Experience Stern | News & Events

Excerpt from The New York Times -- "'Everything you buy, starting with your weekly groceries, will be flowing through one pipe called Amazon,' said Scott Galloway, a professor of marketing at New York University’s Stern School of Business. 'They’ll have your credit card purchase history, be able to do data-mining on your needs, offer massive selection with a reputation for low prices.'"

Excerpt from Bloomberg -- "I think these defined moments of shopping are becoming less important and people are getting more confidence with the research that they do online that these products will be available for a while, so that the definitive 24-hour 'just-buy-now' is losing credibility, especially when you see Black Friday moving into Thanksgiving. So, I just don't think people are as worried they're going to miss out."

Excerpt from TopMBA -- "The Volatility Institute is focused on analyzing and assessing risk in global financial markets with the aim of influencing international financial policy. The NYU Shanghai extension into China and Shanghai’s financial district of Liujiazui is intended to provide a platform facilitating research into Chinese financial markets."

Excerpt from Project Syndicate -- "The recent decision by the Bank of Japan to increase the scope of its quantitative easing is a signal that another round of currency wars may be under way. The BOJ’s effort to weaken the yen is a beggar-thy-neighbor approach that is inducing policy reactions throughout Asia and around the world."

NYU Stern welcomes David Nenke, WW Director Product and Marketing, Amazon Cloud Drive, Amazon.com, who joins first-year MBAs for a special Block Time discussion on Monday, December 1. 

Excerpt from The Guardian -- "And for the first time, thanks to new research by Alter and Hal Hershfield, an expert on the psychology of time at the University of California’s Anderson School of Management, we have a glimpse of just how profoundly we’re affected when we sense these milestones approaching and experience a 'crisis of meaning'."

Excerpt from The New York Times -- "'It’s phenomenal,' said Michael Moses, a founder of the Mei Moses Fine Art Index, a widely followed measure of art prices, and a retired professor at the New York University Stern School of Business. 'At the Christie’s postmodern and contemporary sale, the average compound return was 20 percent annualized. That’s amazing.'"

Excerpt from NBC News -- "'Consumers are cottoning on to these clever tactics and so over time they are less likely to be fooled,' said Priya Raghubir, the chair of the marketing department at New York University’s Leonard N. Stern School of Business in New York City. 'And if they’re less likely to be fooled, the magic of Black Friday pretty much starts getting lost.'"

Excerpt from CCTV -- "'I’ve seen a really substantial impact not just in the U.S., but also in India of interests in social impact entrepreneurship. I think that comes from realization from a new generation from the people in India that the country’s problems won’t be solved by government, and they are going to have to be solved by free enterprise,' said Arun Sundararajan, a professor from New York University’s Stern School of Business."

Excerpt from OZY -- "And even some concepts that have been percolating for some time now have proved to be a bust at some high-end boutiques. 'It’s been a little slow to catch on,' says Sam Craig, director of the Entertainment, Media & Technology program at NYU Stern School of Business."

Excerpt from The Wall Street Journal -- "The oomph in every rivalry, Kilduff said, comes from similarity, proximity and history. Auburn versus Alabama—an intrastate matchup of public universities that dates to 1893—could be a case study. His research also shows that sports rivalries are stronger when their historical records against each other are closer."

Excerpt from Harvard Business Review -- "The contrast was especially striking given that Airbnb and Uber are together inventing a new organizational form: platforms that are firm-market hybrids, supplying branded service offerings without actually employing the providers or owning the assets used in provision. Crucial to their long-run success could be creating an appropriate platform culture — shared norms, values and capabilities among the providers. It’s the analog of an organizational culture, but without the directive authority or co-located social systems that traditional firms can take advantage of to manage their employees. The fact that these two market leaders are using such different approaches provides a useful testing ground for what works and what doesn’t."

NYU Shanghai is celebrating the launch of the Volatility Institute at NYU Shanghai. The Volatility Institute at NYU Shanghai, located at the NYU Shanghai Pudong Academic Building in the heart of Liujiazui, Shanghai’s financial center, aims to create opportunities for research focused on both the Chinese financial markets and markets around the world.

Excerpt from Fox Business -- "We have to put [the expansion] in context. So, it's double their existing size and also it's one and a half times the size of Twitter. It also puts them at the same size as Salesforce.com, Delta Airlines, Kraft Foods. If we think about Hertz, it's been in the business forever. They're only about 11.3 billion. So, it's important to put it in context and say, what do they need it for? And they really need it for international expansion. So I think that's the interesting question. Why do they need to expand so quickly internationally?"

Excerpt from TIME for Kids -- "'There’s always a risk that someone won’t treat your stuff as well as you want them to,' says Arun Sundararajan. He is a professor at New York University’s Stern School of Business."

Excerpt from CCTV -- "'Even if a minority woman has the same credit profile and the same credit history as a white male going for a loan, she’s still less likely to be approved for that loan,' Franklin said."

Excerpt from Bloomberg -- "Traditionally, we've seen value coming from spinoffs. Usually, we don't see these two big split ups like this, more spinning off of individual divisions and things like that... It tends to create value both in the short term in the stock market and long-term in performance, partly because managers can focus more on the needs and wants of individual businesses and they are heterogeneous businesses in that perspective. Also, incentives work better in more focused companies as well."

Excerpt from WIRED -- "'A lot of entrepreneurs are motivated to understand how to make their success repeatable,' says Prof. Williams. 'But what they have to recognize is there’s a lot of luck involved in entrepreneurship, and most entrepreneurs in the tech sector might only get lucky once.'"

Excerpt from The New York Times -- ‘''There’s a certain amount of liquidity that these large sellers inject into a marketplace that can be very helpful for the marketplace to grow rapidly,' Arun Sundararajan, a professor at New York University’s Stern School of Business who studies the sharing economy, told me. The competition should also help drive down costs, which helps consumers. But these marketplaces, he added, must 'balance the short-term accelerating their growth while also maintaining the quality, and in some sense staying true to what their consumers are looking for' — which might be freedom from big banks, or the stultifying sterility of budget hotels."

Excerpt from China Daily -- "The Shanghai New York University is establishing a Volatility Institute, to create opportunities for research on Chinese financial markets and other markets around the world."

Excerpt from Harvard Business Review -- "Jonathan Haidt at New York University Stern School of Business shows in his research that when leaders are self-sacrificing, their employees experience being moved and inspired. As a consequence, the employees feel more loyal and committed and are more likely to go out of their way to be helpful and friendly to other employees."

Excerpt from Business Insider -- "'Once the secretary of defense post became primarily about policy (as opposed to managing the bureaucracy and keeping the budget under control), Hagel was a challenge for the Obama administration,' Bremmer wrote in an email. 'It's true that he wasn't a good fit for that job, but he also wasn't given a chance — they needed clear policy alignment, and pushed him out.'"

Excerpt from Forbes -- "These formats tend to attract affluent shoppers who enjoy the in-store experience and finds, as well as cost-constrained consumers looking for great value. The appeal is multi-faceted."

Excerpt from CNBC -- "'There's this myth that digital levels the playing field ... I don't think that could be more incorrect,' said Scott Galloway, founder of L2. 'A lot of these guys who are struggling to meet earnings just don't have the dry powder to throw at technology.'"