Knowledge at Wharton

Webvan the ambitious online grocer once bragged that it would set a new standard for Internet retailing. As most people now know for all its hubris the company has turned out to be one of the dot-com economy’s most spectacular failures. After burning its way through $1.2 billion in capital it declared bankruptcy in July. Does Webvan’s collapse mean that shoppers dislike buying groceries online? For a part of the answer look across the Atlantic to a Britain-based supermarket chain called Tesco. Its online arm Tesco.com will probably have revenues of $420 million this year.

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Even as so many well-known search engines are struggling for survival Google.com continues to thrive actually turning a profit this year according to the privately-held company. What explains Google’s success and the loyalty of its users? “Performance not glitter ” sums up one Wharton professor. Plus a purist approach to advertising.

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Choose one: a slight pay raise or a shorter work week. If you chose the former you may be suffering from what authors John de Graaf David Wann and Thomas Naylor call “affluenza ” which is both the name of their new book and a reference to America’s worship of economic expansion. Think more shopping malls bigger homes more bankruptcies both monetary and spiritual. Affluenza our reviewer says is a riveting terrifying and inspiring analysis of what ails contemporary America.

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How can executives measure returns on investments they make in information technology? This complex issue touches everything from decisions about replacing desktop computers with laptop models to investments in complex software systems. Experts from Wharton and Intel the giant chip maker suggest some methods that may help executives approach these questions.

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Customer relationship management or CRM is the buzzword du jour in business circles. To hear some proponents talk about it all a company needs to do is buy and install a sophisticated CRM software package to maximize its returns from customers. Wharton faculty members point out however that making CRM work involves doing a lot more.

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Lee Iacocca was a level 4 leader: effective in running the company but often more committed to self-aggrandizement than the sustained future of the institution. Darwin Smith the little-known former head of Kimberly-Clark was a level 5 leader. James Collins author of Built to Last: Successful Habits of Visionary Companies and the forthcoming book Good to Great explained the difference at a Wharton Leadership Conference earlier this month.

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Given recent increases in the use of stock options by both “new economy” and “old economy” companies one might reasonably expect that employees – the beneficiaries of this perk - understand how options work. But according to recent research by Wharton professors David Larcker and Richard Lambert employees tend to be relatively uninformed as to the basic economics of stock options a finding that has important implications for employers boards of directors and management consultants.

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Approximately 60% of new ventures fail because of bad marketing decisions according to Wharton professor Leonard Lodish author of a new book entitled Entrepreneurial Marketing. The book explores the critical role marketing decisions – on everything from brand building and positioning to advertising and pricing - play in a company’s success. As Lodish says: “There are some business people who intuitively understanding marketing but there are a lot who do not.”

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Entrepreneurs as most people know are risk-takers who thrive on uncertainty and change always on the lookout for their next startup. But according to new research from Wharton management professor Ian C. MacMillan and co-author Vipin Gupta entrepreneurs aren’t the only ones who should be able to operate in unpredictable high-risk environments. Drawing on an extensive worldwide survey of middle managers the two authors outline the qualities that define “entrepreneurial leaders.”

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True or false: Leaders have followers but not all followers are subordinates. Quite true says Michael Useem director of Wharton’s Center for Leadership and Change Management. Indeed if managers wish to be effective they must learn how to lead the people they report to as well as the employees they oversee. Useem calls this process “leading up” and it is the subject of his upcoming book.

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