Experience Stern | News & Events

"A desire for individuality isn’t the only thing driving young people away from mall retailers, according to Serdari. 'We have a new generation that is more sophisticated in the sense that they are more interested in what they’re consuming,' she says. 'They have strong convictions about what they should be wearing and the ethical and authenticity aspects of it, and transparency in terms of manufacturing—especially the ones that are really concerned about climate change.' She pointed to Greta Thunberg and the success of her recent student climate protests as an indicator of what Generation Z is willing to do in order to stand up for their beliefs."

"There probably are a minority of WeWorks that are cash-flow positive and could sustain a corporate headquarters with 80 percent fewer staff. They have 15,000 employees; I don’t see any path that doesn’t involve 5,000 to 10,000 layoffs in the next 60 days."

"'Selling Didi's shares at [a] discounted price doesn't seem unnatural considering the stock price of Uber and Lyft,' said Jihoon Rim, a former CEO of Kakao, a South Korean messaging app that also has a taxi service who is now a professor at New York University. 'When you see a global peer suffering, it is difficult to defend the stock unless you can argue it is different.'"

"What's more, Walter says signing on to the UN principles can be a preemptive exercise by banks 'aiming to ward off regulation.' They are 'making the case that, post-financial-crisis, they have learned some valuable lessons, they understand where they went wrong, and are changing their ways, as encapsulated in the Principles for Responsible Banking.'"
 

Excerpt from Family Circle -- "If you have a very clear memory of reading an email, but you've searched and searched and still can't find it in any file...check your texts. 'It happens all the time--a conversation will continue on three or four different forms of communication,' says Adam Alter, associate professor at [the] Stern School of Business at New York University and author of Irresistible: The Rise of Addictive Technology and the Business of Keeping Us Hooked. 'It's the perfect recipe for dropping the ball.'"

Excerpt from WalletHub -- "Some people do not correctly anticipate how much more interest they will pay, and as a result end up paying too much. A personal loan typically has a defined schedule of payments. This may be helpful for people who have trouble estimating how much interest they will pay and as a way to organize their repayment."

Excerpt from Recode -- "'The owner of the platform manipulates who succeeds or who fails,' one of the report’s authors, NYU Stern Professor Melissa Schilling, told Recode."

Excerpt from The New York Times -- "'Peloton is talking about delivering happiness and connecting people,' Mr. Galloway said. 'No: You sell exercise equipment.'"

Excerpt from Fortune -- "'It is not about just spitting out a probabilistic outcome,' Seamans says. 'You will need everyone on board with the course of action, and if you can’t explain the rationale, you won’t be able to do that.'"

Excerpt from Bloomberg -- (15:35) "This is really a product that is category-defining. It has defined the first realistic middle ground between boring home exercise equipment and going to a studio, going to a fitness class, so I'm bullish about the company, but I think that they have to make a few smart strategic moves in order to justify and grow their valuations."

Excerpt from nScreenMedia "At the Future of Television show in New York this week, Al Lieberman, Executive Director Entertainment, Media, and Technology Program at NYU Stern, opened the event with a short speech. He left the audience with a brief prescient thought: 'Change and risk define where we are in the industry.'"

Excerpt from MIT Sloan Management Review -- "The section on 'investing in our employee' sounds like Henry Ford introducing the $5/day wage plus other services for employees in 1914. But Ford was trying to retain low-skilled workers engaged in repetitive tasks, whereas today's companies are competing for high-skilled people. Overall, the statement reads like an acknowledgment of larger societal shifts and less [as a] changing force itself."

Excerpt from Knowledge@Wharton -- "They have to survive a recession and prove [that this] business model can survive, and then they should go public. If they rush it, I think it's going to be a misfire."

Excerpt from Quartz -- "'Deep discounts can have detrimental erosion effect on the value of products and services in the mind of the consumer, especially if it is done frequently and for an extended duration,' Anindya Ghose, the Heinz Riehl professor of business at New York University’s Stern School, told Quartz."

Excerpt from CNBC -- "One simple way to look at it is, I came to the US 20 years ago and 20 years ago, internet service, cell phone plans, airline tickets -- all of that was much cheaper here than in France. And today, when you fly around the world, you realize it's the opposite."

Excerpt from Business Insider -- "'He's not going to accept change easily,' Adamson adds. 'Once your head gets that big, you're not going to take directions from an operations, management bean counter type. But that's what's required to get this back on track. It's going to be painful. Lots of people are going to lose money.'"
 

Excerpt from The New York Times -- "Decrying 'safetyism' at elite colleges, the authors link rampant anxiety to overparented students with impossible expectations of protection. Our reviewer, Thomas Chatterton Williams, praised the 'disturbing and comprehensive analysis of recent campus trends.'"

Excerpt from Bloomberg -- "If you look back over history, we get occasional dislocations, which are basically liquidity crunches in the financial system, and the Fed has demonstrated, yesterday and on other occasions, a capacity to deal with it..."

Excerpt from Business Insider -- "'Cute doesn't cut it,' Allen Adamson, adjunct professor of marketing at NYU Stern and cofounder of marketing company Metaforce, told Business Insider. 'The challenge is when you create an icon that you burn into someone's head, whether it's the Laughing Cow or the Trix Rabbit, then the trick is, how do you have it do more?'"

Excerpt from Bloomberg -- "'The market is getting more aggressive as it often does towards the top of the cycle,' said Gustavo Schwed, a former partner at private equity firm Providence Equity Partners who is now a professor at New York University Stern School of Business. 'That’s when people get creative.'"
 

Excerpt from Livemint -- “'The difference between voting and non-voting shares should go to zero if there is no chance of changing management/control,' says corporate finance expert, Aswath Damodaran of New York University, in a paper titled The Value of Control."

Excerpt from Raw Data Podcast -- "Google knows your intent... They have all of these data points on you that they've gathered from your daily interaction with the world via the internet...So they see it all. And they're able to paint a very rich picture of you."

Excerpt from Morning Consult -- "Hardart said this may be a competitive strategy to lure subscribers. As companies pursue recognizable intellectual property — citing Amazon Prime Video’s work developing a 'Lord of the Rings' television series as an example — the networks and streaming services are 'finding things that are brands themselves that will bring their people in to get the service,' he said."

Excerpt from In the Black -- "In his book The End of Accounting and the Path Forward for Investors and Managers, Lev suggests that financial reports have largely become an exercise in compliance, as opposed to an information-sharing activity that reflects strengths such as a great brand or unique business processes such as Amazon’s and Netflix’s customer recommendation algorithms."

Excerpt from Forbes -- "Among the most striking current examples of coopetition, says Brandenburger, is that between Apple and Samsung. While Samsung’s Galaxy and Apple’s iPhone are competing products, Samsung at the same time continues to be one of Apple’s main suppliers (the company supplies screens to Apple)."