Experience Stern | News & Events

Excerpt from TheStreet.com -- "'Amazon does pose a major threat,' said Anindya Ghose, Professor of Marketing at New York University's Leonard N. Stern School of Business. 'It is incredibly difficult for a firm like Flipkart or Snapdeal to find a sustainable unique selling point in e-commerce retailing that will help differentiate them from the 800 pound gorilla in the room.'"

Excerpt from Fast Company -- "'Work is most people’s primary social network and an important source of identity,' says NYU professor and sharing economy expert Arun Sundararajan. 'As more and more people do not have this institutional affiliation, and are working more independently, cities will need to work to develop new community infrastructures, to be community creators for their freelance workforces.'"

Excerpt from CBC Radio -- "There is a potential for this to be a bit of a slippery slope here...Trump can't go company by company offering deals for states where he's not even sure if the governor of the state would be willing to go along with those."

On December 1, NYU Stern welcomed David Nenke, director of marketing and product for Cloud Drive and Amazon.com, for a special discussion with MBA students. Nenke shared his insights and information on the advanced technology of voice recognition software and the innovation behind Amazon Echo. 

On December 1, NYU Stern’s Center for Sustainable Business hosted a panel discussion, entitled “Sustainability Leadership: How Companies Are Realizing the Value of Sustainability in Their Business Strategies”. 

Excerpt from OZY -- "NYU Stern professor Vasant Dhar points out that 'gamification is a positive thing; it leads to more engagement and more people playing games.'"

Excerpt from TIME -- "Under Henry, Stern has also increasingly come to see diversity in the business world as an imperative of 21st century finance, as companies change their leadership ranks to reflect the growing percentages of minorities in the U.S. population (and the growing purchasing power of other countries), in order to understand their consumers. Over the past year, the school has boosted the number of scholarships it offers, including the number of full rides for undergrads, from zero to 35; many go to first-generation minority students."

Excerpt from CNBC -- "We've got these two sort of dichotomous situations, right? Tech company versus transportation company. And clearly Uber is something in between. But we've got regulations that are pretty onerous that apply to transportation companies, and so from Uber's point of view, it's better to categorize themselves as a tech company. What we really should be doing is recognizing... that we've got a new category of business models here."

Excerpt from The Economist -- "So how can executives prevent this fear from affecting their behaviour—and hampering opportunities for high-potentials of all genders, races, and ethnicities to succeed? Professor Stehlik observes, 'Most often, the reason people avoid these conversations is you don’t have a real, authentic relationship with that person. You make incorrect assumptions about others, about their abilities and motivations, if you don’t enter into an open conversation with the people who aren’t like you.'"

Excerpt from Fox 5 -- "Machines have become much better at dealing with input directly from the real world...that really changes the role they can play. They can deal with more unstructured data and do more and more of what humans used to take for granted."

Excerpt from ProPublica -- "The potential for Trump’s decisions as president to impact his business holdings loom large. 'What happens if there are federal activities in the proximity of these golf courses or hotels that positively or negatively impact their value,' said Lawrence White, a professor of economics at New York University’s Stern School of Business and a former federal antitrust regulator. 'He’s got a zillion things going on and I don’t see how he can effectively disengage.'"

Excerpt from NBC News -- "'Conversion rates, which used to be a bottleneck in the past, are no longer as much of an impediment,' [Ghose] said. This is for two reasons: Shoppers today are more comfortable shopping on their phones, and stores have invested in technology, like credit card image-capturing, that makes transactions more seamless."

Excerpt from Harvard Law blog -- "We do believe that the detection of illegal insider trading and establishment of the activity to a legal standard is a monumental task that needs to overcome multiple challenges. Ad-hoc whistleblowing procedures, in addition to routine screening of securities trading are useful, but not enough, in our opinion, if the regulators’ pursuit of illegal insider trading is to be efficient and reliable. Therefore, we advocate a scientific approach as a complement to more traditional approaches in order to detect the most striking red flags. We hope that our framework can contribute to providing assistance in one of the key priority areas of security regulation in a fruitful manner."

Excerpt from The Wall Street Journal -- "This is because banks use deposits with short maturities and low rates of interest to fund loans with longer maturities and higher rates of interest, said New York University Stern School of Business professor Lawrence White. 'When the yield curve flattens—as it has, because interest rates generally are quite low and zero is the lower bound for deposits—bank profitability generally suffers,' he added."

Excerpt from Reuters -- "'The End of Accounting' is a book that starts from the premise that the numbers companies publish every three, six or 12 months are no longer up to the job. Balance sheets have barely changed since the 19th century. Profit and loss statements were conceived before World War II. Both are better suited to businesses that make physical goods, and investors who don't measure trades in millionths of a second. The result is that these reams of paper - or pages of online text - no longer drive company valuations."

Excerpt from Reuters -- "They are often what economists Xavier Gabaix and David Laibson have referred to as 'myopic' – they don’t take account of extra costs when forking out the basic price of a good or service. Hotels whacking guests with high internet charges is a classic example. That raises the possibility that a tenant will max out their affordability on rent, and then get hit by extras."

Excerpt from Accepted -- "Alumnus Lorenzo Fertitta (MBA ’93) and his brother Frank J. Fertitta III have given New York University’s Stern School of Business a $15 million endowment gift to create a new program exclusively for U.S. military veteran and active duty students who will be entering the school’s full-time MBA program next year. The school predicts that approximately 20 entering full-time MBA military students who are accepted into the Fertitta Veterans Program will receive scholarship assistance that reduces their tuition to $30,000 per year. Students qualifying for veteran benefits, including Yellow Ribbon funding, will continue to be entitled to receive those benefits."

Excerpt from Evolllution -- "I am a strong believer in marketing and brand building. I think that many of the concepts that I teach in my core marketing course can be applied to the management of higher education institutions. Other than brand building, all organizations need a strong marketing strategy and what we call a value proposition: why a student would come to, say, NYU rather than another university. Other key marketing principles are distribution and communications. For example, with respect to distribution, many universities are not adding online educational offerings beyond traditional bricks and mortar."

Excerpt from Reuters -- "Nearly a fifth of all U.S. companies that exit bankruptcy as a going concern seek creditor protection again within about five years, according to Edward Altman, a professor emeritus at the Stern School of Business at New York University."

Excerpt from Mashable -- "When you're predicting frequent versus infrequent events, it's a whole different ball game, when it comes to making predictions. So it's one thing if you have lots and lots of examples of someone having bought something or having done something and you're making a prediction, versus a situation where it's a one-time event that you're predicting, and so you don't have actual occurrences of winners and losers in presidential elections. There are so few."

Excerpt from Bloomberg -- "The Fed actually is very rule-like in its behavior. It thinks about rules all the time. But they're not slavish, and that's important because they realize there are factors other than a simple rule that should govern monetary policy."

Excerpt from Marketplace -- "I think there's a real concern that the ACA, the Affordable Care Act, will get reversed, and that will have a significant impact on the desirability of being a sharing economy provider."

Excerpt from Business Insider -- "The researchers — New York University's Alixandra Barasch, the University of Chicago's Emma E. Levine, and the Wharton School's Maurice E. Schweitzer — came to their conclusions after conducting a series of studies to test the link between the magnitude of positive emotions people display and others' perceptions of them."

Excerpt from Nightly Business Report -- "There's been a growing sentiment in terms of economic research in jobs and job growth that we've reached a point where technology is no longer creating as many jobs as it destroys. We've had this long history of technology destroying certain jobs but at the same time creating different jobs that use different skills. But we may have reached this point where the balance is tipping in the other direction."

Excerpt from The Hollywood Reporter -- "'Severance is an insurance policy. In the entertainment business, you are putting a product out there that requires imagination. It's inherently risky to be in a creative business,' says compensation expert David Yermack, a professor at NYU's Stern School of Business. 'And you want to provide a safe landing for those you are firing without cause. It's a signal to the next group of managers that you will take care of them.'"