Knowledge at Wharton

Financial advisors face difficult challenges given the global economic and financial crisis. Yet advisors can not only survive the downturn but also thrive during it according to the authors of a new book Marketing for Financial Advisors: Build Your Business Bring in Clients and Establish Your Brand. Indeed Wharton marketing professors Eric T. Bradlow and Patti Williams and Keith Niedermeier director of Wharton’s undergraduate marketing program suggest that the struggling economy provides an opportunity to ”attack” and gain market share. In an interview with Knowledge at Wharton the three authors discuss how financial advisors can build their business -- even in a down economy -- by adopting data-driven and niche marketing principles.

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Corporate leaders in the United States often draw leadership lessons -- good and bad -- from the examples set by American presidents. But in looking to the White House it’s important to recognize that history’s take on presidential performance is subject to change according to presidential historian Richard Norton Smith who spoke at a recent Wharton Leadership Conference. He offered 10 rules for presidential evaluations that stand the test of time.

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The cable television industry’s answer to the increasing threat from Internet video sites such as YouTube and Hulu focuses on a clear-cut strategy: Make cable subscriptions portable to any Internet accessible device such as a laptop computer or even a mobile phone for no additional charge. Experts at Wharton say the move is a promising early step in meeting the Internet video challenge but they expect more such experimentation ahead.

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As the global recession drags on new concerns are rising about commercial real estate. Loans taken out during the boom years are coming due but commercial property owners are contending with higher vacancy rates lower rents and a less-than-receptive environment for refinancing their obligations. Industry analysts and politicians suggest that commercial real estate is about to become the next high-profile casualty in the ongoing economic meltdown. ”The shoe has already dropped ” says one Wharton real estate professor.

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In their new book titled Innovation Tournaments: Creating and Selecting Exceptional Opportunities Wharton professors Christian Terwiesch and Karl Ulrich point out that identifying new opportunities shouldn’t be seen as a luxury but a necessity. They note that creativity and process-driven rigor can go hand in hand when it comes to vetting and managing new ideas. One way to do this they explain is by making new ideas compete with one another in numerous rounds of vetting -- that is by running them through ”innovation tournaments” -- so that the strongest and most promising ideas make it to the final round. Rich rewards await companies that make the leap.

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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 at Wharton Kleindorfer and Wind discuss the themes of many of the 28 essays in their book.

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When Nandan Nilekani was the CEO of Infosys one of India’s top IT and outsourcing firms he often found himself being forced to answer questions not just about his company but also his country. Sometimes global business executives who visited the company’s sprawling campus in Bangalore would raise issues to which Nilekani had no answer -- such as ”Why does Infosys have such a beautiful campus but also large slums in other parts of the city?” So when Nilekani decided to write a book unlike other CEOs who write about their favorite leadership or management theories he chose India as his subject. In ”Imagining India: The Idea of a Renewed Nation ” Nilekani tackles themes ranging from education and demographics to investment and infrastructure. Nilekani who was recently recruited by Indian Prime Minister Manmohan Singh to head a project to create a national identification card for the country spoke with India Knowledge at Wharton about the book at the recent Wharton India Economic Forum in Philadelphia.

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When multinational companies want to tap into the massive pent-up consumer demand in emerging markets the first countries that they usually think of are China and India. But what about Africa asks Vijay Mahajan author of Africa Rising: How 900 Million Consumers Offer More Than You Think (Wharton School Publishing). Though often overlooked in global corporate growth strategies Africa as a whole has enough consumer power to give China and India a run for their money he argues. Mahajan a marketing professor at the University of Texas in Austin and co-author of an earlier book titled The 86% Solution: How to Succeed in the Biggest Marketing Opportunity of the 21st Century (Wharton School Publishing) talked with Knowledge at Wharton about Africa Rising.

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Thirty-nine executives -- from countries as diverse as Nigeria India Russia South Africa and The Netherlands -- were challenged to devise a profitable business plan to address social ills around the globe. The effort part of the Aresty Institute of Executive Education’s Advanced Management Program called on participants’ expertise in such fields as oil aerospace finance fashion entertainment and HIV/AIDS education.

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U.S. recessions since the oil crisis in the early 1970s each had their own special causes and victims but they also had something in common: They were over relatively quickly. The current downturn however is deeper and already longer than any since World War II. This spells trouble for one especially vulnerable group -- managers in their 40s and early 50s. What can they do when the industry they made their career in downsizes or goes bust? And how should they go about picking themselves up and getting back into the game? Wharton faculty and employment counselors weigh in.

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