Experience Stern | News & Events

Excerpt from BBC Capital -- “'Part of the issue is that investors are starting to recognize the inherent risk in the markets — political, cultural, and economic — that makes it very difficult for foreign investors to understand these markets,' said Robert Salomon, associate professor of management and organisations at New York University’s Stern School of Business. 'They underestimate the cost and overestimate the benefits associated with investing in foreign countries.'”

Excerpt from Minnesota Public Radio -- "I think his strategy just didn't have enough time to succeed. I don't think as a strategy, in and of itself, it was flawed. One of our most successful retailers is Walmart. They have an EDLP. They've built it over a period of time. You can't build it overnight. It takes time. It takes a change in merchandise, it takes a change in brand building, all of which was leading to J.C. Penney bleeding and therefore really the strategy didn't really have a chance to succeed. Maybe in three years' time, had the company been able to have taken the losses, we would have seen a different company today."

Excerpt from Bloomberg TV -- "This was such a huge missed opportunity. If you look back at what the Gap did with Old Navy, they came in with 80% of the value of the Gap with 50% of the price. This is sort of 80% of an iPhone at 80% of the price and I just don't think that's that compelling a value proposition when you have all these other competitors who are narrowing the gap of innovation between Apple and the others, but at the same time, Apple just hasn't recognized that and lowered the price."

Excerpt from Fast Company -- "Until recently, the company has been 'using web pages and websites that people visit at a massive scale--a very sizable number of the sites people visit--and each one has some evidence for or against some particular brand,' says Foster J. Provost, a Professor of Information Systems, NEC Faculty Fellow at New York University Stern School of Business, and author of the recent book, Data Science for Business. He pioneered much of the data science behind Dstillery's operation as a member of the founding team. 'They can use both the info from the physical world and the info from the digital world, and they can use this info together to get more of a pure audience,' he says of the newly christened Dstillery."

Excerpt from The New Yorker -- “'There’s a mind-set that consumers are doing this just to save money,' Sundararajan said. 'But I think that what’s really compelling about the sharing economy is the variety and expansion of choices that it offers. Instead of being tied to owning one car, I can drive twenty different ones. So I expect this will expand consumption, rather than shrink it.'”

Excerpt from The New York Times -- “'A partnership involves people realizing that it’s their own money and it can be lost in market speculation and fines and a lot of other ways,' said Roy C. Smith, a former partner at Goldman Sachs who now teaches finance at New York University. Of course, there is a price to doing business the old-fashioned way. 'It’s a good structure if you are happy to stay a small niche player,' Mr. Smith said."

Excerpt from The New York Times -- "Mr. Coase’s work cannot be read as a case for minimal government. On the contrary, his message was more purely pragmatic: Because we can’t negotiate efficient private solutions most of the time, we must ask whether laws and other institutions can help steer us toward solutions we would have chosen if negotiation had been practical."

Excerpt from CNBC -- "'Money market funds lack safety relative to other safe instruments, such as bank deposits or Treasury bills, because they have strong incentives to take on risk when the opportunity arises but they are vulnerable to runs once the risk materializes,' Marcin Kacperczyk and Philipp Schnabl said in a money market stability study for the Stern School of Business at New York University."

Excerpt from The Daily Beast -- "Paul Volcker, who ran the Fed heroically from 1979 to 1987, was a highly effective central banker. And he spent virtually all his career as a government bureaucrat—as an official at the Treasury Department and the New York Fed. 'He was at Chase for relatively short periods earlier in his career,' said William Silber, a professor at New York University’s Stern School of Business and author of Volcker: The Triumph of Persistence. 'He didn’t spend much time in the private sector. The real experience he got dealing with financial markets was between 1969 and 1974 when he was undersecretary of the Treasury.'”

Excerpt from Marketplace -- “'It may be too soon for people to enjoy this crisis because we’re still experiencing it to some extent,' says Richard Sylla, a professor of financial history at New York University's Stern School of Business. Theoretically, he says, one might enjoy a crisis through books, movies and art, but certainly not while your 401(k) is still trying to recover."

Excerpt from Bankrate.com -- "'The markets were shocked by that because they assumed [the Lehman collapse] couldn't happen,' says Richard Sylla, a professor of economics and financial history at New York University. 'That was really the worst part of the crisis.'"

Excerpt from The Wall Street Journal -- "One way to hedge that risk is by rebalancing. Richard Sylla, a professor of economics at New York University, says investors should choose what percentage of their portfolios they are normally comfortable allotting to stocks and bonds, and return to that balance on a regular basis, perhaps every year or six months. 'A certain amount of discipline is needed to do that,' he says."

Excerpt from CCTV -- "Where are the women on Wall Street? If you look at the numbers, they're still not numbers based on the talent base that's coming out of our schools today."

Excerpt from Nightly Business Report -- "Obviously, the decision to go private is kind of to move away from the eyes of Wall Street, to look at longer term targets and to really try and completely reinvent the organization from the ground up. There is really no more money to be made in the PC market, certainly for Dell at this point in time."

Excerpt from Fox Business -- “'They screwed up in the Depression of the ‘30s, but there were a lot of times we had something that could have been worse and the Fed prevented it from getting worse,' said Richard Sylla, a professor and financial historian at NYU."

Excerpt from China Daily -- “'I think it's a mistake not to more aggressively pursue a larger part of the market with a phone at $400 (still more expensive than most of market),' said Scott Galloway, a professor of marketing at New York University’s Stern School of Business. 'The (marginally) lower price doesn't do enough to warrant a different product.'”

Excerpt from Startup Studio -- "I think that NYC has a massive advantage. New York catapulted to second among national rankings for entrepreneurial hubs, and for good reason. As innovators and entrepreneurs, one of the most important things for us is sharing ideas. When ideas are shared, they don’t just add up, they multiply."

Excerpt from BBC -- "The number one lesson we learned from the current environment is we're still deeply interconnected. So what happens to the United States still matters greatly for what happens in the rest of the world, emerging economies in particular, as we see this question about when tapering will begin, if it will begin, what impact that's going to have, and we're seeing it have an effect already on currencies and capital flows."

Excerpt from Strategy + Business -- "I describe rivalry as a double-edged sword. One benefit that I’m investigating may be that when organizations have fierce rivals, the individuals in those organizations may be more committed and more loyal to each other. The presence of a constant rival in their minds may foster greater in-group cohesion. Other benefits include increased motivation and performance. For example, when runners competed against a rival (as opposed to against their other competitors), they ran an average of 5 seconds per kilometer faster in a race. And when we asked individuals to think about personal rivals for just a few minutes, they exhibited increased motivation and persistence on a subsequent task."

Excerpt from MSNBC -- "Fear is an immediate motivator and I think it's therefore an especially powerful tool in marketing for good and for bad...One of the big keys is if people are feeling fearful that you also give them a tool or tools to deal with that fear and you give them a sense of control...so they actually manage the fear and overcome it. Even if the chance of something bad happening is small, we want to know that it's something we don't have to worry about."

Excerpt from Business Insider -- "More information is not necessarily better information. That's the conclusion from an October 2012 New York Federal Reserve study flagged Sunday by Chris Dixon. In 'Have Financial Markets Become More Informative?', Jennie Bai, Thomas Philippon, and Alexi Savov argue that over the past 50 years, markets have not grown more efficient about how to allocate capital, at least via stocks."

Excerpt from CNN -- "The fact that we're here right now is probably evidence that this is a victory for Kenneth Cole. Whether or not this is offensive or across the line is a topic of debate. But to a certain extent, this is a victory that has caused attention and Kenneth Cole is now a big part of today's media lineup. And I think at the end of the day, I think that's a victory for him and the brand."

Excerpt from CNBC -- "On Tesla itself, I think there's been a lot of good news about the company, but it's still a small company. 1.3 billion in revenues. It's losing money. And even with an optimistic view of the future, if you think of it as an automobile company, I find it difficult to get to the $20 billion that you get as a market cap for the company right now. If you allow the revenues to go from where they are now to Audi levels, $65 billion, and the margins to improve to Porsche level margins, they are among the highest in the auto sector, you still end up with a value of about $8 billion, $9 billion, $10 billion for the company. If you want to stretch to $20 billion, you've got to give me a really good narrative as to what's going to be different about the future for this company."

Excerpt from The Wall Street Journal -- "The European Central Bank will be 'tough' in the upcoming asset quality review and stress tests of the European banking sector, New York University professor Nouriel Roubini said Friday. 'I think they will be tough as they want to build a reputation' ahead of taking over the supervision of larger European banks, Mr. Roubini told reporters at a conference here. He added that he thinks the ECB's reviews will find that several Italian banks are undecapitalized, including some of the largest of the country."

Excerpt from Bloomberg TV -- "There is an economic recovery but in my view it's very fragile. GDP growth in the third quarter might be barely 2%. In the second quarter, excluding inventories, it was less than 2%. There is an improvement in the labor market, but in part it's due to a fall in the labor force participation rate."