Mills Scofield
AUGUST 27, 2012
There is much in common between this and Dan Pollata’s arguments, which state that nonprofit leaders should be allowed to earn large salaries if it draws in productivity (or funds) that were otherwise unavailable to the social sector. I am undecided about this.
Harvard Business Review
MAY 14, 2013
The Stones have always been aggressive in setting ticket prices, and it appears they''ve pushed too hard this time. In fact, I wrote my PhD dissertation on rock concert ticket prices. The situation faced by the Rolling Stones — sagging sales due to high prices — is one that all companies are susceptible to.
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Harvard Business Review
MAY 14, 2015
The “turnaround plan” recently announced by McDonald’s includes an aggressive program to manipulatively boost its stock price via stock buybacks, an activity that has become the major focus of its corporate strategy over the past decade. ” In 2014, McDonald’s expended $3.2 The winners.
Harvard Business Review
MARCH 1, 2018
In November, United States’ crude oil production exceeded 10 million barrels per day for the first time since 1970, according to the US Energy Information Administration (EIA). That deal sent the price of Brent crude oil to above $70 a barrel in January, after the industry that had suffered through $54 per barrel oil on average in 2017.
Harvard Business Review
SEPTEMBER 14, 2017
The weather affects consumers’ behavior in terms of what products they buy, where they buy them, and in what quantity. They work like any other traditional hedging instruments except that the index on which they are settled is a weather index. Photo by Annie Spratt. Today, weather risk management is still in its early days.
Harvard Business Review
OCTOBER 19, 2012
No wonder companies try to hedge against that possibility with overly broad policies that subject the entirety of an employee's social media presence to the abstract standard of propriety or brand alignment. But that kind of risk management comes at too high a price.
Harvard Business Review
NOVEMBER 21, 2011
Gas prices have risen 90% from 2008 to 2010, leaving consumers with $160 billion less spending money per year. Many retailers are responding with across-the-board price promotion strategies. This is problematic, because not all shoppers are equally price sensitive across all categories. Unemployment remains high.
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