Experience Stern | News & Events

Excerpt from CNN -- "Instead, [Sundararajan] sees an opportunity for Harley-Davidson to sell a higher quality electric bike or scooter direct to consumers. 'It could position something that's branded Harley as an alternative to scooter rental,' Sundararajan said. 'There aren't many iconic mobility brands. How can Harley take advantage of people radically changing how they transport themselves?'"

Excerpt from CNN -- "Instead, [Sundararajan] sees an opportunity for Harley-Davidson to sell a higher quality electric bike or scooter direct to consumers. 'It could position something that's branded Harley as an alternative to scooter rental,' Sundararajan said. 'There aren't many iconic mobility brands. How can Harley take advantage of people radically changing how they transport themselves?'"

Excerpt from Travel Weekly -- "'The first hurdle for Marriott is getting people to understand and embrace the name, which will require far more spending and time than most people think,' Adamson said. 'Because what is Bonvoy? They're creating a brand out of what we call an empty vessel. It has no inherent meaning, so this is really going to take some old-fashioned brand-building in an era when most companies don't have the budgets or the time to do that.'"

Excerpt from CNN -- "'Risk-taking is much more important than in the past, because the pace of industry and innovation we have now is unprecedented,' said Zur Shapira, professor of entrepreneurship and management at New York University. 'You have to take risk.'"

Excerpt from Tech Economy -- "'This is what I call "Using AI to mine 9 Forces" which include context, location, time, saliency, crowdedness, weather, trajectory, social, and omni-channel. These are what will influence the ways ads are deployed and how technology is being used in that ecosystem.'"

Excerpt from AFP -- "Baruch Lev, an accounting professor at New York University, said big mergers like Kraft Heinz usually underperformed, undermining the logic of further deal-making by the company."

Excerpt from OZY -- "'They should provide an in-home customer experience that Amazon can’t compete with,' says Adamson. Some retailers are trying to do at least the first part of what Adamson proposes."

Excerpt from the CNN -- "'The advertising strategy is "definitely bold on the part of the leadership,' said Thomai Serdari, a strategist in luxury marketing and branding who teaches at NYU's Stern business school. 'If they want to be considered as trendsetters as they once had been, they need to embrace that sort of boldness.'"

Excerpt from The New York Times -- "Because our data are managed by one of these companies — companies that also sold us all the A.I.-powered stuff in our homes — we are unwittingly choosing our tribes. Without realizing it, you are already a Google family or an Apple family or an Amazon family."

Excerpt from The New York Times -- "'Facebook has all this data that you don’t realize they have,' said Scott Galloway, professor of marketing at NYU’s Stern School of Business, and author of 'The Four: The Hidden DNA of Amazon, Apple, Facebook and Google.' 'They know you better than your doctor, priest and rabbi.'"

Excerpt from The Economist -- "A study by David Yermack of NYU Stern School of Business found that returns to investors in firms that allow such flights are 4% lower per year than in other companies."

Excerpt from Brisbane Times -- "These findings contradict the prevailing view that speaking up carries a 'high level of risk, causing others to view the employee as threatening or disloyal, and negatively affecting ratings of job performance.'"

Excerpt from The Economic Times -- "'Ultimately, all private equity money needs exit. If the public market mood darkens, it will have a ripple effect that goes all the way through the PE and VC ecosystems,' said Aswath Damodaran, professor of finance at the New York University Stern School of Business."

Excerpt from Bloomberg -- "'HBO has been the ultimate Gordian knot,' says Jamyn Edis, a former vice president of HBO’s consumer technology group who’s now an adjunct professor at New York University’s Stern School of Business. 'It’s been a seemingly intractable set of problems: long-term contracts written before the dawn of digital, 30-year-career executives with no incentive to hurt the Time Warner cash cow, an institutional distaste for technology—"we’re in the content business"—and the internecine tribal warfare typical of any organization.'"

Excerpt from CNN Business -- "Growing numbers of Americans are renting everything from clothes to cars, explained Ari Ginsberg, professor of entrepreneurship and management at NYU'S Stern School of Business. ... 'You can either join or get run over,' said Ginsberg. 'If you don't do it, your competitor is going to.'"

Excerpt from the The Statesman -- "Adam Alter, author of the best selling book, Irresistible, informs us that most people devote between one and four hours on their phones daily and others far longer across the globe. These people also spend an average of a quarter of their waking lives on their phones, which is more time than any other daily activity they engage in except sleeping."

Excerpt from CNN -- "...there's another reason why some people are trying to say we should rethink the trade with China, and that's because some people in the United States have gotten huge gains from the trade, others have not enjoyed the same benefits. So, they're saying, 'We need to redress this imbalance,' but it's not realistic to say, 'We're going to use a treaty with another country to solve an internal problem.' So, that's a problem that people should address with an internal policy in the United States."

Excerpt from Psychology Today -- "Instead of 'good' or 'bad,' Chugh suggests, we need to start thinking of ourselves as good-ish, a term she introduces in her book, The Person You Mean to Be. Good-ish embraces the idea that the self is error-prone and conflicted, yet strives to be better. It's a rejection of a fixed 'good person' image—like the one the inner critic pushes us toward—in favor of the idea that we are a work in progress."

Excerpt from Ad Age India -- "Perhaps, then, just like in any digital ecosystem, news outlets need to understand the role of ‘social channels’. The news outlets will never win the ‘who brought it to you first’ battle, because the most connected networks will always win that. However, if the news outlets stuck to what they know best, they may be able to hold their ground."

Excerpt from ThinkAdvisor -- "'Since the wave of market reforms that started almost two decades ago, stock prices in China have become as informative about future firm profits as they are in the U.S.,' according to the authors."

Excerpt from The Washington Post -- "'For any mainstream marketing tapping into big sponsors and big advertisers, I think it’s going to come off the table, certainly for the next couple of years and maybe forever, because marketers are risk-averse,' he said. 'There are plenty of choices in entertainment.'"

Excerpt from The Atlantic -- "'People bind themselves into political teams that share moral narratives,' Jonathan Haidt writes in his book The Righteous Mind. 'Once they accept a particular narrative, they become blind to alternative moral worlds.'"

Excerpt from Fast Company -- "The Big Nine are under intense pressure — from Wall Street in the United States and Beijing in China — to fulfill shortsighted expectations, even at great cost to our futures. We must empower and embolden the Big Nine to shift the trajectory of artificial intelligence, because without a groundswell of support from us, they cannot and will not do it on their own."

Excerpt from Marketplace -- "Paul Hardart, a clinical professor of marketing at New York University, said he thinks there are songs of Jackson's that are so intertwined with our culture that it will be difficult for them to ever fully go away, but large brands may want to dissociate from Jackson. 'There's lots of licensing in terms of TV, ads, movies, etc. And that's where [the estate] could get hurt a fair amount,' Hardart said."

Excerpt from Bloomberg -- (28:13) "I pretty much look at the fundamentals of a company... I look at the growth, risk, and cash flows of a company. But here, what we have to think about is this is a brand new disrupting service, so to price something on the fundamentals is always going to be difficult for us. ... Certain disruptive technologies... we have to be a little bit liberal about the fundamental valuations here."