“Virtual Reality GIX Brings India to Tuck”
Tuck | September 13, 2022
“Tuck professor Vijay Govindarajan created and led a first-of-its-kind GIX using VR technology and remote, real-time market research with consumers in India.”
“Where Work Goes From Here”
Tuck | September 16, 2021
“What will work look like when employees return to work? Tuck faculty offer their predictions on the new normal.”
“Has the U.S.-China Trade War Hurt the Chinese Economy?”
Tuck | November 9, 2021
“Tuck professor Davin Chor analyzed night light data from satellite imagery to infer the impact of the new tariffs on China’s economy.”
“Before and After the Pandemic”
Tuck
April, 2020
“In a new working paper, Tuck professor Jordan Schoenfeld quantifies the immediate financial impact of the novel coronavirus, and finds that most companies underestimated the risk of a pandemic. ”
"Do Multinationals Get Special Tax Deals in the E.U.?"
Tuck
February, 2019
“After years of investigations, the European Commission found that Ireland had helped Apple avoid $15 billion in income taxes between 2003 and 2014. ”
“Live Better Now”
Tuck
July, 2018
“Tuck’s 53 faculty members are world-renowned scholars and teachers whose work is aimed at a business-oriented audience: colleagues and academics who read their research papers, students who take their courses, and practitioners out in the business world.
But their knowledge has a utility in everyday life, too. Business is, after all, people-oriented. If we can become more aware of our biases, or more methodical in our approach to all kinds of challenges, or even more mindful of who we are, everyone benefits. To that end, here’s how five Tuck professors can help you lead a better life.”
"The High Cost of Free Shipping"
Tuck
March 9, 2018
“It’s unclear when, exactly, the trend of free shipping began, but a good starting point is probably the 1999 launch of Zappos, an early online shoe seller.
The company worried that consumers wouldn’t be willing to buy shoes without trying them on, so it offered free shipping and free returns, thus eliminating the risk the shoes didn’t fit. These days, free shipping is among the most popular promotions online retailers deploy, and consumers have come to expect them whenever they shop online. At the same time, the rate of product returns has grown immensely. A study in 2006 found that 5.6 percent of online purchases were returned. By 2013, that number had increased to almost 37 percent. ”
"The Builder"
Tuck Today: The Alumni Magazine of the Tuck School of Business
January 2018
“Christopher J. Williams T’84 is the founder, chairman, and CEO of the Williams Capital Group and Williams Capital Management, one of the most active co-managers of U.S. investment-grade new issue debt financings. In 2002, Williams was selected by Fortune as one of the 50 most powerful African Americans in Corporate America. Crain’s New York Business, in 2003, listed him as one of the top 100 minority business leaders. Williams has also been the subject of numerous articles on management in both The Wall Street Journal and The New York Times. What most people don’t know about Williams is that, at heart, he’s a gifted artist and designer who can bring a sense of craftsmanship to a profession known more by its numbers than its creativity.”
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"Big Carts, Big Calories"
Tuck
November 29, 2017
“There’s a certain logic to the stores’ low prices and bulk packaging: you can get more for your money, and make fewer trips to your regular grocery store. And the membership fee of $50 or $100 pays for itself in the money you save versus shopping at a traditional supermarket. The club store industry has been riding that calculation to great success.
Between 1992 and 2013, club stores and supercenters were the fastest growing retail category in the U.S., with sales rising from $40 billion to $420 billion, and the number of club stores exploding to more than 1,600.
There’s just one problem. The whole value proposition basically falls apart in practice. As Kusum Ailawadi, the Charles Jordan 1911 TU’12 Professor of Marketing, finds in a new research paper, people who shop at club stores are spending more on food and making more shopping trips than they would if they didn’t shop there, and they’re eating more too. “We are not saving time, we are not saving money,” Ailawadi says, “and we’re increasing our consumption of non-perishable and impulse foods.””
Alumni Profile: Carlos Rodriquez-Pastor T'88
Tuck School of Business | Alumni Stories
“On a sunny day in June of last year, Carlos Rodriguez-Pastor T’88 donned academic regalia and delivered the investiture address to the Tuck class of 2015. Rodriguez-Pastor talked a little about his days on Wall Street back in the early 1990s. It sounded like fun, and it was a formative time for Rodriguez-Pastor, but only in the sense that it made him yearn for something he couldn’t quite define. “It always made me feel empty and hollow,” he recounted, “hoping my career would become something more than just a way to earn money as fast and easily as I could.””
"The Right Stuff"
Tuck School of Business | June 2015
“Paul Danos arrived at Tuck armed with big ideas about business education and the mandate to make them happen. Twenty years later, the changes he’s made have transformed nearly every aspect of the school and put it on a path for future success. Inside the life and legacy of Tuck’s longest-serving dean.”
"The Strategists"
Tuck School of Business | December 2014
“There are many paths to the top. Tuck’s renowned strategy professors know them all, and are learning new ones every day.
Strategy is an old word but a modern phenomenon. Its etymology is traced back to the Greek strategia, which is best translated as “generalship.” The military connotation is strong and intentional, because for most of history strategy meant the “art of war.” Militaries still have strategies today, of course, but the difference is that everyone else does too. We have career strategies, parenting strategies, weight-loss strategies. The term has been coopted so often that we barely know what it means anymore. But if you peel back the layers of interpretation, you can still find its core. The British military historian Sir Lawrence Freedman calls it the “art of creating power,” and reminds us that strategy needs conflict like fire needs air. Strategy is therefore imbued with drama. It is the story of the leader trying to hold on to the lead, or of the underdog scratching its way to the top. Strategy is about figuring out how to win.”