Knowledge at Wharton

The idea of ”McJobs”-- low-paying positions with little chance of advancement -- bothered the CEO of McDonald’s so much that when Merriam-Webster included the term in its dictionary in 2003 he wrote a public letter of protest. His plea went unheeded. ”McJobs” stayed. As this anecdote suggests the idea that franchises especially those in the fast-food sector create dead-end jobs is widespread. Yet in a new study Peter Cappelli director of Wharton’s Center for Human Resources and colleague Monika Hamori challenge conventional wisdom and offer evidence that franchise jobs tend to be better than those in equivalent non-franchise operations.

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The quest for cool is never-ending. Accountants rev up their Harleys to the dismay of hard-core bikers. Soccer moms trade in minivans for hipper Land Rovers. Yellow rubber wristbands appear instantly then just as quickly disappear. There is a fine line between cool and not-so-cool -- a topic explored in a new paper Where Consumers Diverge from Others: Identity Signaling and Product Domains by Wharton marketing professor Jonah Berger and co-author Chip Heath from Stanford. The researchers look at how consumers use products to signal membership in social groups but swiftly abandon those same products when the original message is diluted as other groups co-opt the trend.

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In August less than three months after the introduction of Apple’s iPhone a New Jersey teen announced that he had ”hacked” into the mobile-communications device. The hacker was clearly expressing the frustration that many consumers feel towards Apple for adopting a ”walled garden” -- as opposed to an ”open architecture” or ”open plain” -- corporate strategy. While the walled garden approach often restricts consumers’ ability to modify devices or marry them with other firms’ products and services the open architecture approach has its drawbacks as well. Wharton faculty and others look at the advantages and disadvantages -- for both consumers and companies -- of these two strategies.

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After weeks of skittishness and fear investors showed signs on Tuesday of settling down. ”Yesterday was one of the dullest days in the market that we’ve had in a while and that’s good in many ways ” says Wharton finance professor Jeremy Siegel. Investors have been reeling from widespread problems in the subprime sector stocks have fallen yields on Treasury securities have dropped and some companies are finding it hard to borrow money -- all of which spurred the Federal Reserve last week to announce a cut in interest rates. Meanwhile the upheaval has shown that quant funds despite their computer power aren’t immune to mistakes and market downturns. So what can we expect in the weeks ahead?

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For those entrepreneurs who want to run a company but prefer to skip the start-up stage search funds offer a possible alternative. A specialized form of private equity first launched in the mid-1980s search funds are becoming increasingly popular -- and their supporters claim they can offer investors attractive returns and business owners a compelling exit strategy. What does this trend in private equity mean for investors and for small businesses that might be acquisition targets for these funds? Robert Befidi Jr. and Mark Sinatra managing directors of Gordian Capital in New York City spoke to Knowledge at Wharton about the pros and cons of search funds.

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Wharton marketing professor Leonard Lodish admits he is somewhat to blame for the erosion in brand pricing power that has hit many consumer-goods companies -- but not entirely to blame. In 1993 as store-level scanning data started to become widely available Lodish coauthored an article outlining its power to gauge the effect of price promotions on revenue. But he also warned that these tools were not the only determinant of brand power. Now in a new paper Lodish and co-author Carl F. Mela show how widespread adoption of easy-to-harness short-term measures has altered consumer behavior and made it harder for brand managers to compete.

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Over the past two decades sushi -- a familiar accessible and immensely desirable food that can be found in supermarket aisles and fast food outlets as well as high-end restaurants -- has become a staple of cultures around the globe. Indeed far from signaling the snobbery of those who eat it sushi today belongs to the masses. Yet sushi also says something important about how wealth taste and markets interact according to Sasha Issenberg. In his new book The Sushi Economy: Globalization and the Making of a Modern Delicacy Issenberg argues that sushi reveals the ”complex dynamics of globalization” and shows against all odds that ”a virtuous global commerce and food culture can exist.”

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Several years ago while visiting a regional branch of Lee Hecht Harrison a global career management services company then-president Stephen Harrison was stopped short by ”Ray ” his COO. ”You didn’t greet the receptionist ” said Ray who went on to explain that ”a receptionist is a corporate concierge. They will talk to more important people in a day -- suppliers customers even CEOs -- than you will talk to all year.” Harrison speaking at the recent 11th annual Wharton Leadership Conference contends that small acts like this are part of what makes for an ethical corporate culture. He was joined at the conference by public speaking coach Richard Greene author of Words that Shook the World: 100 Years of Unforgettable Speeches and Events.

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The long-term performance of a company’s stock may be the ultimate test of a CEO’s talents. But that’s not the only measurement used by boards of directors to gauge how well the boss is doing. Experts at Wharton and elsewhere say that companies use many different metrics -- all of which can be fine-tuned to fit a company’s circumstances.

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It’s open season on Microsoft Office. Google is distributing Sun Microsystems’ StarOffice and also has its own web-based productivity suite. Apple has a new spreadsheet called Numbers to compete with Microsoft’s Excel. Open source suite OpenOffice along with several web-based products are attacking as well. All these challengers emerge at a time when Microsoft’s dominance in productivity software -- Microsoft Word PowerPoint and Excel -- remains strong. So why try to overthrow the leader? And how vulnerable is Microsoft to this assault?

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