Strategy

This paper explores the motivations and desirability of off-balance sheet financing of credit card receivables by banks. We explore three related issues: the degree to which securitizations result in the transfer of risk out of the originating bank, the extent to which securitization permits banks to economize on capital by avoiding regulatory minimum capital requirements, and whether banks'' avoidance of minimum capital regulation through securitization with implicit recourse has been undesirable from a regulatory standpoint.

In a contingent claims framework, with a single issue of debt and full information, we show that the presence of a bankruptcy code with automatic stay, absolute priority rules, and potential debt forgiveness, can lead to significant conflicts of interest between the borrowers and lenders. In the first-best outcome, the code can add significant value to both parties by way of higher debt capacity, lower spreads, and improvement in the overall value of the firm.

We model the trade-off between low-asset risk and low leverage to satisfy preferences for low-risk deposits and apply it to interwar New York City banks. During the 1920s, profitable lending and low costs of raising capital produced increased bank asset risk and increased capital, with no deposit risk change. Differences in the costs of raising equity explain differences in asset risk and capital ratios. In the 1930s, rising deposit default risk led to deposit withdrawals. In response, banks increased riskless assets and cut dividends.

We address infinite-horizon models for oligopolies with competing retailers under demand uncertainty. We characterize the equilibrium behavior which arises under simple wholesale pricing schemes. More specifically, we consider a periodic review, infinite-horizon model for a two-echelon system with a single supplier servicing a network of competing retailers. In every period, each retailer faces a random demand volume, the distribution of which depends on his own retail price as well as those charged by possibly all competing retailers.

Product Management, 4th ed., by Lehmann and Winer is a defining text that covers three major tasks facing today's product mangers: analyzing the market, developing objectives and strategies for the product or service in question, and making decisions about price, advertising, promotion, channels of distribution and service. Product Management utilizes the familiar Marketing Plan as the unifying framework for its lessons, and takes a "hands-on" approach toward preparing graduates to assume the position of product manager.

For more than two decades, businesses have been warned to "change or perish." Yet a growing number of companies are perishing because of change. What's going on? Columbia Business School Professor Eric Abrahamson argues that although change is necessary for companies to grow and prosper, many organizations have blindly taken the mandate too far. The "creative destruction" advocated by change champions has resulted in a painful cycle of initiative overload, change-related chaos, and widespread employee cynicism.

In Europe, Procter & Gamble and Henkel appear to follow significantly different brand positioning strategies for laundry detergents. Procter & Gamble tends to use pan-European brand positions while Henkel tends to use brand positions that vary by country. Why would Procter & Gamble and Henkel pursue different brand positioning strategies and both be correct? The answer is that their competitive situations differ and they would answer the questions posed in this article differently.