Media Coverage

It all starts with the sales rep. He or she is on the front line of the battle for corporate revenue. They also are the first and sometimes last contact point a customer has with the company. So who better than to turn to about advice on said customers, correct, than the sales rep? For that reason, when the sales rep urge headquarters to come down a notch on pricing, their opinion should seriously be considered, right?

Maybe, according to academic research on the subject—but first have the sales reps strenuously argue the case as to why a price should be lowered.

So found a study that ran in the November issue of Marketing Science, a publication of the Institute for Operations Research and the Management Sciences (INFORMS).

The study, called "Why do sales people spend so much time lobbying for low prices?" was conducted by Duncan Simester, the Nanyang Technological University Professor of Management Science, and Juanjuan Zhang, Associate Professor of Marketing, both at the MIT Sloan School of Management.

Operations research analyst is another high-growth job in the business sector. These data miners can be involved in everything from logistics to manufacturing, looking to enhance a company's profitability and cost efficiency. In 2013, the typical salary was pushing $75,000 annually, but analysts in New York, San Jose and San Diego often earn more than $130,000.

According to a new INFORMS survey of 230 business, government and academic representatives released today, the concept of "analytics maturity" is important or very important to their businesses (65 percent). Yet, 82 percent of those same respondents admitted they do not have a plan, model, or any other mechanism in place for measuring the efficacy or maturity of their analytics best practices over time.

Some 47 percent of those surveyed attributed the lack of analytics maturity modeling to the fact they don't believe it will help their businesses thrive, while 21 percent said they cannot afford an analytics maturity model solution.

"The ability to fully assess the maturity level of an organization's analytics best practices is paramount to their efficacy," said Aaron Burciaga, senior manager, operations analytics at Accenture. "With more access to information than ever before, organizations must have a strategy in place for how they leverage data and analytics, and assess the maturity of their programs to empower decision making and drive organizational strategy."

IN HIS book, “Capital in the Twenty-First Century”, Thomas Piketty argues that it is impossible to find an “objective basis” for the high salaries of senior executives in terms of their individual productivity: they pay themselves such exorbitant sums simply because they can. However, in a forthcoming paper in Management Science, an American journal, two academics claim to have found such an objective measure, and conclude that most bosses are not overpaid.

In their study, Bang Dang Nguyen of the University of Cambridge’s Judge Business School and Kasper Meisner Nielsen of the Hong Kong University of Science and Technology looked at how firms’ shares react when the chief executive or another prominent manager dies suddenly. They identified 149 cases of this happening at American companies between 1991 and 2008.

Consumers have become highly adept at avoiding television advertisements. We switch channels, divert attention to our tablets and phones, and of course fast-forward through ads on our DVRs. Partly in response to this loss of attention, marketers are increasingly focused on product placement as an alternative way of exposing us to their brands. After all, product placement is innately much harder to skip given its integration into the actual program content.

Most academic research on product placement has primarily considered it as a separate persuasive technique independent from the commercial break advertising. That is, mirroring early research on TV advertising, research has focused on how product placement influences viewers’ recall of and attitude toward brands. However, this overlooks the possibility that product placement in a show might influence the likelihood of viewers watching an advertisement for related products at the next commercial break.

In research just published in Marketing Science, my colleagues David Schweidel of Emory University and Natasha Foutz of the University of Virginia and I began to explore whether such synergies exist.