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It was a train running full speed and showed no signs of stopping – but America’s economy hit a bump last week and it sent a lot of people from Wall Street and beyond into a panic. The 800-point drop in the Dow Jones seemed to be the first sign of another severe recession. But before everyone cashes out, experts from Western Governors University are hoping we take a look back through the ages before rushing to worry. “What does history teach us? Even before the Great Depression of the 1930s, Nicolai Kondratieff discovered that the capitalist economy, going back to the 18th century was characterized by waves, or business cycles,” says Dr. Rashmi Prasad, Dean and Academic Vice President of Western Governors University's College of Business. “The Federal Reserve, under leadership of Ben Bernanke, claimed that while the business cycle had not been repealed, a ‘Great Moderation’ had emerged in the world post-1982. Independent central banking and the rise of the service economy were among the reasons cited. In a great irony of history, Bernanke was front and center as Chairman of the Federal Reserve during the ‘Great Recession’ of 2008-2009. Business cycles seem to be inevitable for capitalist economies. Will we return to the Great Moderation of 1982-2007, or are we in a new period of regular Great Recessions? Central Banks stabilize and soften the down-cycles of recessions, but the price of managing the Great Recession of 2008-09 has been the dramatic expansion of central bank balance sheets–no new investment cycles–property or finance often leads to recession.” So, where do we stand and what can we expect in the short-term? Prasad adds this perspective: “Conventional economic thinking indicated inflation by now, which may have added to interest rates and constrained the amount of debt that was sustainable. Rapidly rising interest rates posed the risk of a deep and extended downturn. If interest rates can be managed and kept low, then the next down-cycle could be shallowed and prolonged as monetary policy has little scope and fiscal deficits are already very high. Risks for a major downturn exist in extremely high debt levels and central bank balance sheets, but still may be a decade or two away, awaiting triggers that we cannot yet predict.” Are you a journalist covering the economy and do you need expert perspective and opinion for your stories? That’s where Western Governor’s University can help. Dr. Rashmi Prasad is Dean and Academic Vice President of Western Governors University's College of Business. He is an expert in the fields of economic and financial data and business analytics. Dr. Prasad is available to speak with media regarding the state of America’s economy – simply click on his icon to arrange an interview.
Buying local? Higher price means higher quality in consumers' minds
BLOOMINGTON, Ind. -- Why are we willing to pay much more for a six pack of craft beer, a locally produced bottle of wine or a regional brand item, often choosing them over national brands? It's because when people prefer to "buy local," they more frequently base their decisions on price as a perception of quality, according to research from the Indiana University Kelley School of Business and three other universities. The study, published in the Journal of Marketing, suggests that marketers can use this understanding of local identity versus global identity to shape consumers' price perceptions and behavior. "Consumers tend to use price to judge a product's quality when their local identity is most important to them," said Ashok Lalwani, associate professor of marketing at Kelley. "When promoting high-priced or branded products, marketers can situationally activate consumers' local identity. To accomplish this objective, businesses can encourage consumers to 'think local' or employ local cultural symbols in advertising and other promotional material. The researchers also suggested that the opposite was true for low-price products. "Discount stores, such as dollar stores, should discourage consumers from using the price of a product to infer its quality," Lalwani said. "They would be better served by temporarily making consumers' global identity more prominent. Cues in advertisements that focus on a product's global appeal would help achieve that goal." Many companies find it difficult to set and increase prices in the digital marketplace because of the pricing transparency of the internet, consumers' deal-seeking attitudes and global product availability. For their study, Lalwani and his colleagues conducted in-depth interviews, two field studies and seven experiments, and reviewed secondary data. In their interviews with 15 senior-level managers from Fortune 500 companies, they found that while the executives considered local or global communities in their pricing decisions, none knew when such strategies were effective or why. For example, an executive at a snack food maker told them, "It is important to have a reasonably high price since it communicated 'premium-ness' and then reinforce it with advertising and packaging. But we don't know for sure why such consumers prefer premium brands." A pet products manager said, "In dog sweaters, it is difficult to judge quality, so I am sure that my pet parents use price, in addition to other factors, to choose." Through the field studies, experiments and secondary data, the researchers found that when consumers choose to identify more with others around them, they perceive greater variance among brands, which increases their reliance on price as a cue to judge quality. Past research has found that consumers from more globalized countries and communities, such as the United States and its larger cities, often have a stronger global mindset because they interact with many types of people and cultures and hear news from abroad. In contrast, those living in smaller population areas or from isolated or insular nations often have a stronger local identity because they have less access to other cultures. This paper provides useful guidelines for firms to adapt strategies for different regions and address whether companies should be more locally or globally oriented. "For products to be marketed to the places where people tend to have a more local identity (such as rural areas), local flavors and ingredients can be used in the products. As these consumers are more likely to make price-quality associations, marketers may not need to allocate much ad budget to convince consumers about price-quality associations," Lalwani and his co-authors wrote. The opposite is true as well, according to the authors, indicating that in more metropolitan areas, consumers most often don't have an established connection between price and quality. For marketers, this means that putting additional effort into differentiating their brand will help consumers associate a higher price with higher quality. Lalwani is in the process of reviewing results of a large-scale national survey of the U.S. that measures which states tend to have more of a local identity versus a global one, for a follow-up study. His co-authors on the paper, "How Does Consumers' Local or Global Identity Influence Price-Perceived Quality Associations? The Role of Perceived Quality Variance," are Zhiyong Yang of the University of North Carolina, Sijie Sun of the University of Hawaii at Hilo and Narayan Janakiraman of the University of Texas at Arlington.
‘Bottom-line mentality’ can lead to loss of employee respect and loyalty, research shows Supervisors driven by profits could actually be hurting their coveted bottom lines by losing the respect of their employees, who counter by withholding performance, according to a new study led by Baylor University. The study, “The Influence of Supervisor Bottom-Line Mentality and Employee Bottom-Line Mentality on Leader-Member Exchange and Subsequent Employee Performance,” is published in the journal Human Relations. “Supervisors who focus only on profits to the exclusion of caring about other important outcomes, such as employee well-being or environmental or ethical concerns, turn out to be detrimental to employees,” said lead researcher Matthew Quade, Ph.D., assistant professor of management in Baylor University’s Hankamer School of Business. “This results in relationships that are marked by distrust, dissatisfaction and lack of affection for the supervisor. And ultimately, that leads to employees who are less likely to complete tasks at a high level and less likely to go above and beyond the call of duty.” While other studies have examined the impact of bottom-line mentality (BLM) on employee behavior, Quade said this is the first to identify why employees respond with negative behaviors to supervisors they perceive to have BLM. The research team surveyed 866 people. Half of those surveyed were supervisors; the other half were their respective employees. Data was collected from those who work in a range of jobs and industries, including financial services, health care, sales, legal and education. Researchers measured supervisor BLM, employee BLM, task performance and leader-member exchange – the rating employees gave of their relationships with their supervisors. Employees rated their supervisors’ BLM by scoring on a scale statements like: “My supervisor treats the bottom line as more important than anything else” and “My supervisor cares more about profits than his/her employees’ well-being.” They rated leader-member exchange via statements such as “I like my supervisor very much as a person” and “My relationship with my supervisor is composed of comparable exchanges of giving and taking.” Supervisors rated their employees by scoring statements such as: “This employee meets or exceeds his/her productivity requirements,” “This employee searches for ways to be more productive” and “This employee demonstrates commitment to producing quality work.” Based on the responses and the data collected and analyzed, the researchers found: High-BLM supervisors create low-quality relationships with their employees. In turn, employees perceive low-quality leader-member exchange relationships. Thus, employees reciprocate by withholding performance. When supervisor BLM is high and employee BLM is low, the damaging effects are strengthened. When both supervisor and employee BLM are high, the negative performance is still evident. The last finding on that list was particularly significant, Quade said, because it contradicts a common belief that when two parties (in this case, supervisors and employees) think alike and have similar values, there will be a positive outcome. Not so much in the case of BLM, the study shows. “When supervisor and employee BLM is similarly high, our research demonstrates the negative effect on performance is only buffered, not mitigated – indicating no degree of supervisor BLM seems to be particularly beneficial,” the researchers wrote. “It seems even if employees maintain a BLM, they would prefer for their managers to focus on interpersonal aspects of the job that foster healthier social exchange relationships with their employees in addition to the bottom line.” The profit-performance relationship can spark a conundrum for companies, Quade said, because organizations want to be profitable, and performance is an important indicator of an organization’s health and vitality. If leaders believe a negative dynamic regarding BLM exists in their organization, the researchers suggest a few practical steps: Be cautious of a BLM approach or emphasizing bottom-line outcomes that could neglect other organizational concerns, such as employee well-being and ethical standards. Managers should be aware of the message they pass along to employees (and the possible performance repercussions) when they tout bottom-line profits as the most important consideration. Organizations that need to emphasize bottom-line outcomes should consider pairing the BLM management style with other management approaches known to produce positive results, such as practicing ethical leadership. “Supervisors undoubtedly face heavy scrutiny for the performance levels of their employees, and as such they may tend to emphasize the need for employees to pursue bottom-line outcomes at the exclusion of other competing priorities, such as ethical practices, personal development or building social connections in the workplace,” the researchers wrote. “However, in doing so they may have to suffer the consequence of reduced employee respect, loyalty and even liking.” ABOUT THE STUDY “The Influence of Supervisor Bottom-Line Mentality and Employee Bottom-Line Mentality on Leader-Member Exchange and Subsequent Employee Performance” is published in the journal Human Relations. Authors are Matthew Quade, Ph.D., assistant professor of management in Baylor University’s Hankamer School of Business; Benjamin McLarty, Ph.D., assistant professor of management, Mississippi State University; and Julena Bonner, Ph.D., assistant professor, Utah State University. ABOUT BAYLOR UNIVERSITY Baylor University is a private Christian University and a nationally ranked research institution. The University provides a vibrant campus community for more than 17,000 students by blending interdisciplinary research with an international reputation for educational excellence and a faculty commitment to teaching and scholarship. Chartered in 1845 by the Republic of Texas through the efforts of Baptist pioneers, Baylor is the oldest continually operating University in Texas. Located in Waco, Baylor welcomes students from all 50 states and more than 90 countries to study a broad range of degrees among its 12 nationally recognized academic divisions. ABOUT HANKAMER SCHOOL OF BUSINESS AT BAYLOR UNIVERSITY At Baylor University’s Hankamer School of Business, integrity stands shoulder-to-shoulder with analytic and strategic strengths. The School’s top-ranked programs combine rigorous classroom learning, hands on experience in the real world, a solid foundation in Christian values and a global outlook. Making up approximately 25 percent of the University’s total enrollment, undergraduate students choose from 16 major areas of study. Graduate students choose from full-time, executive or online MBA or other specialized master’s programs, and Ph.D. programs in Information Systems, Entrepreneurship or Health Services Research. The Business School also has campuses located in Austin and Dallas, Texas. Visit www.baylor.edu/business and follow on Twitter at twitter.com/Baylor_Business.
“Design thinking is a human-centered approach to innovation that draws from the designer's toolkit to integrate the needs of people, the possibilities of technology, and the requirements for business success.” - Tim Brown, CEO of IDEO I would add the following to Mr. Brown’s statement. This innovation approach requires more than a designer’s toolkit. It requires multiple departments within an organization to engage in the approach. If I’ve learned one thing in my more than 5 years in higher education it’s that companies continue to push for employees to become better problem solvers, more creative/critical thinkers, and ultimately stronger communicators. Why? Company growth is critical, and the aforementioned skills are how many companies will achieve growth. At Otterbein, we continue to provide education that addresses the development of these skills. We are designing a new focus in the MBA Program; Design Thinking. Otterbein University’s MBA Program is collaborating with the Master of Design (MDes) Program at the Columbus College of Art & Design (CCAD), to integrate a Design Thinking Area of Focus within the MBA program. Design Thinking combines design research, service design, studio & project course for prototyping/impression/artifact work, along with design thinking principles critical in succeeding in business and industry. It is designed for individuals who wish to pursue a career in business design, organizational change, and innovation, among other potential career paths. Are you a reporter covering stories that involve Design Thinking? Are you a student considering pursuing Design Thinking as a postsecondary option? If so, let our experts help with any of your questions. Eric is Director of the MBA Program at Otterbein University and is available to speak to the concepts of Design Thinking. Simply click on his icon to arrange an interview.
Billion reasons why Netflix loves binge-watching
The numbers are out, and the there’s no doubt about it, Netflix despite weaker Q2 figures released this week, streaming is now an industry mainstay. Netflix has transformed the industry and now viewers are no longer willing to wait for that one time a week a show usually airs. In fact, streaming options are now a must have for networks hoping to compete with Netflix and other services. And with Disney and Apple are now spending billions to catch up – audiences are in store for a lot more content. But, as bingeing television becomes the norm, there are also concerns? On the human side, what dangers are posed to people consuming enormous amounts of screen time. And on the industry side – how can show business keep up? And should it? Are you a reporter covering streaming services, binge-watching and the other habits of audiences? Then let our experts help. David A. Schweidel is Professor of Marketing at Emory University’s Goizueta Business School. He is an expert in the areas of customer relationship management and social media analytics as well, his research also includes binge watching. David is available to speak with media – simply click on his icon to arrange an interview.
Full speed ahead or time to pump the breaks when it comes to investing in ride-share companies?
There’s been a lot of talk and even some screaming from early investors about the state of ride-share stocks like Uber and Lyft. Since its IPO, Uber has been a rollercoaster ride for those who got in early. “When Uber stock (UBER) went public on May 10, it looked like a disaster. At minimum, underwriters look for a stock to close slightly above its offering price. Uber’s shares dropped 7.6% to $41.60 in the first day of trading and closed well below the offering price of $45. But a funny thing has happened since. After closing down as much as 18% from its IPO price, Uber stock has rallied 21% to close at $44.92 per share on Thursday. The stock eclipsed the IPO price during intraday trading for the first time on Wednesday and closed at exactly $45 that day.” June 07 – Barron’s But let’s be honest, unless you’ve got a crystal ball or a time machine – any stock is a gamble. How the market reacts, how the company performs and even how CEOs behave can dictate big gains or drastic falls. Steve Jones is a Professor of Finance at Indiana University's Kelley School of Business – he lent his perspective to the topic. “As far as which stocks to buy, there are never right or wrong answers – It’s just a question of a person being able to assess risk or potential returns. The IPO prices indicate the market has discounted Uber and Lyft stocks and sees them as riskier than originally perceived to be. Now, they do offer potential for a good return… For example, Facebook stocks dropped then rebounded… Google dropped then rebounded. Lots of stocks that have not done well at first have come back. Will that be these two? "I think there’s potential for it. On the other hand, we have this situation where analysts are critical of the business models of both these companies. It’s not clear Uber drivers are going to sign up to do this in the long run at these kind of wages, and if they can’t underpay drivers, how do they make money? There is a criticism going on of the business model here, and if this model can become profitable, I think the stocks will take off. It’s questionable though, whether that’s possible or not. That’s what the market is going back and forth on right now.” Are you covering the track Uber investors are on, other IPO’s or companies that are disrupting not just the marketplace but also the stock market? Then let our experts help with your stories. Steve L. Jones is an expert in the areas of asset valuation, corporate finance, financial markets, and investment management. He’s available to speak with media regarding these topics – simply click on his icon to arrange an interview.
Social issues and boosting a brand – More companies taking a stand
Procter & Gamble this weekend put out a full-page ad in the New York Times supporting equal pay – In fact, the company urged the US Soccer Federation to “be on the right side of history.” P & G also gave $529,000 (which equates to $23,000 for each of the 23 players on the United States Women’s National Soccer Team) to the Players Association to help close the gender pay gap. Indiana University Kelley School of Business clinical professor of marketing Kim Saxton says this is an excellent move for Secret and P & G. “This is brilliant. The Secret brand is all about being strong but 'made for a woman.' It makes sense for the brand to stand up for the very women it serves,” said Saxton. “I was a bit surprised at one level, because P & G is not typically a risk-taking brand. But as long as they stay consistent to the brand, know their target audience and what is important to that audience – which this clearly does -- It’s a brilliant move.” “We now have brands who are willing to take a stand on social issues,” Saxton continued. “In the past, brands may have steered clear of jumping into the conversation if it could offend someone. Now, brands are realizing that coming down on one side of a cause or another has worked well for Nike. Nike has taken flack for taking a stand on a number of issues, but they’ve stood strong and decided that’s what their brand’s about. If you help your target audience accomplish their goals, they will support you back, and that’s what’s happening here." Pay equity is just one issue that has come to the forefront as of late. Nike has also seen its brand benefit substantially when it decided to express its support for former NFL quarterback- turned-activist Colin Kaepernick. In fact, being on the ‘right’ side of that issue has some analysts pointing out it boosted the company’s value by close to 3 billion dollars. Social issues and marketing are emerging as a new trend. There are rewards, but there are also serious consequences as well. If you are a reporter covering this topic -- let our experts help explain. Kim Saxton is a marketing strategy professor who believes marketers should make data-driven decisions to improve their effectiveness. Kim is available to speak with media regarding this topic – simply click in her icon to arrange an interview.
Modernizing rural health – what it could mean for America
For Americans living outside of cities and in rural and sometimes remote areas of the country, the concept of readily accessible health care just isn’t a reality. However, the idea of expanding broadband internet into rural communities to improve access is one that shares support from all sides of the political spectrum. Just last week, an expert from Augusta University was called up to speak before lawmakers in Congress on the need for this technology and who it could best serve. "Broadband is the gateway to rural schools, businesses and health care providers," said Rep. Angie Craig, a Democrat from Minnesota. Lawmakers raised concerns about the dwindling number of hospitals in rural areas and the need to be competitive when recruiting corporations to do business. "Just the ability in rural America for a physician to pull up an X-ray at their home instead of having to drive to the hospital to look at a patient to know if that is something that’s an emergency," said Rep. Austin Scott, a Republican from Georgia. "One of the biggest needs is tele-psychiatry and tele-mental health," said Dr. David Hess of the Medical College of Georgia. - Spectrum News 1 - July 11 It’s an interesting topic and one that is gaining a lot of attention. How many rural Americans are without access to a doctor or hospital in the country? How much money could be saved by expanding online health care? Online is a viable solution, but are there drawbacks or concerns for patients? And how could expanding broadband and digital health care support issues like mental and maternal health across rural America? If you are a reporter covering this topic – that’s where our experts can help. Dr. David Hess is dean of the Medical College of Georgia and executive vice president for Medical Affairs and Integration at Augusta University. He also helped develop the REACH telestroke network in rural Georgia that now includes about 30 hospitals. Dr. Hess is available to speak with media regarding this topic – simply click on his icon to arrange an interview.
Social media and the road to 2020
It was supposed to be a summit to discuss social media with lawmakers, political campaigners and social media gurus. But never missing an opportunity to take a swipe at Silicon Valley, President Trump unleashed on the tech industry at the White House’s Social Media Summit. “Trump delivered his diatribe against Facebook, Google and Twitter — charges of political bias that all three companies long have denied — at an event at the White House featuring Republican lawmakers, GOP campaign strategists and social media meme-makers, a move that led some critics to express dismay that the president aimed to use the policy summit as a reelection push.” - July 11, Washington Post But will social media play the role it did in previous elections? Has the fad faded or accounts, influencers, followers and friends still as vital as ever? And what have we learned from the past election about account data being used to sway voters? There’s still a lot to know, and that’s where we can help. David A. Schweidel is Professor of Marketing at Emory University’s Goizueta Business School. He’s an expert in the areas of social media and is available to speak with media – simply click on his icon to arrange an interview.
Trained and happy - are you investing in your staff?
A new report released this June overwhelmingly shows that Canadian companies need to invest in their employees if they want to grow. The Navigator: Made for the Future Report surveyed 2,500 businesses in 14 countries and territories - 200 of them in Canada. The survey found that in Canada: Nearly half of those surveyed plan to boost spending on skills training for their staff in the next two years. 47% said their companies planned to spend more on training employees. 42% said they'd spend more on employee satisfaction and well-being. While 54% of the surveyed Canadian business leaders said their companies would make investments that fall under the category of research, innovation and technology, Dan Leslie, deputy head of commercial banking for HSBC Bank Canada, said the results show that technology is only half the story. "Tech adoption brings improvements but also creates the need for new skills," Dan said. "The priorities have shifted since some of our last surveys away from trade or capital investment and more toward investment around the well-being of their workforce." "Given labour market experts predict that many of the jobs people will hold in the future haven't even been invented yet, investing in adaptable employees is good business sense", Dan said. CBC June 26 How much should businesses be investing? What's the cost of programs and training? Is there a tax benefit or assistance small companies can access to assist with costs? Does location play a factor? There are many questions to be answered, and that's where our experts can help. Andrea Bruley, Senior Manager at Freelandt Caldwell Reilly LLP, is an expert in the areas of owner managed business, mentorship, accounting and not-for-profit accounting. You can contact Andrea regarding this topic by clicking the contact button below. Sources:
