Networking is more than having a hefty collection of business cards and attending A-list parties. Heidi Roizen has been a Silicon Valley CEO, a venture capitalist, and a corporate board member but “the homework never ends,” she told Stanford Graduate School of Business students.
The best entrepreneurs have a thirst for knowledge and may be willing to attempt the impossible, venture capitalist John Doerr told a student audience.
The financial impact of regulating coal-fired power plants that produce carbon dioxide emissions under a cap-and-trade system will be much less than previously projected according to research by Professor Stefan Reichelstein and doctoral student Ozge Islegen.
Some types of regulations governing disposal of electronic waste can reduce the world’s mountains of devices waiting to be recycled, and also slow the rate of new product introductions says Stanford Graduate School of Business Professor Erica Plambeck.
Although Nobel Laureate William F. Sharpe didn't give listeners any new advice about how to weather the current financial crisis and fill the holes in their portfolios, he did explain during a speech on the Stanford University campus how futile it is to read sure-thing investing books or watch the latest financial guru to find easy answers.
Hermitage Capital Management went from $25 million to $4 billion by investing in undervalued Russian companies. Today its founder, Bill Browder, MBA '89, says anyone investing in Russia long term "is out of their mind."
Why do some geographic areas — such as California’s Silicon Valley — produce so many entrepreneurial companies? The answer may be workplace peers. Working with former entrepreneurs makes individuals more likely to start their own businesses, says Professor Jesper Sørensen of the Stanford Graduate School of Business.
Rock groups can lose as much as 40% of their potential sales because consumers don’t know enough about them, says the Stanford Business School’s Alan Sorensen. There are lots of crowded markets out there where lack of information skews sales.
Marketers often lavish attention on their best customers, but Stanford Graduate School of Business researchers James M. Lattin and V. Srinivasan suggest it may be more cost effective to increase their spending on clients who only occasionally use their products or services.
