay gap.

Content: Article | Authors: Halil Sabanci, Marta Elvira, Paula Apascaritei | Source: IESE Insight | Subjects: Compensation, Diversity, Human Resources, Organizational Behavior, Women in Business

When presenting BMI internally, be conscious of how you do it. When framed as a threat, people tend to get more rigid, which restricts information, narrows attention and reduces channels, resulting in inertia. When framed as an opportunity, people react more positively under the expectation of gain, which motivates change and promotes innovation. Opportunity and threat perceptions act as important cognitive antecedents to business model … [ Read more ]

Content: Quotation | Authors: Christoph Zott, Raphael Amit | Source: IESE Insight | Subjects: Change Management, Innovation

What’s interesting is that people often treat middle managers as the dispensable layer of the organization. This may be a contracting issue. Those at the very top are incentivized with high compensation tied to stock options. Those at the very bottom have simpler tasks that are spelled out in legally enforceable hourly contracts. Not so for those in the middle, who are responsible for implementing … [ Read more ]

Content: Quotation | Author: Claudine Gartenberg | Source: IESE Insight | Subjects: Human Resources, Motivation, Organizational Behavior

As … Viktor Frankl noted in his writings, we are motivated not so much by money or material objects as by a fundamental need for meaning in our lives, which may come from family, religion, our vocation or something else that acts as the modal force of who we are as individuals. Now, taking that insight and expanding it to companies in the shared sense, … [ Read more ]

Content: Quotation | Author: Claudine Gartenberg | Source: IESE Insight | Subjects: Management, Organizational Behavior

If human nature felt no satisfaction (profit apart) in constructing a factory, a railway, a mine or a farm, there might not be much investment merely as a result of cold calculation.

Content: Quotation | Author: John Maynard Keynes | Source: IESE Insight | Subject: Economics

Does corporate purpose influence firm performance? More than two decades ago, the scholars Christopher A. Bartlett and Sumantra Ghoshal argued that purpose, not strategy, structure or systems, was the essential precursor to effective management. Since then, the public discourse on purpose has gone up substantially. And while there’s a growing body of research on related topics — from CSR to ESG — when it comes … [ Read more ]

Content: Article | Author: Claudine Gartenberg | Source: IESE Insight | Subject: Organizational Behavior

Does corporate purpose influence firm performance? More than two decades ago, the scholars Christopher A. Bartlett and Sumantra Ghoshal argued that purpose, not strategy, structure or systems, was the essential precursor to effective management. Since then, the public discourse on purpose has gone up substantially. And while there’s a growing body of research on related topics — from CSR to ESG — when it comes … [ Read more ]

Content: Article | Author: Claudine Gartenberg | Source: IESE Insight | Subjects: Best Practices, Management, Organizational Behavior

Telling consumers when availability is low has two effects: 1) the scarcity effect induces some customers to buy while they can for fear of missing out; and 2) seeing customers rushing to buy prompts others to follow suit, in what’s known as the herding effect. Product popularity is taken as a proxy for product value. Harnessing these effects can boost sales.

However, it can also backfire. … [ Read more ]

Content: Article | Authors: Eduard Calvo, Laura Wagner, Ruomeng Cui | Source: IESE Insight | Subject: Marketing / Sales

Jaume Ribera breaks down the life cycle of a crisis into five stages and explores the challenges and opportunities each stage presents.

Content: Article | Author: Jaume Ribera | Source: IESE Insight | Subjects: Management, Operations

Why do so many companies insist on focusing their mail campaigns on their most valuable customers? The problem, as research points out, is that many times their analyses of marketing campaigns ignore the cross-channel effects between communication and sales, so they reach the wrong conclusions. They fail to consider the influence that direct mail has on online sales or that digital campaigns have on brick-and-mortar … [ Read more ]

Content: Article | Authors: Albert Valenti, Gokhan Yildirim, Koen Pauwels, Shuba Srinivasan | Source: IESE Insight | Subject: Marketing / Sales

Discount, premium, online-only, you name it: how a company “does business” is as important, or more so, than the geographic or product market in a merger. According to research by Timo Sohl and Govert Vroom, when two companies have similar business models, they make better partners.

Content: Article | Authors: Govert Vroom, Timo Sohl | Source: IESE Insight | Subject: Mergers & Acquisitions

Valuing companies is as important as it is dangerous. A miscalculation or faulty method can prove quite costly in negotiations and investing. Moreover, there is no single, foolproof method, and absurd results are often obtained, such as those cited by IESE’s Pablo Fernández in his document cataloging 204 mistakes in company valuations. The author organizes the common mistakes into seven groups – covering errors in … [ Read more ]

Content: Article | Author: Pablo Fernández | Source: IESE Insight | Subject: Finance

A business model is more than just a business plan. Avoid future headaches by reviewing the key elements of good business model design.

Content: Article | Author: David J. Teece | Source: IESE Insight | Subject: Management

Shareholders are not the only ones to benefit from the value created by a firm. Employees, customers and suppliers reap rewards, too. Introducing a new tool to measure value creation dynamically, over time: the Value Creation and Appropriation (VCA) model. IESE’s Roberto Garcia-Castro and co-authors discuss its practical implications for firm strategy.

Content: Article | Authors: Marvin B. Lieberman, N. Balasubramanian, Roberto García-Castro | Source: IESE Insight | Subjects: Finance, Management, Strategy

Global connectedness is measured along the lines of four pillars: trade (products and services), investment (capital), information (internet traffic, phone calls, print media) and people (migrants, tourists, students). These four pillars encompass most of the aspects of international connectedness that have maximum relevance for business people, policymakers, and ordinary citizens concerned with the impact of globalization on their life opportunities,

Content: Quotation | Authors: Pankaj Ghemawat, Steven A. Altman | Source: IESE Insight | Subjects: Economics, International

Businesses are breaking out of the old too-big-to-fail mindset to face disruptive technologies head on. Disruption’s survivors are learning how to benefit from new modes of engagement with potential competitors and tomorrow’s startups. Call it corporate venturing. In this paper, the co-authors outline a menu of options for established businesses looking to embrace startups in their drive to achieve profitable growth.

Content: Article | Authors: Adrià Batlle, Julia Prats, Pau Amigó, Xavier Ametller | Source: IESE Insight | Subjects: Entrepreneurship, Strategy

Taking on a new management position can create certain doubts and insecurities. A clash between expectations and reality is almost inevitable – but it can be minimized. Professor Guido Stein offers 10 tips to streamline your adaptation to a new executive role.

Content: Article | Author: Guido Stein | Source: IESE Insight | Subjects: Career, Personal Development

Professor Pankaj Ghemawat argues that four key propositions he has put forth regarding international business also apply to intranational business – working within national borders. Recognize local biases and regional differences to help unlock strategic opportunities at home as well as abroad.

Content: Article | Author: Pankaj Ghemawat | Source: IESE Insight | Subjects: International, Management