Knowledge at Wharton

Now that employees in many dot-com companies have suddenly found their stock options to be substantially “out of the money ” is it time to announce the death of stock options as an integral component of compensation packages? Not so fast argue Wharton accounting professors Christopher Ittner Richard Lambert and David Larcker in a new paper that studies whether the performance of new economy firms is related to the level of equity grants to employees.

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“When people have a choice they choose service over anything else including price and product attributes ” says Pat House co-founder and executive vice president of Siebel Systems the world’s leading supplier of eBusiness application software. During a visit to Wharton earlier this month House explained the strategy that has allowed Siebel to thrive in a notoriously turbulent industry.

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Choosing performance measures is a challenge. Performance measurement systems play a key role in developing strategy evaluating the achievement of organizational objectives and compensating managers. Yet many managers feel traditional financially oriented systems no longer work adequately. A recent survey of U.S. financial services companies found most were not satisfied with their measurement systems. In an article on Oct. 16 2000 in the Financial Times’ Mastering Management series Wharton accounting professors Christopher Ittner and David Larcker suggest that financial data have limitations as a measure of company performance. The two note that other measures such as quality may be better at forecasting but can be difficult to implement.

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In an article on Oct. 9 2000 in the Financial Times’ Mastering Management series Wharton marketing professor Barbara Kahn writes about the importance of turning customers into advocates who will not only develop loyalty to your company’s product or service but will also spread the word to other potential buyers.

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Let’s face it. Anyone reading this article thinks that information about how to reward highly-regarded employees applies to them. And we all have ideas about what these rewards should be (more money bigger title bigger office etc.) But short of giving out stock options that will be worth $500 zillion in six months how can managers provide meaningful incentives and rewards for star performers? Wharton management professor Anne Cummings makes some suggestions. (Hint: For starters ditch the company pen set.)

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It’s become an all-too-familiar theme of business articles and books: How dramatic increases in competitiveness innovation deregulation globalization and information intensity have created perpetual uncertainty in everyday managerial life. The solution? Stop acting by the old rules and start thinking with the discipline of habitual entrepreneurs says Wharton management professor Ian MacMillan. MacMillan and co-author Rita McGrath of Columbia University show how this is done in their new book The Entrepreneurial Mindset: Strategies for Continuously Creating Opportunity in an Age of Uncertainty

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Is the lecture hall outdated? Management education needs to be radically rethought for an Internet age becoming more customizable with delivery anytime and anyplace and more applied interactive learning. Two Wharton professors Jerry Wind and David Reibstein discuss a new paradigm for management education facilitated by advances in information technology and how it might be integrated into a decision support system. Wind is also leading the creation of a program that attempts to implement these principles in practice.

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As many companies and individuals have learned the hard way coming up with a new technology doesn’t necessarily mean you will reap the gains from it. What steps can you take to protect your innovation – there are four of them - and how do these strategies work in the brave new world of emerging technologies? Management professor Sidney G. Winter one of the authors of Wharton on Managing Emerging Technologies offers some guidance.

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Internet-based retailers often spend millions of dollars on advertising but how well do they use website log data to track their own performance in turning random browsers into buyers? And buyers into repeat buyers? And repeat buyers into big spenders? Not well at all claims Peter Fader of Wharton’s marketing department. As disturbing signs emerge that online purchasing may be starting to stall Internet-based merchants must do a better job of establishing performance benchmarks and basing marketing strategies on real numbers. They can learn lots of lessons says Fader from the humble grocery store.

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