Archive: May 2013

MIT Sloan faculty earn esteemed awards

Posted by MIT Sloan Executive Education - 1 year and 5 months and 2 days ago

Four MIT Sloan faculty were recently honored for their outstanding teaching accomplishments and presented with prestigious awards at special ceremonies held on campus this month. “At MIT Sloan, we are fortunate that the ‘best of the best’ MBA faculty also teach in our executive education program, which is not necessarily the case at other schools,” said Peter Hirst, Executive Director of MIT Sloan Executive Education.

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Cutting staff is not a good operations strategy for retail

Posted by MIT Sloan Executive Education - 1 year and 5 months and 13 days ago

Retailers often resort to making HR changes in order to lower costs. They simply cut staff, which is only a temporary fix. As Zeynep Ton, Adjunct Associate Professor of Operations Management at MIT’s Sloan School of Management, commented to ABC’s “Good Morning America,” “retailers who cut staff to cut costs are succumbing to a vicious cycle, where the staff reductions result in lower customer satisfaction,” which then negates the financial gains from the initial staff cuts. 

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Revenue management lessons learned from J.C. Penney

Posted by MIT Sloan Executive Education - 1 year and 5 months and 13 days ago

The science behind revenue management is vital to many industries, not just retail. How to set the price of a product or service and extract as much profit as possible applies to many industries, including hospitality, airline, transportation, oil and gas, and advertising. It’s the pricing strategy of the retail industry, however, that has made news recently.

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Gender stereotypes in negotiation—does Sheryl Sandberg have it right?

Posted by MIT Sloan Executive Education - 1 year and 5 months and 22 days ago

How do you negotiate when you need to make a positive impression? The answer may depend on your gender. In Sheryl Sandberg’s much discussed Lean In, the author describes research findings that women perceived as hard-charging types are liked less. She advises women to smile profusely during a negotiation, use the word “we” instead of “I,” and express appreciation to your bosses. Of course, Sandberg is aware of the contradictions implicit in these instructions, given the tenet of the book itself and adds, “No wonder women don’t negotiate.” Her point is not lost on negotiation theorists who understand that for both genders there exists a tension between claiming value for oneself and being likeable in a conversation or negotiation. 

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