Knowledge@wharton

The biggest takeover battle in the global steel industry came to an end in late June when Mittal Steel the world’s biggest steelmaker acquired Arcelor the industry’s second-largest company. For five months before shareholders signed off on the $32.2 billion transaction both sides were engaged in an acrimonious fight. At times it seemed as though the deal would collapse but finally after Mittal Steel significantly increased its offer it went through. What was Mittal Steel’s strategy in pursuing this acquisition? When the company encountered resistance how did it frame its negotiation strategy? What will the deal mean for the world steel industry? Aditya Mittal president and chief financial officer of Mittal Steel -- and son of founder Lakshmi Mittal -- spoke recently with Knowledge at Wharton. See acast.com/privacy for privacy and opt-out information.

Earlier this week Warren Buffett made a $31 billion gift to the Bill and Melinda Gates Foundation to help find cures for the world’s 20 worst diseases and to improve the educational opportunities for all Americans. Buffett’s contribution -- in the form of 10 million shares of Berkshire Hathaway stock to be transferred in increments over a number of years -- will more than double the size of the existing Foundation which is already the world’s largest. But questions have immediately arisen as to how $60 billion can be effectively managed what impact the donation will have on other donors and whether the Foundation has come up with the best approach to solving systemic health problems in developing countries. Ian C. MacMillan Wharton professor of innovation and entrepreneurship and director of the Sol C. Snider Entrepreneurial Research Center talked with Knowledge at Wharton editorial director Robbie Shell and senior editor Steve Guglielmi about this gift. MacMillan’s areas of interests include societal w

In the spring of 1980 ”Dallas” ended its season with the biggest network television cliffhanger ever. Viewers waited all summer to discover who shot conniving oilman J.R. Ewing; when CBS finally provided the answer that fall a record 76% of American TVs in use were tuned into the show. In that pre-Internet pre-podcast pre-TiVo world networks had only each other to compete with. Today under pressure from on-demand media networks are using new tricks to retain viewers. Their strategy this time around? Turn shows into communities and viewers into cult-like fanatics. ABC’s ”Lost” is probably the most visible example of this recent phenomenon but it’s not the only one. What strategies are networks and advertisers using to gain the attention of that ever-important consumer? See acast.com/privacy for privacy and opt-out information.

Over the past three decades index-style investing has moved from the fringes to the mainstream with an estimated $3 trillion now committed to this simple strategy -- to match broad market returns and give up as little as possible to fees and taxes. Clearly indexing has served investors well and is here to stay. But can it be made even better? Wharton finance professor Jeremy Siegel thinks so. The standard index which gives more weight to stocks of bigger companies should be replaced by ”fundamental indexing” that assigns each stock a role based on factors like corporate sales or dividend payments Siegel says. But many index-investing experts are unconvinced. ”I don’t believe in new paradigms ” says John C. Bogle founder of the Vanguard Group mutual fund company which specializes in traditional index investing. Siegel and Bogle offer their different views on indexing. See acast.com/privacy for privacy and opt-out information.

Ray Ozzie is in. Bill Gates is heading out (but not entirely). And Steve Ballmer is staying right where he is (at least for now). What does this game of musical chairs among the members of Microsoft’s high command portend for the world’s biggest software company? Far from being a source of confusion and uncertainty Gates’ recently announced decision that he will relinquish his full-time day-to-day involvement in the company in July 2008 may be just the breath of fresh air needed for a firm facing major challenges to its core business according to Wharton experts. At the same time it’s not yet clear just how successful Gates will be in removing himself from a company that has been his life for three decades. See acast.com/privacy for privacy and opt-out information.

At Wharton’s 10th annual leadership conference on June 13 the theme of ”Leading with Resilience: Coming Back from Challenge and Adversity” brought together speakers who had faced hardships in a number of different areas. Perhaps none of the speakers however had experienced as much physical danger as David Breashears filmmaker and mountaineer who recounted how he and his team survived one of the deadliest accidents in the history of Mt. Everest. ”So where does a mountaineer and filmmaker fit into this conference?” Breashears asked. ”Resilience excellence determination conviction resolve” -- words that are often used to describe a successful team anywhere whether on Wall Street or on a cliff. Another speaker at the conference -- organized by Wharton’s Center for Human Resources and The Center for Leadership and Change Management -- was Sylvia M. Montero who recounted her own journey from a farm in Puerto Rico to a position as senior vice present human resources at Pfizer. See acast.com/privacy for

The greatest future growth in the United States is likely to take place in the West the Sunbelt and along the I-85 corridor between Raleigh N.C. and Atlanta Ga. In a literal sense Americans are following the sun since factors such as the number of ”bright” or ”sun” days in January and the absence of winter heating costs are significant aspects of this anticipated redistribution of population note Wharton real estate professors Peter Linneman and Albert Saiz in their study ”Forecasting 2020 U.S. County and MSA Populations.” The areas that can expect the largest drop in population or a slow-down in their rate of growth are mostly in the Northeast Mid-Atlantic and Midwest. ”Americans are rapidly leaving cold damp and snowy areas for sunnier and drier climates ” the authors write. See acast.com/privacy for privacy and opt-out information.

Risk is part of the landscape when investing in start-up firms and venture capitalists need to approach this peril across a range of dimensions including geography industry and the timing of investments in the product development cycle according to speakers at a Wharton conference titled Innovation and Organic Growth: Balancing Risk and Reward hosted by the Mack Center for Technological Innovation. ”We have generated a lot of wealth for people and also created our fair share of losses ” noted one firm’s principal. In a panel discussion called ”Financial Perspectives on Managing Risks ” he and others from the industry described how their firms determine which new technologies -- whether from the energy high-tech or healthcare sectors -- are good investments and what strategies they employ to manage and mitigate risk. See acast.com/privacy for privacy and opt-out information.

On June 8 the House of Representatives squashed an amendment that would prevent telecommunications companies from charging Internet content companies more to deliver enhanced services such as high quality audio and video content. The amendment would have required ”network neutrality ” an often-debated term that means different things to different people. To its supporters like Google Yahoo and eBay it means that telecommunications companies should be required to treat all Internet traffic -- whether bandwidth-hogging video or a brief email message -- the same. To companies like Verizon and AT&T imposing network neutrality would mean that they could not charge for enhanced services on networks that cost them billions of dollars to build. Experts from Wharton and elsewhere weigh in on the issue. See acast.com/privacy for privacy and opt-out information.

Almost everyone these days will agree that an organization’s intellectual capital or knowledge assets are as important as its physical assets. The challenge of how to track organize and use knowledge assets however is easier said than done. How can companies tackle this challenge? Michael Lynch founder and CEO of Autonomy a company with offices in Cambridge England and San Francisco believes that his company’s technology can help organizations extract meaning from reams of unstructured data. Autonomy even has a name for this process -- meaning-based computing. Lynch and Kevin Werbach a Wharton professor of legal studies and business ethics who has written extensively on this subject spoke with Knowledge at Wharton editor Mukul Pandya about these issues. See acast.com/privacy for privacy and opt-out information.

When it comes to athletics sports teams have a specific number of team players: A basketball team needs five baseball nine and soccer 11. But when it comes to the workplace there is no hard-and-fast rule to determine the optimal number to have on each team. Should the most productive team have 4.6 members as suggested in a recent magazine article? What about naming five or six individuals to each team which is the number of MBA students chosen each year by Wharton for its learning teams? Is it true that larger teams simply break down reflecting a tendency towards ”social loafing” and loss of coordination? Or is it that the best number of people for a team is driven by the task at hand and by the roles each person plays? Research by Wharton faculty offers some insights. See acast.com/privacy for privacy and opt-out information.

With the recent disclosure of wiretapping by the National Security Agency and the booming success of sites like MySpace and Friendster social networking is much in the news today. But serious interest in social networks can also be found among academics consultants and corporations seeking to deepen their knowledge of how companies operate. While organizations have been aware of the power of social networks for some time now researchers at Wharton note that mapping these connections can yield some potent insights about identifying key employees how board members interact within and among companies and how employee relationships can be better understood to improve productivity and the dissemination of ideas. See acast.com/privacy for privacy and opt-out information.

After saturating its target market of working class bargain-hunting consumers Wal-Mart is ratcheting up its low-price strategy to appeal to more upscale shoppers by expanding its merchandise lines to include organic foods better wines high-end consumer electronics and new fashion-oriented apparel. It’s an approach that carries some risk say Wharton faculty and analysts but that is dictated by intense competition and the lack of other opportunities for growth. See acast.com/privacy for privacy and opt-out information.

In recent years when interest rates in the U.S. were low hordes of homeowners and investors in real estate grew wealthier as they watched their home values increase or their investment properties sell for multiples of their purchase price. But now with interest rates rising the run-up in real estate may be ending. What will happen next? Experts from Wharton and elsewhere debated this question at a conference on innovation and risk in real estate markets organized by the Wharton Financial Institutions Center and Mercer Oliver Wyman. See acast.com/privacy for privacy and opt-out information.

John Zhang has a message for Cingular Wireless and Verizon Wireless or for that matter any company that uses its ads to attack a competitor. Instead of luring away your competitor’s customers you may just be hurting yourself. Zhang a Wharton marketing professor has found that combative ads -- the sort of comparative spots that beer makers particularly Anheuser-Busch and Miller are famed for -- may backfire. Instead of pulling consumers to an advertiser they may just make people indifferent to all offerings in a product category. ”Combative advertising a characteristic of mature markets is defined as advertising that shifts consumer preferences toward the advertising firm but does not expand the category demand ” Zhang says in his research paper titled ”A Theory of Combative Advertising.” See acast.com/privacy for privacy and opt-out information.

Major League Baseball’s decision to square off with CBC Distribution and Marketing an online baseball fantasy-league operator based in St. Louis Mo. might make good legal sense but it’s bad for business according to Wharton faculty and baseball industry spectators. For several years CBC paid a fee to the Major League Baseball Players Union for the right to use players’ names and stats for its virtual leagues in which fans draft pro players onto imaginary teams and then compete with each other based on their players’ statistics. But last year Major League Baseball Advanced Media bought the Internet and wireless rights to the names and stats from the union and informed CBC that it wouldn’t renew its license. CBC has filed a law suit in response but the league isn’t backing down. By picking a fight with CBC -- and the $1.5 billion fantasy league industry -- baseball risks alienating fans damaging its brand and sacrificing future revenues for a small gain experts say. See acast.com/privacy for privacy

On May 25 a federal jury convicted former Enron CEO Kenneth Lay and former Enron president Jeffrey Skilling on conspiracy and fraud charges with sentencing to be decided on September 11. As has been repeatedly noted in press coverage of this trial Enron is the incredible story of a once powerful company done in by a group of top executives whose greed and fraud was breathtaking even by post dot-com standards. But it is by no means the only high-profile criminal trial in recent days nor is it likely to be the last case brought by the government against CEOs who abuse their positions their stockholders their employees and the public trust. Thomas Dunfee chairman of Wharton’s legal studies and business ethics department and an expert on social contracts and the social responsibility of business talked to Knowledge at Wharton’s Mukul Pandya and Robbie Shell about the Enron verdict. See acast.com/privacy for privacy and opt-out information.

The cover photograph in the latest copy of The Economist says it all. The May 25 edition has a picture of a bear peeping out of the woods with a headline that asks ”Which Way is Wall Street?” The magazine notes in an editorial that after nearly three years of gains international stock markets tumbled by more than 10% during the past couple of weeks. Emerging markets have been volatile as have markets in Europe. Is this likely to lead to the kind of bearish slump that followed the dot-com bust in the spring of 2001? Or will the volatility pass? Jeremy Siegel a finance professor at Wharton and author of the book The Future for Investors spoke with Knowledge at Wharton’s Mukul Pandya and Robbie Shell about the commodities market the appointment of Henry Paulson as the new Treasury Secretary and the challenges faced by Fed chairman Ben Bernanke among other topics. See acast.com/privacy for privacy and opt-out information.

American investors have poured money into foreign stocks in recent years lured by the hope of outsized gains. They have been well rewarded in the past 12 months but in May markets plummeted around the world. Mutual funds investing in foreign stocks for example lost more than 8% in the two weeks ending May 25 although their previous stunning performance left them up nearly 31% for the 12 months ending on that date. The late-May plunge was especially severe in emerging markets. Is this another bubble bursting the way the tech-stock bubble collapsed several years ago? Wharton professors offer their take on the downturn and its implications for nervous investors. See acast.com/privacy for privacy and opt-out information.

With more and more advertising vehicles crowding today’s marketing environment -- including traditional print television and radio ads product placements Internet buzz viral campaigns and cell phone messaging -- marketers have new opportunities to reach vast pools of potential customers. But the tangle of options also requires any successful marketing plan to take into account the nature of the product its durability in the public’s mind and the advertising budget needed to make it all work. As Wharton professor David Bell notes: It’s very hard to find ”the one big lever that can reach a whole lot of people in a way that is cost-effective.” Knowledge at Wharton asked four Wharton marketing professors how they would go about launching two hypothetical products a summer blockbuster movie and a cell phone. See acast.com/privacy for privacy and opt-out information.