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Copyright: © 2013 The Wharton School of the University of Pennsylvania
Seven years ago Rajesh Jain ignited a dot-com storm in India when his portal IndiaWorld was sold to Sify an Internet service provider for $115 million. Today he is CEO of Netcore a Linux-based messaging software firm and also maintains an active blog emergic.org. Jain met with Knowledge at Wharton at his offices in Mumbai to discuss how mobile phones could hold the key to the Internet’s evolution in India and other emerging economies.
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Despite the hurdles they face in entering the global market companies emerging from the highly fragmented and competitive domestic market in China will have distinct advantages that many Western competitors are unprepared to deal with according to experts from Wharton and Boston Consulting Group. Among them: steep cost savings in wages and safety requirements and a widespread lack of concern or clear regulation regarding intellectual property protection.
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Experts from Wharton and Boston Consulting Group say that firms should not underestimate the skills they will need to navigate the labyrinthine networks of state-owned distribution companies and small private wholesalers in China -- particularly as they try to expand outside the country’s largest 30 or 40 cities into its 500-plus other large markets.
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Despite rapid urbanization and the emergence of a strong status-conscious middle class experts from Boston Consulting Group and Wharton point out that China is still ”a country of extremes ” where it pays to understand the differing habits and mindsets of the rich and poor as well as the subtleties of consumer rationales for trading up and down when making purchases.
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Because it is so difficult to generalize about Chinese consumers multinational companies using global ”one-size-fits-all” marketing strategies seem destined to fail in China. Knowledge at Wharton spoke with Deepak Advani senior vice president and chief marketing officer of computer manufacturer Lenovo and Hal Sirkin senior vice president of BCG and leader of the firm’s Global Operations Practice about strategies for selling to Chinese consumers. The key they point out is to tailor products and messages to local markets.
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Less than three years after emerging from nowhere the hot social networking website MySpace is on pace to be worth a whopping $15 billion in just three more years. Or is it? And is the much smaller Facebook really worth the $900 million or more Yahoo is reported to have offered for it? The problem say Wharton experts is a dearth of information -- including data on expected revenue generation and cost structure -- to plug into the standard valuation models.
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In writing his latest book The Go Point: When It’s Time to Decide -- Knowing What to Do and When to Do It Michael Useem asked more than 100 leading decision-makers to analyze decisions they had made to name their best and worst decisions to describe how they reached them and to comment on what if anything they would change about how the decisions were arrived at. Useem director of the Center for Leadership and Change Management at Wharton talks with Knowledge at Wharton about The Go Point.
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A deal between YouTube and Warner Music Group to share music videos and revenue could usher in an era where the interests of content copyright holders and freebie-loving consumers align. Or it could wind up being just another stab at a business model for YouTube. The outcome will be determined by how the revenue between copyright holders and distributors like YouTube gets shared say experts at Wharton.
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When Henning Kagermann became the sole CEO of SAP in 2003 a position he had formerly shared with company co-founder Hasso Plattner he faced a number of challenges including an economic slowdown that hurt SAP’s growth. Kagermann quickly reshaped the company’s product offerings and adjusted its market focus to position SAP for the next generation of software. But because SAP’s software is critical for many businesses change requires a delicate balance between progress and stability. Knowledge at Wharton recently sat down with Kagermann in New York City to discuss his vision of SAP’s future.
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It’s always been assumed that when employees leave their companies to join other ones that all their knowledge and experience leave with them. But new research suggests that at least in the high-tech field firms can wind up gaining access to the knowledge being generated at their former colleague’s new place. The results of this research are presented in a paper titled ”Learning from Those Who Left: The Reverse Transfer of Knowledge through Mobility Ties ” by Wharton management professor Lori Rosenkopf and Wharton doctoral student Rafael A. Corredoira.
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