Faculty

Professor Paul Argenti discusses JP Morgan's lessons learned with their #AskJPM gaffe. Argenti's advice is to put things in perspective when using marketing as part of the communications mix.

Tuck Professor Paul Argenti provides insight into lessons learned from Chris Christie's Bridgegate scandal.

Paul Argenti, professor of corporate communication at Tuck School of Business at Dartmouth, discusses​ lessons learned from Lululemon CEO's offensive comments and provides communication advice for leadership in mainstream media as well as social media.

Tuck Professor Paul Argenti talks about how to develop your personal brand through social media.

Paul Argenti, professor of corporate communication at Tuck School of Business at Dartmouth, discusses the importance of brand reputation and smart strategy to enhance opportunities out of reputational capital. Argenti talks about CVS, Coca-Cola and McDonalds as companies whose reputations benefited from smart strategy on the shared value between companies and society.

Tuck Professor Paul Argenti gives advice on how businesses can build public trust in a time when trust in business is at an all time low.

Apple’s stock price has recently taken a hit as the company’s growth appears to be slowing down. What does this mean for Apple, its investors, customers, and employees?

Jeff Bezos, CEO of Amazon, is Professor Finkelstein's best CEO of 2013. In other hands, Amazon might seem to be a company with an identity crisis—is it UPS? A library? A warehouse? All of those things?—but under Bezos it has become one of the coolest, sexiest brands of all time.

Akio Toyoda, president and CEO of Toyota, is Professor Finkelstein's second best CEO of 2013. The grandson of the company's founder, Toyoda started in 2009 and weathered many disasters, from the sudden acceleration problem in many of his cars to the financial crisis and the impact of the tsunami.

Pony Ma, the creator and CEO of the Chinese Internet company Tencent, is Professor Finkelstein's third best CEO of 2013. What Ma has done is nothing short of revolutionary: after gaining 800 million active users and amazing revenue through his desktop platform, two years ago he decided to change everything and make the leap from desktop to mobile, something very few companies in any country have accomplished.

John Idol, the chairman and CEO of Michael Kors, is Professor Finkelstein's fourth best CEO of 2013. When Idol, along with partners Lawrence Stroll and Silas Chou, acquired the luxury fashion brand Michael Kors in 2003 for close to $100 million, it was struggling.

Reed Hastings, CEO of Netflix, is Professor Finkelstein's fifth best CEO of 2013. While at first it might seem surprising to see Hastings here—he was on Professor Finkelstein's worst list of CEOs in 2011—he accomplished an amazing transition. Willing to admit his mistakes and change direction when needed, Hastings has become an innovation machine, both with original Netflix content (House of Cards, a new season of Arrested Development) as well as on the back end with improving algorithms and mechanisms to ensure customers get what they want. Eschewing an office and giving incredible freedom to his employees, Hastings sets exceptionally high demands and it's working.

Steve Ballmer, the CEO of Microsoft, is Professor Finkelstein's fifth worst CEO of 2013. Even though Microsoft will take in $20 billion this year, it has failed to capitalize on its monopoly position to become the true leader across the board. For example, the Zune is a weak alternative to the genre-defining iPod while Bing can't compete with the dominance of Google. Instead of running with the torch passed to him by Bill Gates, Ballmer has served more as a caretaker who wastes money following trends rather than setting them, making him Professor Finkelstein's fifth worst CEO of 2013.

Ron Johnson, the former CEO of J.C. Penney, is Professor Finkelstein's second worst CEO of 2013. Although he had experienced massive success at Apple developing its retail network, Johnson's attempt to recreate the high-end Apple strategy at J.C. Penney was nothing short of disastrous.

Thorsten Heins, the former CEO of BlackBerry, is Professor Finkelstein's third worst CEO of 2013. No one would disagree that Heins faced a daunting challenge in trying to save BlackBerry, once the shining star of its industry, from the downward spiral that had sent its two co-founders packing.

Eddie Lampert, the chairman and CEO of Sears Holdings, is Professor Finkelstein's fourth worst CEO of 2013. A hedge fund genius intent on realizing his vision of restoring the mega department store model, Lampert doesn't seem to realize that this model is sadly out of date.

Steve Ballmer, the CEO of Microsoft, is Professor Finkelstein's fifth worst CEO of 2013. Even though Microsoft will take in $20 billion this year, it has failed to capitalize on its monopoly position to become the true leader across the board.

Professor Sidney Finkelstein studies CEO failures and leaders' career-ending mistakes. Here are his picks for the worst five CEO blunders of the year.

Tuck School of Business professor Paul Argenti shares his list of the worst public relations blunders of 2011.

Professor Eric Johnson discusses his latest research on the vulnerability of online healthcare data.

Professor Matthew Slaughter discusses insourcing of U.S. subsidiaries of foreign companies as an engine for job growth in the U.S.

Tuck Professor Peter Golder comments on PepsiCo's plan to acquire Wimm-Bill-Dann: Why is the deal significant, is it a good fit and what are the risks of working in Russia?

Tuck Professor Ella L.J. Edmondson Bell's new book, Career GPS: Strategies for Women Navigating the New Corporate Landscape, offers guidelines to help women advance up the corporate ladder to attain their professional goals.

Tuck finance professor Richard Rendleman Jr.s research suggest the so-called Tiger Woods Effect on competitors play is real, but its not as great as one might think.

Tuck professor Kusum Ailawadis research into the so-called Walmart Effect suggests that competitors need custom approaches in dealing with the discount retailer.

Tuck professor Vijay Govindarajan says that innovation is the only way for companies to take advantage of the tremendous opportunities available in a reset economy.

Marketing professor Punam Keller explains how to improve employee engagement in company well-being programs.

In a new study, Tuck professor Espen Eckbo finds that putting bankrupt companies on the auction block is more efficient than Chapter 11.

Professor Kevin Lane Keller discusses the value of marketing in today's economy. He wants marketers to ask what kind of value are they creating for consumers and how it compares to what competitors are doing. Kevin Lane Keller is the E.B. Osborn Professor of Marketing at Tuck.

What will taxpayers get in return for the government bailout of Fannie Mae and Freddie Mac? Very little, says John Vogel, a real estate expert at the Tuck School of Business at Dartmouth.

Marketing professor Praveen Kopalle has identified a new demographic of people who are especially good at determining whether products will succeed or fail. These emergent consumers tend to think in rational, experiential terms and have the foresight to predict whether a particular product or service will resonate with the general population.