Knowledge@wharton

From childhood on individuals are told that setting goals for themselves will make them more successful in whatever they set out to do – whether it’s win tennis games ace their exams or become CEO of their company. But goal-setting also has a dark side to it according to a recent research paper by a Wharton faculty member and two colleagues. In addition to motivating constructive behavior goal setting – especially when it involves rewards such as bonuses or perks – can also motivate unethical behavior when people fall short of the goals they set or that are set for them. See acast.com/privacy for privacy and opt-out information.

Why do so many smokers keep smoking despite decades of health warnings? Why do Harley Davidson motorcycles and Ralph Lauren clothing engender such loyalty among very specific types of people? Why do teens and parents always seem to fight and never seem to hear what the other is saying? Wharton marketing professors Lisa Bolton and Americus Reed have found through their research that judgments linked to a person’s identity – from teenager to Republican environmentalist or businessman – are virtually immovable. That has crucial implications for brand identity. See acast.com/privacy for privacy and opt-out information.

Impossible thinking. It is what put men on the moon allowed Starbucks to turn a commodity product into a powerful global business and permitted Roger Bannister to run the four-minute mile. While not every “impossible thought” can become a reality very often the greatest obstacle to transforming our organizations society and personal lives is our own thinking. This may seem to be a simple idea in theory – that what we see and act upon is more a product of what is inside our heads than out in the world – but it has far-reaching implications for how we approach life and decision making. In their new book titled The Power of Impossible Thinking: Transform the Business of Your Life and the Life of Your Business Wharton marketing professor Jerry Wind and Colin Crook former chief technology officer at Citibank discuss the process – and promise – of “impossible thinking.”   See acast.com/privacy for privacy and opt-out information.

Wal-Mart Target and other companies see radio-frequency identification (RFID) as a technology that will usher in the next revolution in the world of retailing. How real is this revolution? And what does it mean for retailers and customers? Experts at Wharton and elsewhere say that RFID is a potentially powerful technology that is on the brink of having a big impact. Still several hurdles remain that make it hard to predict whether its benefits will be immediate or spread out years into the future. See acast.com/privacy for privacy and opt-out information.

Pricing the intersection at which untold numbers of buyers and sellers meet every day lies at the core of any business. Yet it remains misunderstood and poorly managed according to The Price Advantage a new book by three consultants at McKinsey & Co. Even executives at successful companies may not fully appreciate how small changes in price can lead to large changes in profitability. Wharton marketing professor David J. Reibstein spoke recently with the authors about the themes in their book. See acast.com/privacy for privacy and opt-out information.

It’s no surprise that the front lines of a corporate call center are unusually stressful but companies don’t always account for that when hiring and training workers for this critical customer contact role according to speakers at a recent Call Center Industry Forum sponsored by Wharton’s Financial Institutions Center. Given that an estimated 3% of the U.S. workforce is employed in call centers and that such centers typically experience a 30% annual turnover it’s clear that new approaches to call center management are needed. See acast.com/privacy for privacy and opt-out information.

The demographics of today’s workforce employee expectations about retirement and the types of retirement options offered are all in a state of flux making retirement policy a moving target for those charged with researching and administering pension plans. That was the message at a recent Wharton conference titled “Reinventing the Retirement Paradigm” co-hosted by Wharton’s The Pension Research Council. Experts from academia government and industry debated what’s ahead for the baby boomers and those coming up behind them. See acast.com/privacy for privacy and opt-out information.

Baby boomers are amassing trillions of dollars in stocks bonds and mutual funds for retirement. But when they quit work and start selling those assets will there be enough buyers? Or will supply outstrip demand driving down prices and leaving the retirees with far less than they had expected? Wharton finance professor Jeremy Siegel addressed these issues during a presentation at Wharton on May 15 in which he also talked about the current financial markets worker productivity and growth in developing countries. See acast.com/privacy for privacy and opt-out information.

Networking services – Internet companies that let users share personal profiles as a way to make social and professional contacts – are the hot e-businesses of the moment. Close to two dozen of these online communities are furiously recruiting members who in turn recruit their friends relatives co-workers and just about anyone seeking an introduction to or reference from someone who might matter. But it’s still too early to measure how successful these sites are at matchmaking – or making money. See acast.com/privacy for privacy and opt-out information.

After adapting information technology to develop ever more sophisticated research methods marketers are taking a second look at more human qualitative approaches to tapping into the hearts and minds of consumers. As one Wharton marketing professor says: “We can put each customer’s order on a microchip but as far as having a sense of what’s inside making him tick ” the answers remain elusive. He and others suggest that companies use both quantitative methods – such as data mining – and qualitative methods ranging from “concept banks” to “brand communities” to customer advisory boards always keeping in mind the cost-effectiveness of these varied approaches. See acast.com/privacy for privacy and opt-out information.

Those who have been following the controversy over ”offshoring” U.S. service jobs to low-cost markets like India now have new developments to consider: The takeover this month by U.S. business giants -- IBM and Citigroup -- of two major providers of business process outsourcing (BPO) services in India. These developments seem to validate a new study by consulting firm A.T. Kearney which ranks India as the world’s top location for BPO services followed by China Malaysia and the Czech Republic. Experts from Wharton and A.T. Kearney have lots to say about the latest trends in offshore outsourcing. See acast.com/privacy for privacy and opt-out information.

Wal-Mart’s appearance for the third time in a row at the top of the Fortune 500 list of largest U.S. companies would seem to confirm what many have long suspected: This retailing behemoth is all-powerful and unstoppable. But industry experts and others are beginning to scrutinize some of Wal-Mart’s latest initiatives and its critics point to recent complaints about the company’s labor practices and hardball negotiating tactics. Others warn that Wal-Mart is not invulnerable to the same trends that have forced at least 25 major chain stores to close their doors since 1980. See acast.com/privacy for privacy and opt-out information.

Hubris can help a CEO build a business empire and it can also cause its downfall. When business leaders don’t know themselves as well as they should and they are unable to manage their ego and emotions they fail say experts from Wharton and elsewhere. A Wharton conference on self-awareness will explore these themes further next month. See acast.com/privacy for privacy and opt-out information.

A Special Report by CNET News.com and Knowledge at Wharton  With the economy rebounding and the technology sector once again focused on new partners products and opportunities the Wharton Technology Conference on Feb. 27 emphasized the future with the theme: “From Survival to Growth: The Emerging Face of Technology.” Panelists and speakers from industry the government and academia discussed entrepreneurship and business innovation new technologies and hot-button issues such as outsourcing and open source software. Knowledge at Wharton and CNET News.com covered several of the panels and keynote speakers.  See acast.com/privacy for privacy and opt-out information.

Gregory Mankiw head of the White House Council of Economic Advisors ignited a firestorm of debate this month when he said outsourcing of U.S. jobs is probably a good thing in the long run. As tends to happen with hot-button issues in presidential election years sensible discussion of this question was soon drowned in an uproar of political posturing. Experts at Wharton and the Boston Consulting Group point out that outsourcing is as old as the corporation. Increasingly sourcing work overseas is no longer a tactical option that can help firms save a few dollars here and there; it is a strategic necessity for any company that cares about its long-term competitiveness. See acast.com/privacy for privacy and opt-out information.

To celebrate the 25th anniversary of Nightly Business Report the most watched daily business program on U.S. television Wharton and NBR this month announced their list of the 25 most influential business leaders of the past 25 years. Andy Grove co-founder of Intel won the No. 1 position but the list also included Bill Gates Warren Buffett John Bogle Jeff Bezos Jack Welch and Oprah Winfrey among others. Can these leaders’ attributes help you become a better business leader in your own organization? See acast.com/privacy for privacy and opt-out information.

We might like to believe that the way to get ahead in the corporate world lies in hard work and brain power. But in his new book Career Warfare: 10 Rules for Building a Successful Personal Brand and Fighting to Keep It David F. D’Alessandro chairman and CEO of John Hancock Financial Services a Boston firm that in 2003 managed assets worth $140 billion for its clients stomps firmly on that idea. See acast.com/privacy for privacy and opt-out information.

Do cherry pickers – those consumers who are extremely sensitive to price and go from store to store to pick the best-priced items and leave the rest – really save a lot of money? A recent paper by Wharton marketing professor Stephen J. Hoch and Edward J. Fox a marketing professor at the Cox School of Business at Southern Methodist University found that consumers not only save money but that the savings are enough to offset the time it takes to do the extra shopping. In addition the researchers found a substantial number of shoppers are savvy and diligent enough to make cherry picking pay off. See acast.com/privacy for privacy and opt-out information.

You might think that with the passing of another year the corporate scandals that have rocked American business would be showing signs of petering out. They are not. In the past few months disclosures of allegedly unethical or illegal practices have rocked the mutual-fund industry and some of its blue-chip names even as the head of the New York Stock Exchange was forced to resign over the size of his compensation package. Knowledge at Wharton spoke to ethics experts a business historian and a Wall Street executive in an attempt to understand why the country has witnessed misbehavior of breathtaking scope in the first few years of a new century. See acast.com/privacy for privacy and opt-out information.

Leadership doesn’t just start at the top. Leaders can also be found at the bottom of an organization and at just about every place in between. In this special report by Knowledge at Wharton and The McKinsey Quarterly the management journal of consulting firm McKinsey & Co. experts from McKinsey and Wharton point out that regardless of whether people are on the top line or the front line they should explore ways to exercise their leadership potential to the fullest. That is the only way in which they can create meaningful working lives for themselves and the organization can get the most from their efforts. See acast.com/privacy for privacy and opt-out information.