Knowledge at Wharton

Most people generally understand that the sooner they begin planning for retirement the better. Putting money aside now rather than later means that you will have more assets in the long run. What many people don’t know however is the amount of money they will need to live on in their golden years. Experts at Wharton examine the reasons why people don’t save enough for retirement and what strategies are available to change that.

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In recent years Wharton management professor Peter Cappelli has heard companies warn about a coming labor shortage to the point where this prediction is now routinely factored into discussions about human-resource issues. The problem Cappelli found is that no such shortage will occur. In his latest research Cappelli explains how challenges in recruiting and hiring stem from changes in the nature of the employer-employee relationship not in a shortfall of workers caused by demographic shifts.

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Managers have long been interested in weeding out customers that they consider to be less profitable than others. The question is how do managers determine who belongs in that group? According to several Wharton marketing professors there is no easy answer despite new and increasingly sophisticated efforts to measure what is called “Customer Lifetime Value” (CLV) – the present value of the likely future income stream generated by an individual purchaser. CLV it turns out is hard to calculate and harder to use.

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It’s a familiar scenario: A company brings in a new department head who immediately decides that the way to show leadership is to reorganize. Then a new division head comes on board or a new CEO and there are more reorganizations sometimes several in one month. Yet according to Wharton management professor Peter Cappelli frequent reorganizations “are like doctors treating patients with antibiotics.” The medication might work short-term but “long-term it can be harmful.” Knowledge at Wharton looks at why some reorganizations succeed and others fail.

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Prices have been at the center of human interaction ever since traders in ancient Mesopotamia began keeping records. Who doesn’t love to guess what something costs – or argue about what something ought to cost? So it should come as no surprise that companies spend a lot of time figuring out how to price their products and services. But two professors in Wharton’s marketing department Jagmohan S. Raju and Z. John Zhang say firms do not always go about pricing the right way despite the huge impact that pricing strategy can have on a company’s profits.

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Women make or influence the purchase of more than 80% of all products and services. So you might think there would be nothing about women’s buying habits that American businesses don’t know. You would be wrong according to two new books entitled “Just Ask a Woman: Cracking the Code of What Women Want and How They Buy” and “Marketing to Women: How to Understand Reach and Increase Your Share of the World’s Largest Market Segment.” The authors offer their observations on what women want when they set out to shop. Hint: Think “warmer ” not “winner.”

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It’s the best of times … and the worst of times. Best in that participants in this year’s Wharton School Business Plan Competition represented an unusually diverse number of industries. Worst in that the ability of entrepreneurs to raise seed money from venture capitalists is distinctly hobbled by a dismal economy and an equally dismal venture capital industry. Of course what shouldn’t change in good times or bad is the ability to recognize a ‘hot’ business plan. See if you can pick the winner from this year’s ‘eight great’ finalists.

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How does Southwest Airlines keep making money? After all the airline industry overall is in a shambles. US Airways and United Air Lines are reorganizing in bankruptcy while American Airlines flirts with the same fate. As a group the nation’s biggest air carriers have lost billions of dollars over the past several years with no immediate recovery in sight. Yet the secret to its success said Southwest chairman Herb Kelleher during a talk at Wharton April 22 is available for anyone including its competitors to see.

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Call-centers are usually regarded as high-pressure workplaces where pay is often skimpy and turnover is rampant. Employee turnover rates in the industry range from 25% to 45% a year – which poses a problem for employers who invest substantial amounts in training workers only to see them leave. A new study by Emilio J. Castilla a professor of management at Wharton shows that if call-center operators want to reduce such high turnover rates improve worker retention and even increase employee productivity tapping into social networks could provide a possible solution.

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For the second year in a row Wal-Mart topped Fortune magazine’s list of largest companies and is also the magazine’s most-admired firm the first time one company has shared both honors since the annual survey began in 1955. The giant retailer continues to expand worldwide planting giant supercenters as well as new neighborhood-scale markets in its attempt to offer more and more goods to a wider array of shoppers. But Wharton faculty and outside analysts note that Wal-Mart still faces a few challenges ranging from its own centralized operations to union opposition to problems with local zoning boards.

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