Starting with the Master of Science in Innovation (MSI) program, we have worked over the last year on developing an ecosystem designed to train and develop corporate innovators. Teaching innovation, as we see it, is a continuum spanning from corporate partners and executive education needs to on-ground graduate student cohorts.
When we launched the MSI program in the fall of 2014, we focused on the right side of the continuum – the on-ground graduate program, which covers 10 courses over a year. In the fall of 2016, we entered our third class – the largest and most diverse yet. With average work experience of 12 years and backgrounds spanning from technology services to food innovation, we are excited that our vision for teaching corporate intrapreneurship and innovation is resonating with students and the marketplace. We look forward to seeing where our students take their innovation projects over the course of the next year! (Read about some of our students’ experiences here.)
In the following post, D’Amore-McKim School of Business Senior Academic Specialist Frederick Crane outlines the details that small business owners should consider when it comes to discounting their products or services.
Small businesses have to really do a careful analysis as to whether or not to engage in discounting, examining the targets of the discounting, the timing of the discounting, the value of the discounts, and the impact on short and long-term profitability. And, unlike large businesses, the small business has a lot less room for error as well as having less margin play.
Personally, I’m not a big fan of discounting in general for a few reasons:
The news is abuzz with the recent announcement of Bayer acquiring Monsanto. The PR spin may be that together they can better serve the world’s need for more food for a growing population, but the hard facts are that both firms need to deal with stagnating prices that they can charge farmers. They thus need to achieve economies of scale to lower their costs (and now at least won’t have to worry about one other big rival trying to out-bundle them in sales).
In trying to capture these savings, the larger Bayer (no news yet on a new name) will face two big challenges.