Knowledge at Wharton

During a recent Wharton Leadership Lecture De Beers managing director Gareth Penny presented the history strategy and mystique of the international diamond company and offered his views on what it takes to be a leader in today’s global society. In response to questioning from the audience he also addressed the issue of ”conflict diamonds” and noted De Beers’ efforts to eliminate the sale of these products as well as to improve the health of communities where diamonds are mined.

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Omar Hamoui could be called a ”serial entrepreneur.” Immediately out of college he started his first business a consulting company that grew to between 20 and 25 people. Then came what he characterizes as the one job he has ever had: a two-year stint working at Sony. After that Hamoui created a series of startups built around the expanding ecosystem of mobile devices. While he was a first-year MBA student at Wharton in 2006 he came up with the idea for AdMob a company that sells advertising for phones’ mobile browsers. In the space of a year AdMob claims to have become the ”world’s largest mobile advertising marketplace.” Knowledge at Wharton spoke to Hamoui about the evolution of mobile advertising.

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When Circuit City announced last week that it was laying off 3 400 workers so it could rehire new ones at lower salaries it raised the question of just what strategic benefits the company -- or any company -- expects to achieve through employee downsizing. Clearly these benefits depend on the underlying strength of the organization and the specific reasons behind the cost-cutting but most experts agree that unless layoffs are part of a well-planned strategy the move could cause as many problems as it was intended to cure.

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Microsoft’s Ray Ozzie has a long and storied history of technological innovation with accomplishments that include creating Lotus Notes and founding Groove Networks. But Ozzie may now be facing the most daunting challenge of his career: coordinating the work of Microsoft’s various product groups to keep the world’s largest software company agile enough to address the challenge of the next generation of Internet-enabled software. Knowledge at Wharton recently met with Ozzie to talk about his vision for the future of networked computing.

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The newsroom at washingtonpost.com the website of The Washington Post is not so different from that of a print newspaper with one notable exception: At a time when newsrooms across the country have empty desks from recent buyouts and layoffs staff numbers here are expanding to fill every available nook and cranny. Washingtonpost.com is a success story in an industry where the divide between vibrant online ventures and shrinking print products is increasingly sharp. But even the Post has no idea how long that success will last how much money it can make from the venture or who exactly its competition is.

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At American Airlines’ AAdvantge e-shopping site more than 200 vendors -- including Bergdorf Goodman Home Depot and Petco -- offer bonus miles to shoppers. At the Apple Store a dollar spent earns one mile while Hallmark pays 10 miles for each $1 in sales. Continental’s OnePass program allows members to earn two miles for every $1 paid for electricity from Gexa Energy of Houston. The list goes on. But while the number of programs is increasing they don’t always provide a big payout for all their participants according to Wharton marketing faculty.

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A system to gauge whether loan recipients are escaping poverty an overhaul of the loan making system and a bold plan to use the infrastructure of microfinance to tackle other social woes are some of the ways that microfinance is evolving despite continuing criticism from those who doubt its effectiveness in the struggle against poverty. Alex Counts CEO of the Grameen Foundation and keynote speaker at the recent Wharton Social Impact Conference 2007 explained the progress that both the Grameen Bank and the Grameen Foundation are making in promoting entrepreneurship around the world.

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Attention shoppers: Did you find everything you were looking for? Retail customers who answer ”yes” to this question might very well represent the Holy Grail to retail operators who want to increase their sales with only a modest increase in costs or in some cases increase sales by merely reallocating staff within a store at no extra cost. Impossible? Not according to a new study on retail store execution by Wharton operations and information management professors Marshall L. Fisher and Serguei Netessine and Wharton doctoral student Jayanth Krishnan.

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In the best possible marketplace all buyers see the prices asked by all sellers and all sellers see the prices offered by all buyers -- and little guys are treated the same as big ones. The result: competition that insures the most efficient interplay of supply and demand. In theory it sounds great. And indeed this is the idea behind the Security and Exchange Commission’s push for an integrated stock market called the National Market System or NMS. But could the best intentions backfire? Wharton finance professor Marshall E. Blume answers that question in a new research paper titled ”Competition and Fragmentation in the Equity Markets: The Effect of Regulation NMS.”

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For the last couple of years auto analysts and others have focused most of their attention on the troubles in Detroit home of General Motors and Ford two American car companies that have been struggling to regain their footing in the auto industry. But what has been going on in Wolfsburg the headquarters of Volkswagen a quintessential German automaker and in Stuttgart headquarters of DaimlerChrysler a German-American hybrid? Quite a bit actually. Knowledge at Wharton looks at the situation at VW now that Porsche has upped its ownership stake in the company and also at Chrysler acquired by DaimlerBenz nine years ago in a partnership deal that may finally be coming to an end.

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