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131.
132.
As early as the 1970s, European Union (EU) member countries implemented rules to coordinate insurance markets and regulation. However, with the more recent movement toward a general single EU market, financial services regulation has taken on new meaning and priority. Solvency I regulations went into effect for member nations by January 2004. The creation of risk-based capital standards, the main focus of Solvency II, now appears likely sometime after 2007. The purpose of the discussion presented here is to outline the specifics of Solvency II as they currently stand and suggest important areas of future research. 相似文献
133.
This paper is a first attempt at measuring financial sector outreach and investigating its determinants. First, we present new indicators of banking sector outreach across 99 countries, constructed from aggregate data provided by bank regulators. Second, we show that our indicators closely predict harder-to-collect micro-level statistics of household and firm use of banking services, and are associated with measures of firm financing obstacles in the expected way. Finally, we explore the association between our outreach indicators and standard determinants of financial sector depth. We find many similarities but also some differences in the determinants of outreach and depth. 相似文献
134.
Greg Allenby Geraldine Fennell Joel Huber Thomas Eagle Tim Gilbride Dan Horsky Jaehwan Kim Peter Lenk Rich Johnson Elie Ofek Bryan Orme Thomas Otter Joan Walker 《Marketing Letters》2005,16(3-4):197-208
The emergence of Bayesian methodology has facilitated respondent-level conjoint models, and deriving utilities from choice
experiments has become very popular among those modeling product line decisions or new product introductions. This review
begins with a paradox of why experimental choices should mirror market behavior despite clear differences in content, structure
and motivation. It then addresses ways to design the choice tasks so that they are more likely to reflect market choices.
Finally, it examines ways to model the results of the choice experiments to better mirror both underlying decision processes
and potential market choices.
Co-chairs. Author order is alphabetical. 相似文献
135.
This paper reports empirical evidence on the effect of the February 1982 Mexican peso devaluation with its concomitant reduction in real income on the output of individual workers. Using a set of pooled data for 46 workers employed in two textile plants in Mexicali over a 22-week period the regression results show a significant increase in average output of about 15% in response to the 25% decrease in wages due to the devaluation. The study also finds that there was no significant response in output to the legislated, annual increase in money wages of January 1982. 相似文献
136.
137.
Hybrid Choice Models: Progress and Challenges 总被引:2,自引:1,他引:1
Ben-Akiva Moshe Mcfadden Daniel Train Kenneth Walker Joan Bhat Chandra Bierlaire Michel Bolduc Denis Boersch-Supan Axel Brownstone David Bunch David S. Daly Andrew De Palma Andre Gopinath Dinesh Karlstrom Anders Munizaga Marcela A. 《Marketing Letters》2002,13(3):163-175
We discuss the development of predictive choice models that go beyond the random utility model in its narrowest formulation. Such approaches incorporate several elements of cognitive process that have been identified as important to the choice process, including strong dependence on history and context, perception formation, and latent constraints. A flexible and practical hybrid choice model is presented that integrates many types of discrete choice modeling methods, draws on different types of data, and allows for flexible disturbances and explicit modeling of latent psychological explanatory variables, heterogeneity, and latent segmentation. Both progress and challenges related to the development of the hybrid choice model are presented. 相似文献
138.
139.
Chunrong?AIEmail author Salvador?Martinez David?M.?Sappington 《Journal of Regulatory Economics》2004,26(3):263-285
We examine the impact of incentive regulation—price regulation and earnings sharing regulation—on retail service quality in the U.S. telecommunications industry between 1991 and 2002. We find that incentive regulation is associated with significantly higher service quality on several dimensions (e.g., more rapid installation of new telephone service, fewer trouble reports, and increased customer satisfaction) but significantly lower quality on some dimensions (fewer installation commitments met and longer delays in resolving reported service problems)JEL Classification: L51, L96, L15We thank Michael Crew and two anonymous referees for helpful comments and suggestions. We are also grateful to Vanessa Cruz and Mircea Marcu for excellent research assistance. 相似文献
140.
Why business models matter 总被引:45,自引:0,他引:45
Magretta J 《Harvard business review》2002,80(5):86-92, 133
"Business model" was one of the great buzz-words of the Internet boom. A company didn't need a strategy, a special competence, or even any customers--all it needed was a Web-based business model that promised wild profits in some distant, ill-defined future. Many people--investors, entrepreneurs, and executives alike--fell for the fantasy and got burned. And as the inevitable counterreaction played out, the concept of the business model fell out of fashion nearly as quickly as the .com appendage itself. That's a shame. As Joan Magretta explains, a good business model remains essential to every successful organization, whether it's a new venture or an established player. To help managers apply the concept successfully, she defines what a business model is and how it complements a smart competitive strategy. Business models are, at heart, stories that explain how enterprises work. Like a good story, a robust business model contains precisely delineated characters, plausible motivations, and a plot that turns on an insight about value. It answers certain questions: Who is the customer? How do we make money? What underlying economic logic explains how we can deliver value to customers at an appropriate cost? Every viable organization is built on a sound business model, but a business model isn't a strategy, even though many people use the terms interchangeably. Business models describe, as a system, how the pieces of a business fit together. But they don't factor in one critical dimension of performance: competition. That's the job of strategy. Illustrated with examples from companies like American Express, EuroDisney, WalMart, and Dell Computer, this article clarifies the concepts of business models and strategy, which are fundamental to every company's performance. 相似文献