Authenticity: is it real or is it marketing?

Marty Echt, the new head of marketing at Hunsk Engines, is determined to bring the motorcycle maker back to its roots. He says it's not enough to project authenticity to customers--employees must personally subscribe to the brand's values. Should the company's CEO support Marty's "real deal" vision? Five experts comment on this fictional case study. Bruce Weindruch, the founder and CEO of the History Factory, says that an authenticity-based campaign can be effective--but only if it's truly drawn from history. Marketers like Marty often remember their organization's past in a golden haze. Weindruch recommends exploring old engineering drawings, ads, and product photos in order to understand what customers and employees really valued back in the day. Gillian Arnold, a consultant to luxury fashion and fine jewelry brands, thinks Marty's approach is right: People in key marketing posts must be passionate about their products and know them inside and out. She argues that the CEO needs to commit more fully to the new campaign and address the significant gap between the staff and the brand. James H. Gilmore and B. Joseph Pine II, the cofounders of Strategic Horizons, point out that Hunsk needs to manage customers' perceptions rather than trying to be a "real company" or forming a management team whose personal interests match the brand. People purchase a product if it conforms to their self-image; that alone determines the brand's authenticity. Glenn Brackett of Sweetgrass Rods, a maker of bamboo fly-fishing rods, says Marty seems to be one of the few people who understand Hunsk motorcycles. If employees bring blood, sweat, heart, and soul to a product, it will manifest that spirit, and customers will line up for it.     

Is your company ready for one-to-one marketing?

One-to-one marketing, also known as relationship marketing, promises to increase the value of your customer base by establishing a learning relationship with each customer. The customer tells you of some need, and you customize your product or service to meet it. Every interaction and modification improves your ability to fit your product to the particular customer. Eventually, even if a competitor offers the same type of service, your customer won't be able to enjoy the same level of convenience without taking the time to teach your competitor the lessons your company has already learned. Although the theory behind one-to-one marketing is simple, implementation is complex. Too many companies have jumped on the one-to-one band-wagon without proper preparation--mistakenly understanding it as an excuse to badger customers with excessive telemarketing and direct mail campaigns. The authors offer practical advice for implementing a one-to-one marketing program correctly. They describe four key steps: identifying your customers, differentiating among them, interacting with them, and customizing your product or service to meet each customer's needs. And they provide activities and exercises, to be administered to employees and customers, that will help you identify your company's readiness to launch a one-to-one initiative. Although some managers dismiss the possibility of one-to-one marketing as an unattainable goal, even a modest program can produce substantial benefits. This tool kit will help you determine what type of program your company can implement now, what you need to do to position your company for a large-scale initiative, and how to set priorities.     

What is science good for?

A nonbusiness discipline can provide a useful framework for thinking about old problems in new ways. People who study management, for instance, freely borrow from many fields of science to theorize about organizational behavior and business strategy. Evolutionary psychology and biology are especially popular sources of inspiration. But should they be? Evolutionary biologist Richard Dawkins has spent much of his career explaining science to the public. More than 20 years ago, his book The Selfish Gene shattered the popular belief that evolution necessarily favors altruism and self-sacrifice. In a conversation with HBR senior editor Diane Coutu, Dawkins discusses the role of science in our lives and identifies some of the more glaring public misperceptions of scientific theories. In particular, he disentangles the current notion that certain behaviors are in some way preprogrammed and explodes some contemporary myths about the Human Genome Project. Dawkins says much of the popular fear surrounding genetic manipulation is unfounded. "Humans have been practicing it for thousands of years, to no obvious ill effect," he says. Modern foot-long corncobs, the result of more than 1,000 years of artificial selection, are "quite Frankenstein-like" compared to their half-inch-long progenitors, he points out. He also touches on agriculture giant Monsanto and the media: "Part of the reason for Monsanto's troubles is that the company came up against an extraordinary amount of unfortunate, even malevolent, media hype," he says. "And people were more or less misled, by one scare story after another, into stampeding." A staunch defender of science as a haven of rational thought, Dawkins counsels businesspeople to recognize the limitations--as well as the beauty--of science.     

Insurance guaranty fund—what good is it?

In this paper, we analyze under which conditions a self-supporting insurance guaranty fund can be beneficial for the policyholders in an incomplete market. Within the analyzed setting, we find out that in general, if existent, the potential advantages from its introduction cannot be fairly divided among the participating insurers. Thereby, we have to expect systematic wealth transfers between the policyholders of different insurance companies. We introduce a framework for utility-based fund charges as a solution to this problem.     

Is Dual Agency in Real Estate a Cause for Concern?

We examine the effects of the regulation of dual agency in residential real estate transactions, for 10,888 transactions in Long Island, New York in 2004–2007. We find that dual agency has an overall null effect on sale price, but includes two opposing forces where buyer and seller interests might be compromised. The link between dual agency and timing of sales is less clear. These findings are robust to endogeneity bias. Although it appears dual agency does cause some market distortions, our analysis yields little evidence that prohibiting dual agency in real estate will increase welfare.     

Are financial professionals ready for IFRS?: An exploratory study

Despite a move towards convergence between principles-based International Financial Reporting Standards (IFRS) and rules-based U.S. GAAP, and the likelihood that many foreign affiliates of U.S. firms use IFRS, little research has examined whether United States financial managers appropriately record and summarize transactions in accordance with IFRS. This paper investigates the ability of 176 U.S. financial managers to appropriately apply the revenue recognition standard under IFRS when given the relevant guidance. About half of the participants selected the U.S. GAAP answer, and only 40 percent identified the correct answer under IFRS. More experienced financial managers, and financial managers with relevant industry experience were more likely to appropriately apply the standard, but a substantial percentage of them still selected the GAAP choice rather than the correct choice under IFRS. This suggests that more IFRS training in the U.S. is needed prior to IFRS adoption.     

Do they do it for the money?

Using a sample of all top management who were indicted for illegal insider trading in the United States for trades during the period 1989-2002, we explore the economic rationality of this white-collar crime. If this crime is an economically rational activity in the sense of Becker (1968), where a crime is committed if its expected benefits exceed its expected costs, “poorer” top management should be doing the most illegal insider trading. This is because the “poor” have less to lose (present value of foregone future compensation if caught is lower for them). We find in the data, however, that indictments are concentrated in the “richer” strata after we control for firm size, industry, firm growth opportunities, executive age, the opportunity to commit illegal insider trading, and the possibility that regulators target the “richer” strata. We thus rule out the economic motive for this white-collar crime, and leave open the possibility of other motives.     

Defending against speculative attacks – It is risky,but it can pay off

While currency crises are typically considered to be painful and costly events, a closer look reveals that economic developments after a speculative attack differ considerably. Monetary authorities can play a central role in determining the economic course and costs of currency crises. They have to decide whether to defend or not to defend the domestic currency giving rise to three different types of crises: (i) an immediate depreciation if the central bank does not intervene and either (ii) a successful defense or (iii) an unsuccessful defense in the case of an intervention. We find that a central bank has two options to mitigate the costs of speculative attacks, namely an immediate depreciation and a successful defense. If a central bank intervenes she might be able to stabilize the exchange rate only temporarily and risks to ultimately fail facing the worst of the three scenarios with the highest economic costs.     

HIPAA's privacy rule: what is it, and how does it affect you?

This article discusses the implications for stakeholders of the privacy rule under the Health Insurance Portability and Accountability Act of 1996, on which the U.S. Department of Health and Human Services first released guidance on July 6, 2001. Although guidance will continue to evolve, the authors urge organizations to initiate the implementation of policies to ensure compliance by the actual effective date of 2003. (Small health plans have until 2004 to comply.)     

What is Community Based Auditing and how does it work?

Community Based Auditing (CBA) has arisen in response to the ongoing conflict over the management of Tasmania's natural resources and in particular publically owned forests and water resource. The origins, philosophy and central methodology of Community Based Auditing are described and discussed. The author discusses how melding the principles of Post-Normal Science with methods of action research and environmental auditing has led to an innovative form of community engagement where empowered citizens undertake disciplined inquiry into issues relating to natural resource planning and management. Of particular concern are the notions of certainty embedded in present frameworks underpinning government legislation, natural resource planning and management. It is believed that this has led to a pattern of decision-making that is inappropriate, unfair and ultimately counterproductive. Case examples are presented where citizens have applied the CBA methodology in dealing with contentious issues within the Tasmanian forestry industry. The author concludes that the CBA innovation has helped to improve the depth and quality of citizen involvement in natural resource management and at the same time provides the impetus for greater accountability on the part of those charged with managing Tasmania's natural resources. It is felt that the methodology may be able to be applied to other contexts where the need for greater inclusiveness in decision-making relating to natural resource management has been demonstrated. The consequences for the evolution of environmental activism are also thought to be significant as a new form of community-based activism is now possible.     

Globalisation squeezes the public sector—is it so obvious?

It is widely perceived that globalization squeezes public sector activities by making taxation more costly. This is attributed to increased factor mobility and to a more elastic labour demand due to improved scope for relocation of production, and thus employment across countries. We argue that this consensus view overlooks that gains from trade unambiguously work to lower the marginal costs of public funds. Moreover, we argue that a more elastic labour demand may actually reduce the marginal costs of labour income taxation and that globalization may actually reduce the labour demand elasticity.     

Accounting in the fifth grade—is it too early?

This paper describes a project that teaches principles of accounting and Microsoft Excel to gifted and talented fifth graders. The course material was adapted from a college course usually taught at the sophomore level. Students learned about business transactions, financial statements, and business decision-making. Score differences on pretests and posttests showed learning at a statistically significant level (P<0.01). Fifth graders’ posttest scores were not statistically different (P>0.05) from college sophomores who took the same test. The importance of this project is that elementary age students can form very favorable impressions of accounting, which may be beneficial to the students and to the accounting profession. Almost all of the fifth grade students desired to learn more about accounting. This project is also an excellent opportunity to involve Beta Alpha Psi in a rewarding service experience.     

Exercise test on the older patient: is it still as predictive as for the younger patient?

Exercise testing predicts both cardiac events and mortality after age 65, just as it does for younger patients. In both age groups, functional aerobic capacity itself is a potent indicator of mortality risk. In the elderly, achievement of predicted functional aerobic capacity identifies favorable mortality even in the presence of CAD and CAD risk factors.     

Socially responsible investing: Is it for real or just for show?

Many mutual funds declare themselves as socially responsible investment (SRI) funds. However, it is unclear whether this rhetoric is simply window-dressing to attract capital inflows or reflects genuine concern. We show that companies with better environmental, social, and governance (ESG) performance are more attractive to SRI mutual funds. More importantly, SRI mutual funds positively affect their investee firms' ESG performance after controlling for firm characteristics, possible endogeneity issues, and omitted variables. Furthermore, ownership structure, board members' international experience, and social media attention are important channels through which SRI mutual funds influence their investee firms' ESG performance.     

Why is it difficult for Chinese companies to operate across regions in China?—Evidence from zombie companies

This paper aims to investigate whether zombie companies create entry barriers for non-local companies and hinder their cross-regional development. Based on Chinese listed companies' subsidiaries' distribution in each province, we find that there will be fewer off-site subsidiaries in the provinces with more zombies, indicating that they create entry barriers for non-local companies. Heterogeneity analysis shows that the entry barriers are more obvious in non-state-owned companies, innovative companies, and companies with strong financing constraints. We also find that the development of the institutional environment and informal institutions can alleviate the entry barriers. Furthermore, off-site subsidiaries operating in the province with more zombies have relatively poor operating performance and low competitive advantage compared with local companies, which may discourage parent companies from reinvesting. Our research enriches the research on zombie companies' negative impacts, provides explanations for Chinese companies' cross-regional development barriers, and also illustrates the importance of strengthening the institutional environment in attracting foreign investment.     

R2: Does it Matter for Firm Valuation?

A considerable amount of research has been devoted to why R² differs across firms or markets, but little attention has been paid to the consequences of this difference. We fill this gap by investigating how differing R² affects investors’ assessment of firm value. Using a sample of 90,111 firm‐year observations from 1970 to 2004, we find that higher R² leads to higher firm valuation and that, on average, high‐R² firms experience significant underperformance in the long run. These results suggest that high‐R² firms tend to be overpriced.