A Plunge into Russia’s Arctic Policy by Phillip Batov W'23

“There are fortunes to be made in polar real estate! Just change the climate of both poles, warm them up, give them mild winters and pleasant summers, and watch the boom!”[1] This fantastical plot comes straight from the imagination of Jules Verne in his literary classic – The Purchase of the North Pole. The plot easily enthralls any science-fiction enthusiast; manipulating the climate to shape tundra wastelands into havens for economic prosperity makes for spectacular fiction. However, recent claims on the arctic made by northern nations has turned this fantasy into a reality. The passing of a Canadian icebreaker and a government-sanctioned research team scouting territorial boundaries in recent years show new life stirring in a once-desolate region [2]. Despite this, one state asserts a foothold above the rest in maintaining the greatest financial, military, and commercial interests in this northern clash: the Russian Federation.

To analyze the motives behind Russia’s arctic policies, it is important to understand the recent changes in the region. The arctic is almost entirely covered in water, a great deal of it frozen. Plenty of the glaciers and icebergs are in fact frozen freshwater [3]. However, most of the arctic is sea water that stays frozen throughout the year called “sea ice”. It is this formation that is shrinking at an alarming rate because of the effects of global warming. The 21st century has marked record lows in both the winter maximum and summer minimum extent of sea ice [3]. The receding ice has, however, opened up clear shipping routes for trade and travel. Dubbed the Northwest Passage, this route not only cuts shipping time by 40 percent, but it allows larger, heavier ships that cannot pass through the Panama Canal to increase efficiency [3]

The Arctic's geographic location, however, proves to be troublesome for countries seeking to make territorial claims. Under the 1982 U.N. Convention on the Law of the Sea, countries can claim an area of the world’s oceans as part of an extended continental shelf [4]. The treaty gives a country the right to explore and exploit all resources within its exclusive economic zone (EEZ) [4]. However, many prominent countries that border the region – like Russia, Norway, Denmark, Iceland, Greenland, Canada, and the United States – are keen on ensuring maximum land acquisition, leading to overlapping territorial claims. While the claims appear innately unbalanced, one can see how it is especially important to Russia, whose current Arctic EEZ makes up 1/5 of its GDP [5]

While certain countries are struggling with the threat of climate change, Russia is seeking ways to take advantage of it. Russian leadership actively seeks to utilize geographical advantages in the Arctic to enhance its international power and influence [5]. This initiative is backed by Russia’s immense territory, demand for resources, and population living in that region. In fact, Russia’s Arctic population is approximately 2 million people, accounting for half of the individuals living in the Arctic worldwide [6]. With such a presence, Russia actively seeks a policy to exploit the available resources and build up a military presence to gain an advantage over competing states [5].

One of Russia’s chief exports is energy, specifically petroleum and natural gas. It is the world’s primary provider of gas reserves, 30 percent of global gas production, and number two in the production of oil, 10 percent of global oil production [7]. Russia’s economy is extremely dependent on trade as a major source of revenue, with oil, natural gas, and other mineral fuels encompassing 52.7 percent of all national exports [8]. Recent surveying of the arctic by the United States Geological Survey (USGS) concluded that 90 billion barrels of oil, more than 5 percent of global reserves, 1,669 trillion cubic feet of gas, more than 24 percent of global reserves, and 44 billion barrels of natural gas liquids (NGLs) may be in the Arctic, on or offshore [9]. With such a plethora of untapped raw materials, which are vital to Russia’s economy, allocating resources to maintaining a foothold in the region is an investment on Russia’s part. While the state is sponsoring research in the area, Moscow is keen on opening up the energy-rich Arctic shelf to private corporations in order to spur efficiency in resource development and promote further study of the region [10]. According to Russian Minister of Natural Resources and Environment Dmitry Kobylkin, “...we would like to study it more, but the government cannot allow itself to make such investments. It’s very expensive.” [10]. The government has opened the area to only a limited number of corporations so far, one of which is one of the largest oil companies in the world – Rosneft. Seeing the potential in locations like the Kara and Barents Sea in the north, the state-controlled conglomerate Rosneft has been acquiring a vast majority of drilling licenses and striking deals with other conglomerate oil and gas companies [11]. The behemoth also initiated a $270 billion plan to double exports to China in exchange for capital to finance required oil-extracting equipment and further research [11].

While resource acquisition piques Russia’s interest in the Arctic frontier, an opportunity to consolidate military power makes encroachment an obligation. For Russia’s president, Vladimir Putin, the Arctic is a marker to bolster pride in statehood. Russian military forces have conducted a series of operations even as territorial-claims to the lands are still under dispute [12]. The Arctic is home for the North Sea Fleet, which includes much of the Russian ballistic missile submarine fleet [13]. This fleet played silent games of “cat and mouse” under the arctic waters with US forces during the Cold War. Now, with the desire for new emerging territory the fleet is once again engaging in territorial markings and intimidation tactics [13]. In addition, there have been reports of interceptions of Russian bombers near Canadian airspace – reminiscing of Cold War-era encounters – while Putin wages a hefty arsenal of 40 new naval vessels, new nuclear attack submarines, and monumental super-icebreakers [12]. One can, however, perceive Russia’s military push as a means of increasing defence rather than just an ambition for expansion. As the frontier opens up, Russian officials claim that their position is a response to NATO maneuvering in the area and to maintain peace in the space [14]. The nation has a history of increasing military activity and maintaining barriers between its borders and NATO allies, whether with satellite states in Eastern Europe or Arctic patrolling in the north. 

As ice caps recede, seaport facilities, mining operations, oil and gas pipelines, and infrastructure like roads, railways and airstrips to serve them are pioneered by Russia in the Arctic region [15]. Although they are intended to serve militaristic and economic ambitions, their presence will innately aid in the developments of one of Russia’s most promising commercial assets: the Northern Sea Route. Running along the northern coast of Russia, the Northern Sea Route has the potential to become the elusive Northeast Passage once sought by explorers of the New World. The route has capabilities of becoming an international highway with the ability to cut down the transit distance between Europe and Asia by 40 percent, saving corporations substantially on shipping costs [13]. However, the region is continually disputed: the US declares that the lanes must be open in its freedom of navigation mission, while Russia continues to claim that the straits are their historic territorial waters under the Law of the Sea  [13]. The passage provides a potential diversifying source of revenue for Russia in the future through taxation and trade restrictions on crossing cargo. Since 2011, over 220 vessels have traveled the Northern Sea Route [17]. The route holds great potential for global corporations as well: in 2016, the China Ocean Shipping Company (COSCO) expanded its operations and sent five of its vessels for the first time to cross it [17]. While still modestly used due to underdevelopment, the route is Russia’s emerging hope on benefiting from regulatory authority over trade. In addition, Russia has shown intentions of limiting the loadings of coal, oil and natural gas at ports along the Northern Sea Route to Russian-built vessels as a way of encouraging domestic production [16].

These potentials raise a question: should Russia be worried about climate change? Certainly – receding sea ice has universal consequences. Yet, Russia has aligned its focus on capitalizing on an emerging region over addressing the detrimental environmental consequences. As melting ice caps in the north reveal more territory and resources at Russian shores, neighboring Arctic nations face a new threat: a hibernating state awakening, more tenacious than ever.

Phillip Batov is a freshman in the Wharton School. He plans on concentrating in Finance and Business Economics and Public Policy, while pursuing a minor in International Relations. He stresses the importance of staying aware of current global developments, as he is an avid member of several public policy and IR-focused clubs. Phillip ultimately strives to combine his passion for business and economics with diplomatic studies in a career that emphasizes economic work with international implications. In his free time, he enjoys playing soccer and tennis, playing piano, researching new topics, community engagement, and traveling (when he gets a chance).

Sources:

“Arctic Oil & Gas.” National Ocean Economics Program, March 29, 2017. https://oceaneconomics.org/arctic/extractive/.

Dettmer, Jamie. “Russia Ups the Ante in the Arctic.” Voice of America, November 6, 2019. https://www.voanews.com/europe/russia-ups-ante-arctic.

Devyatkin, Pavel. “Russia's Arctic Strategy: Maritime Shipping (Part IV).” The Arctic Institute, February 27, 2018. https://www.thearcticinstitute.org/russias-arctic-strategy-maritime-shipping-part-iv/.

Dillow, Clay. “Russia and China Vie to Beat the US in the Trillion-Dollar Race to Control the Arctic.” CNBC. CNBC, February 6, 2018. https://www.cnbc.com/2018/02/06/russia-and-china-battle-us-in-race-to-control-arctic.html.

Makuch, Ben. “The Russian Military Is Taking the Arctic.” Vice, September 25, 2014. https://www.vice.com/en_us/article/mgb9zp/cold-war-games-russias-ramping-up-its-military-presence-in-the-arctic.

Mead, Derek. “Russian Oil Behemoth Rosneft Has Unlocked the Arctic.” Vice. Vice, July 9, 2013. https://www.vice.com/en_us/article/z44ayx/russian-oil-behemoth-rosneft-has-unlocked-the-arctic.

Mooney, Chris. “The Arctic's Fabled Passage Is Opening up. This Is What It Looks Like.” The Washington Post. WP Company, April 29, 2019. https://www.washingtonpost.com/news/energy-environment/wp/2017/08/07/the-arctics-fabled-passage-is-opening-up-this-is-what-it-looks-like/.

National Geographic. “Arctic.” National Geographic Society, October 9, 2012. https://www.nationalgeographic.org/encyclopedia/arctic/.

“Natural Resources, Economy of Russia.” Russia Natural Resources. Accessed December 2, 2019. https://www.advantour.com/russia/economy/natural-resources.htm.

“Overview - Convention & Related Agreements.” United Nations. United Nations. Accessed December 2, 2019. https://www.un.org/Depts/los/convention_agreements/convention_overview_convention.htm.

“Russia.” The Arctic Institute. Accessed December 2, 2019. https://www.thearcticinstitute.org/countries/russia/.

“Russia Tightens Control Over Northern Sea Route.” The Maritime Executive, March 8, 2019. https://www.maritime-executive.com/article/russia-tightens-control-over-northern-sea-route.

“Russia: Trade Statistics.” globalEDGE: Your source for Global Business Knowledge, 2019. https://globaledge.msu.edu/countries/russia/tradestats.

Soldatkin, Vladimir, and Gabrielle Tétrault-Farber. “Russia Open to Private Companies Developing Energy-Rich Arctic Shelf: Minister.” Reuters. Thomson Reuters, September 4, 2019. https://www.reuters.com/article/us-russia-forum-arctic/russia-open-to-private-companies-developing-energy-rich-arctic-shelf-minister-idUSKCN1VP04D.

“The Purchase of the North Pole by Jules Verne.” Goodreads. Goodreads, January 1, 1960. https://www.goodreads.com/book/show/6271800-the-purchase-of-the-north-pole.

Tyler, Cross. “Divining Russia's Intentions in the Arctic.” The Maritime Executive, July 10, 2019. https://www.maritime-executive.com/editorials/divining-russia-s-intentions-in-the-arctic.

Weitz, Richard. “US Policy Towards the Arctic: Adapting to a Changing Environment.” ICDS, October 24, 2019. https://icds.ee/us-policy-towards-the-arctic-adapting-to-a-changing-environment/.



Pak-China: Asia's New Brotherhood? by Moomal Ahmed W'23

The sun is setting in a flamboyant market in Lahore. Passersby flock to the vibrant stalls with cheap imported Chinese merchandise. The streets are drowning in a sea of people, red-faced and fatigued, all jolting and clamoring to get their hands on the goods. Meanwhile, the revenue is flowing to an economy far away, inside a different boundary, living at different life standards.

Cut to a more structured market, where people do not shove or push, and the roof protects the stalls from the merciless glare of the sun. Vendors hand over bags to customers, calm and uninvolved with the undainty practice of haggling. There remains one similarity: the ‘Made in China’ label.

In a country afflicted by economic crises and inflation, the layman shopper has much to thank Chinese traders for. In competition with the Pakistani product, pricey and short in the market as it is, the Chinese good makes up with price what it lacks in quality. This edge in competition is what grants China the upper hand in its economic endeavors around the globe. With its mass production, economies of scale, and appealing low prices, China embarked on a mission to climb the trade ladder to its very last rung. With its geographical proximity and chronic economic instability, Pakistan seemed the perfect victim to rescue. Now, China is Pakistan’s ‘all-weather friend’. From bailouts to trade to political diplomacy, China and Pakistan are now joined at the hip. And while the Pakistani government markets the Pak-China Economic Corridor like the newest royal baby, the story seems to be warped behind the scenes.

Pushed by the IMF to disclose the exact records of the China-Pakistan Economic Corridor (CPEC) project, Pakistan is stranded in a tough position. On one hand, it could maintain the confidentiality of CPEC loan terms at the expense of the IMF claiming that CPEC has military roots. Or, it could release CPEC records to the IMF and run the risk of irking its hard-earned friend. As such, any loyalty to China jeopardizes Pakistan’s relationship with the IMF, Pakistan’s go-to haven for financial droughts. It boils down to this: is it worth it?

Reportedly, although China has lent Pakistan US$26 billion-US$30 billion for energy and transport projects as part of CPEC, not a single dollar has entered Pakistani banking channels. Instead, this cash flows into the vast bank accounts of Chinese multinationals operating in Pakistan, who use it as funding for capital and production. In other words, Pakistan is accumulating huge amounts of fiscal debt for money that it rarely receives. To add onto that, Pakistani labor has lost most hope of forming the monopsony of workers involved in CPEC. Instead, Chinese companies find it more profitable to employ Chinese workers on economic corridor projects in Gwadar and Karachi. This provides oxygen to the claim that the employment created by CPEC is mismatched between Pakistan and China, and that the influx of Chinese workers into the major cities of Pakistan will put local labor at a disadvantage. This is a threat, especially for the sparsely populated province of Balochistan, where locals fear being outnumbered by Chinese labor. As such, the ‘game-changing’ aspect of the CPEC project does not seem game-changing after all, with Pakistan bearing the brunt of the input and China shipping away much of the output. 

All of this is coupled with the ongoing political change in Pakistan. With a shift in leadership, Pakistan’s recent attitude of looking east for economic cooperation is losing its foothold. More specifically, China is still not fully equipped to support its ‘iron-brother’ in its times of crises, which are frequent, especially when the bloc on the other side of the picture is headed by the U.S. As such, Pakistan is moving on to a newer variety of allies, inclined more towards the Muslim bloc. Thus, the idea of China becoming the new America for Pakistan seems to become less and less convincing. Whether these allegations of unfairness and mismatched contributions are acted upon is bound to have important effects on the politics of the world. The onlooker wonders if the blurred shapes meandering through the crowds of busy Pakistani markets will ever pick up an object from the corner stalls that does not have the ‘Made in China’ tag on it.

Moomal Ahmed is a freshman in Wharton, intending to pursue a Behavioral Economics concentration and possibly an English minor. She is a research assistant at the Linguistic Data Consortium and in her free time she likes to watch TV shows and experiment with writing.

 Sources:

https://www.orfonline.org/expert-speak/pakistan-china-new-america-48305/

https://economictimes.indiatimes.com/news/defence/cpec-has-no-military-dimensions-pakistan/articleshow/67284501.cms?from=mdr

https://www.dawn.com/news/1498260

http://cpec.gov.pk/

https://www.theatlantic.com/international/archive/2018/11/pakistan-china-cooperation-cpec/568750/

 

Why SoftBank Needs a New Strategy by Brandon Pride W’23

For years, the multinational conglomerate holding company has made headlines for their bold investment strategies. The company, headquartered in Tokyo, has large stakes in many companies across different industries, from Sprint to Boston Dynamics to Uber. It has dominated the business world in the last couple of decades, and is ranked as the second largest publicly traded company in Japan. It is notable for running Vision Fund, one of the largest venture capital funds in the world, with $100 billion in capital.

However, Softbank’s Vision Fund has come under scrutiny due to its recent history of bad deals.

Vision Fund specializes in late-stage startup companies that are valued at or over $1 billion, also known as “unicorns”.  Their strategy has been to take large stakes in these companies and inject massive amounts of capital, offering management counsel and providing a network of other SoftBank-owned companies. Their extreme level of spending is unique among private equity and venture capital firms. Whenever they identify a target company, they essentially give them a blank check. 

Vision Fund currently has a $100 million minimum investment into a company. Softbank’s CEO Masoyoshi Son reasons that removing the capital constraint that many of these unicorns face will allow them to flourish. They play the long game, confident that their investments will eventually pay off. In theory, it’s a good idea. But in practice, it is much different. 

Take WeWork, for instance. Once touted as the future of coworking spaces, the company is currently in complete disarray. After being valued at $45 billion two years ago and receiving $10.6 billion dollar in capital from SoftBank, the future looked bright. Recently, they have mishandled their IPO, received diminishing valuations, and received concerns about its corporate governance that led to CEO Adam Neumann’s resignation this September. 

While Softbank is not the only one at fault for WeWork’s current dysfunction, they share the brunt of the blame. Sun has encouraged companies like WeWork to “not worry about money” and chase their vision. However, the large capital that WeWork received allowed them to have an unrealistic business model that ultimately led to their demise. 

SoftBank’s failure with WeWork is not an anomaly. They have made significant expenditures on other American companies that are underperforming, such as Uber and Slack.

Part of the issue may also be the level of discretion that Son and his associates make when deciding to invest in a company. He notoriously gave the $4.4 billion in capital to WeWork after just a 12 minute meeting. Vision Fund has already invested over 80% of its $100 billion in just three years. Outsiders have questioned the amount of research that SoftBank does on its targets. 

SoftBank has dealt with issues before. In 2000, their value decreased by 99% due to the dot-com bubble. They were saved by a $20 million investment in AliBaba that turned into $60 billion. This is not their first bump in the road.

They have changed their model before, and they may need to again if they want to continue their global dominance.

Brandon Pride is a freshman who is intending to concentrate in Finance. At Penn, he is an employee at the Student Federal Credit Union (SFCU) and writer for the Daily Pennsylvanian. He is from San Jose, California and enjoys doing community service, watching sports, and exercising.

Cobras and Corporations: How Multinational Firms Can Learn From British India’s Cobra Problem by Lily Monroe W’22

Imagine you are the British governor of Delhi. Your citizens are dying at an alarming rate from cobra bites. What’s your solution? 

Background

This very event took place during the British Colonial rule in India. Their solution? A bounty offered to citizens for successfully hunting cobras. Instead of eradicating the problem, however, people turned to farming cobras to illicitly collect bounties. When the government caught on to this, they stopped the bounty program. Naturally, people released their now-useless cobras. The cobra population in India became greater than ever; today, there are an estimated 50,000 snakebite deaths in India every year. German economist Horst Siebert coined this phenomenon as the “Cobra Effect.” 

How this applies:

These unintended and often unforeseen consequences are caused by the “most fundamental [way] we grasp the world”: linear thinking. This cause and effect mindset, however, is uncharacteristic of the business world where many things are, in fact, non-linear. In business, there are numerous incentive structures. It can sometimes be difficult to catch incentives that will fail.Specifically, corporations that hire employees from different countries should consider non-linear motivational incentives for their employees. When it comes to how multinational firms should approach incentive structures for an international workforce, it is important to consider the cultural background of the employees.

Advantages of an International Workforce

There are a number of reasons for corporations to look outside of the United States to expand their businesses. International employees offer language and cultural knowledge, creativity and perspective, and rich workplace diversity. Millennials are particularly interested in working at companies with high diversity and rich culture. In fact, companies with higher-than-average diversity had 19% higher innovation revenues. Nowadays, companies are becoming increasingly globalized. However, the incentive structures that may work for one culture cannot be mirrored in the next. 

Incentives at Play

Incentive plans in the workplace are important and have “the potential to raise morale and increase job satisfaction,” which “can decrease turnover and save money with recruiting,” amongst a number of other benefits. The most common incentive structure is greater pay in exchange for a higher monetary return, otherwise known as “pay-for-performance.” However, taking Wells Fargo as an example, their employees took this incentive to the extreme by setting up “unauthorized accounts for customers to meet their sales targets.” This linear incentive proved detrimental to Wells Fargo’s customer relations. This problem of linear incentives becomes magnified when presented with a dynamic workforce.

Herzberg and Maslow

There are numerous factors in the workplace that contribute to employee performance. One study concerning cross-cultural employee motivation in international companies finds that there are three influencing factors for designing dynamic motivation systems in an international workforce. First, the significance of working for cross-cultural employees varies across different cultural philosophies towards work. For example, while Thai employees enjoy a bit more play during their workday, Chinese, German, and American employees do not. Secondly, Maslow’s hierarchy of needs for cross-cultural employees varies in different regions. In comparison to Western ideals, the needs of the society are valued in Oriental cultures over the needs of the individual. Managers must also consider Herzberg’s internal and external aspects. Internal factors cause dissatisfaction among employees, and external factors increase employee satisfaction. All three mechanisms are shaped by managerial decisions. 

Motivating a Global Workforce

For an international firm’s long-term growth, it is beneficial to think nonlinearly about increasing workplace performance. Zhao and Pan’s study concluded that managers of international companies should observe motivating factors for their cross-cultural workforce, then design motivational incentives based on their findings. This dynamic, nonlinear thinking is the key to promoting innovation among transnational firms.

Lily Monroe is a sophomore in Wharton concentrating in Legal Studies and Business Ethics and minoring in Fine Arts and Hispanic Studies. On campus, she is involved with the Penn Undergraduate Law Review and is a brother of the Alpha Kappa Psi Business Fraternity. In her free time, she likes to unlock new Smash Brothers characters and try new food trucks. 

India’s Medical Tourism Sector is Rapidly Expanding by Chaya Levin W'22

For centuries, India’s culture, food, and historic sites have attracted visitors from all over the world. Recently, however, tourists have been traveling to India to receive medical treatment. This has led to the emergence of a new, rapidly expanding sector in India: medical tourism.

The rise of medical tourism is a global trend, with 14-16 million travelers crossing international borders in 2017 to seek treatment. While fertility treatments claim the largest segment of the international market, people primarily visit India for bone-marrow transplants, cardiac bypass surgeries, eye surgeries, alternative medicine, and hip replacements.

In 2015, India’s medical tourism sector was worth $3 billion. According to India’s Ministry of Tourism, this figure is projected to grow by 200%, hitting $9 billion by 2020. 

The key driver of medical tourism is cost. People in developed countries who can’t afford the extravagant prices of procedures in their home countries save up to 90% by receiving the same treatments in developing countries like India. 

India’s rise in this international market is largely due to the reputation of its doctors and nurses high-quality training, which attracts patients seeking superior care and expertise. Furthermore, India’s diversity of language enables increased communication between doctors and international patients, enhancing the treatment experience. 

The city of Chennai, known as India’s “health capital,” is home to various specialty facilities that are renowned for their low costs and short waiting periods. Chennai’s efficiency brings 150 international patients to India daily. Currently, Chennai provides medical treatment to 45% of the nation’s health tourists, offering half of its estimated 12,500 hospital beds to patients arriving from abroad.

Medical tourism has also provided a lucrative opportunity for private healthcare providers. In 2018, for instance, a chain of private hospitals known as MaxCare treated nearly 50,000 foreign patients from the Middle East, Central Asia, and Africa.

The Indian government has boosted the growth of this sector by removing visa restrictions from tourists requiring a two-month period between consecutive visits. The government has also allowed foreign nationals to stay in India for up to 30 days due to medical reasons.

Despite the competitiveness of the market’s international landscape, India remains committed to increasing its market presence. With the nation’s continuous efforts to improve its medical technology and services, the emerging country has the potential to become a global medical destination.

Chaya Levin is a sophomore studying Finance and Business Economics & Public Policy (BEPP). She is a research assistant in the BEPP Department, a member of the Wharton Global Research and Consulting Group, and a Public Policy Research Scholar. Her favorite things also include froyo, rollercoasters, and summer camps.

Sources:

https://www.cnn.com/2019/02/13/health/india-medical-tourism-industry-intl/index.html

https://en.wikipedia.org/wiki/Medical_tourism_in_India

https://www.businesswire.com/news/home/20190312005675/en/Medical-Tourism---Worldwide-Market-Outlook-2024

https://www.ncbi.nlm.nih.gov/pmc/articles/PMC2636228/

http://www.oecd.org/els/health-systems/48723982.pdf

https://www.researchgate.net/publication/331521808_MEDICAL_TOURISM_IN_INDIA_STRENGTHS_AND_WEAKNESSES

Smart City: The Future of Cities in Southeast Asia By Eric Dai C’22

The whirlwind pace of urbanization in Southeast Asia has brought about new challenges. In the 19th and 20th centuries, the rapid urbanization of European and North American cities such as London, Paris, and New York, led to a substantial amount of pollution and congestion. Today, major cities in Southeast Asia similarly struggle to adapt to urbanization amidst growing populations and economic dynamism. Such challenges are not impossible to solve. With the help of smart technologies, the situation in these cities can be managed. “Smart cities” are the key to the future of sustainable development in emerging economies like Southeast Asia.

So, what are smart cities?

Smart cities are powerful and efficient. They utilize a combination of big data and digital technology to make better development decisions and enhance the quality of life. As defined in a report by McKinsey Global Institute, there are three essential “layers” to a smart city. The first layer is the technology base, which utilizes high-speed communication networks to connect smartphones, sensors, and other ICTs (Information and Communications Technology). The second layer consists of certain applications that translate and process raw data into alerts, insight, and decisions. The third layer is the implementation, or usage, of these applications by the companies and the public. 

How can this seemingly complex system actually help develop and run cities? The answer lies in the concept of The Internet of Things (IoT), which enables objects to communicate with each other through the internet. The creation of this network, which connects objects ranging from normal cell phones to electric outlets and even cars, provides access to data that can improve public transportation systems, give traffic reports, and provide real-time energy consumption data. These insights are crucial because they will allow cities to reduce costs by identifying issues before their emergence. Furthermore, these insights will enable cities to allocate capital and resources with more precision, to increase efficiency and maximize impact.

Smart cities have enormous potential for the future. The heavy integration of technology and infrastructure means that as cities grow and technology improves, smart cities will become increasingly efficient. Smart solutions could reduce greenhouse-gas emissions by an estimated 270,000 kilotons annually and prevent about 5000 lives lost each year through car accidents, fires, and other infrastructural failures. Furthermore, the solutions informed by data could save citizens a significant amount of time spent commuting, and residents in smart cities are projected to save $16 billion in energy bills.

The arrival of 5G will make smart cities even more possible. While most Southeast Asian countries already have adequate internet infrastructure needed for smart cities, some countries such as Cambodia are currently building their 5G systems to prepare for the integration of smart technologies. 5G will play an integral role in developing Cambodia’s planned smart city in Phnom Penh. This 100-hectare development will be built in partnership with blockchain developer Pundi and cloud services provider Limestone Network. Phnom Penh is designed to be Cambodia’s central business district, and the city’s infrastructure will be heavily combined with blockchain, which will be drastically enhanced by 5G capabilities.

The need for smart cities exists outside of Southeast Asia as well. As of today, more than half of the world’s population resides in urban metropolitan areas. According to the UN Department of Economic and Social Affairs, by 2050, 2.5 billion people will join these cities’ populations. The utilization of smart technologies to solve macro-level infrastructural issues can, therefore, help build a more hopeful and beautiful future. 

Eric Dai is a sophomore studying International Relations. His interests include emerging markets, sustainable development, and global affairs. He enjoys experimental photography, exploring new music, and watching old films in his spare time.  

Sources:

https://www.mckinsey.com/industries/capital-projects-and-infrastructure/our-insights/smart-cities-in-southeast-asia

https://www.mckinsey.com/industries/capital-projects-and-infrastructure/our-insights/smart-cities-digital-solutions-for-a-more-livable-future

https://www.forbes.com/sites/jamesellsmoor/2019/05/19/smart-cities-the-future-of-urban-development/#9dc7cd12f900

https://www.entrepreneur.com/article/341351

https://www.nytimes.com/paidpost/intel/building-smart-cities-of-the-future.html?searchResultPosition=2

 

The Growing Global Effort Towards Effective Translation by Valerie Hanna C'23

More than ever before, local businesses and Fortune 500 companies alike are engaged in global markets and clientele. It is crucial for companies to maintain clear communication cross-content wise, as translation errors can lead to anything from loss of reputation to physical harm or even industrial disaster. Accurate translation between languages, cultures, and industries is of utmost importance.

Today, there is an increased demand for translation driven by an increased usage of non-English languages, an increase in foreign markets of products and services from non-English speaking countries, and the shift of translation processes towards AI integration.

By 2020, annual enterprise spending on translation services is expected to grow by $45 billion. To lower the labor cost of translation , artificial intelligence (AI) in the form of machine translation (MT) is used in platforms like Google Translate, Microsoft Translator, and Amazon Translate. The accuracy of these platforms has increased exponentially through recent breakthrough improvements in neural machine translation (NMT) algorithms and an increased access to a much larger amount of language data from search engines, social networks, and e-commerce sites. For many businesses, however, the accuracy is not sufficient when constructing a user interface in a new language, translating a tax document, or writing a user manual for a product in a new language. Despite claims that jobs in human translation are dying out, it is still necessary for humans to provide enterprises with more languages, dialects, and consequently training data for AI algorithms.

Few languages have been translated for enterprise beyond the 40 languages supported by large language service providers (LSP). This is due to the lack of cost-justification for companies to spend years and millions of dollars to add just one new language to a product. Of an estimated 4 billion Internet users, less than a third are English speakers. In order for enterprises to reach small but booming economies, they will need to gradually invest in translating content into less common languages. By 2027, it is estimated that enterprises will need to translate into more than 60 languages in order to reach 96% of the online population.

Industries that are rapidly incorporating translation include finance, healthcare, and technology.

Today, 85% of the global population lives in emerging markets. Banking and finance companies are realizing that they need to invest in state-of-the-art translation services in order to tap into emerging markets and gain new customers’ trust. Issues of legality are at stake if poor translation causes a breach of regulatory compliance or a misunderstanding of company terms and conditions, income statements, patent documents, etc. These failures hurt the relationship between potential customers and an unacquainted company. Also, potential investors often review annual reports, company press releases, and presentations—needed in their native language—to determine how much capital to allocate. Established banks in foreign countries build up their reputation and brand through translating new materials and information like educational videos and property tax documents. This explains why companies like Chase to Citigroup continue to invest deeply in marketing, especially marketing geared towards foreign customers.

In  the 21st century, medical documents have become digitized. There is now a growing demand world-wide for efficient and effective translation for doctor-patient communication. The gap between specialists available in developed vs developing countries can be bridged by AI translation systems. The use of these systems in refugee camps is also being greatly looked into. Medical tourism refers to someone traveling to another country for medical treatment. This has gained great popularity, largely due to the internet, and has sparked a need for translation to inform both doctors and foreign patients. Translated healthcare records allow doctors and nurses to better diagnose and treat patients. A mistake in medicine could have a drastic impact on a patient’s health, so it has become imperative that patients clearly understand what is ailing them and what procedures they may need to consider. Medical translation is crucial in the pharmaceutical industry, as the medication doses and allergens in products entering new global markets need to be clearly explained. Certified translators are most used in this industry, due to the medical and technical terms that need to be perfectly understood.

There are many web-based companies which offer services such as translating documents, providing customer support, translating websites and apps, and supporting AI training translation. Translation has offered yet another route for the technology and software industries to thrive. The future of these translating companies is offering services for coordinated Search Engine Optimization (SEO) and translation processes. Translating a business’s information for a website used to occur before implementing SEO recommendations. However, through a process called “transcreation” content is not translated word-for-word. Instead, marketing messages are designed to adopt the culture and language of the intended audience while maintaining the original context and objectives. This increases the visibility of foreign sites and the likelihood that they will be successful against local competitors.

After discussing the current state and future of the translation industry, one can see its global impact in a variety of industries. With the emergence of AI and online services, it is important to remember that even in a culturally and idiomatically diverse world, we are becoming more connected and have the potential for building trust, unity, and prosperity.

Valerie Hanna is a freshman in the College of Arts and Sciences intending to study International Relations. Her interests include the shifting political landscapes in Latin America and multilingualism. She is from Lititz, Pennsylvania and enjoys writing poetry, watching classic films, performing community service, and traveling.

Sources:

https://www.andovar.com/three-reasons-banking-finance-companies-translation/

https://www.digitalistmag.com/future-of-work/2018/05/17/future-of-translation-worldwide-06168565

https://www.gala-global.org/industry/industry-facts-and-data#fn3

https://gengo.com/industry-translation/software-translation-services/

https://www.latinlink.com/health/importance-medical-translation-today

https://www.pwc.com/gx/en/industries/financial-services/publications/emerging-markets-driving-payments.html

https://www.searchenginewatch.com/2018/04/19/how-to-integrate-seo-into-the-translation-process-to-maximize-global-success/

https://www.usatoday.com/story/money/2019/01/02/fastest-growing-industries-2018-jobs-high-demand/38809451/

Violence, Corruption, and Prosperity: Finding Bangladesh’s Synthesis by Jared Levy W'22

Hegel was the first to think of history as a dialectical process. He theorized that it begins with a flawed thesis, which in turn catalyzes the antithesis, finally resulting in a synthesis that attempts to prevail over this difference.

For Bangladesh, the thesis began with the formation of various highly successful NGOs and the economic prosperity that resulted from them. The antithesis was the corruption and violence corollary to this prosperity. Finally, the synthesis is Bangladesh’s current goal—a reduction of the antithesis and expansion of the thesis.

Before 2006, poverty and famine permeated Bangladesh, and before its independence in 1971, it was one of the poorest regions of Pakistan. Henry Kissinger called it a “perpetual economic basket-case” — a caricature of the penury of South Asia. When Bangladesh registered faster growth than Pakistan in 2006, it was dismissed as a fluke. 

However, Bangladesh’s GDP per capita has grown 3.3 percent more than Pakistan’s since 2006, and it is forecasted to overtake Pakistan in per-capita GDP by 2020. It is now a part of the group of Emerging and Growth-Leading Economies (EAGLEs) whose contributions to global economic growth in the next ten years is expected to be greater than the average of the G7 economies, excluding the United States. It makes up Goldman Sachs’s “Next Eleven” economies and was one of the only countries to fulfill the UN’s Millennium Development Goals.

The causes of this economic turnaround are governmental policymaking conducive to creating a dynamic private sector, a thriving civil society that substituted for, and supplemented, government action, and grassroot female entrepreneurship in the garment industry which stemmed from the NGOs.

However, with every positive economic, social, or political initiative in Bangladesh comes an almost parodic reactionary setback. Whilst Bangladesh’s garment industry is the second strongest in the world, contributes over $24.5 billion to the nation’s GDP, and employs over 3.5 million people, lack of regulation and abysmal work conditions are still prevalent in the industry. The tragic Rana Plaza disaster in 2013 — in which a multi-story garment factory complex collapsed and killed over 1,130 workers due to outdated facilities and lack of supervision — typified this relationship. 

Another example of Bangladesh’s relationship between socioeconomic progress and vindictive politics is the current prime minister’s removal of Muhammad Yunus, the Nobel-prize winning founder of Grameen Bank. The prime minister then imposed her own choices upon the shareholders of Grameen Bank to penalize Yunus for attempting to set up a political party. Correspondingly, the World Bank estimates that direct production losses have equaled one percent of GDP due to disruptions in economic activities caused by political disturbances.

Much of this political instability stems from corruption and violence. Transparency International’s 2018 Corruption Perception Index ranked Bangladesh 149 out of 180 countries. Consequently, the 2018 general election was alleged to have been marred by widespread vote rigging, with pro-democracy leader Dr. Kamal Hossain calling for an annulment of the results. The election in 2014 was worse, with the death of 500 people in protests led by the opposition party and religious far-right.

Now, Bangladesh exists as a contradiction—a country of “in spites.” It is one of the fastest-growing economies in the world in spite of increasingly radical fundamentalism. It has revolutionized microfinancing and empowered women to become crucial agents of development in spite of the corruption and cronyism in government. 

So, how can Bangladesh find a synthesis? 

At the moment, Bangladesh has two paths that it can take. The first is to delve deeper into religious fundamentalism, which would reverse Bangladesh’s path to eradication of poverty. Indeed, Bangladesh’s situation mirrors the history of the Arab caliphates that once ruled over regions of formidable economic dynamism in Damascus and Baghdad. Once religious fundamentalism took root, the formerly great empires collapsed into some of the least economically advanced countries in the world. Bangladesh’s choice to continue in this course would act as a complete rejection of the aforementioned thesis and embracement of the antithesis.

The second route Bangladesh can take is leveraging off the gains in its textile industry, in conjunction with the downturn in China’s garment exports, to diversify its exports and increase living conditions. This must involve a drastic improvement in infrastructure in order to transport goods across the country and upgrade electricity generation to reach the 31 million people who currently live without power. Indeed, this aggressive pursuit of export-oriented industrialization (EOI) with a focus on technology and human capital was successfully implemented by the “Asian Tigers” — Hong Kong, Singapore, South Korea, and Taiwan — between the early 1960s and 1990s. Thus, pouring more capital into its $300 million ICT industry, continuing to invest in education, and raising minimum wages — a statistic in which Bangladesh ranks fifth lowest in the world — would be bold steps in the right direction toward finding a synthesis.

Combating corruption in government and business is an even more complex issue to tackle, and there exists no simple solution. Internal efforts in place since the 1990s have all failed, and it appears that the only solution is the instatement of higher internal and external sanctions to stifle corruption.

In the long term, this new synthesis must contend with the effects of climate change. According to a study by the Asian Development Bank, Bangladesh’s economy is more at risk to climate change than any other nation. A three-foot rise in sea level would submerge almost 20 percent of the country, displacing 35 million people, and decreasing GDP by an estimated two percent by 2050.

Thus, the means and mechanisms by which Bangladesh may attain its synthesis are not simple, but they are certainly achievable. The question that Bangladesh is facing is whether it wants to take these daring steps towards a more transparent democracy and greater economic prosperity or if it is comfortable enough to perpetuate the endemic political corruption and fall further into the clutches of religious fundamentalism. 

Jared Levy is a sophomore in The Wharton School studying Finance and Statistics. His interests include behavioral economics, management consulting, and big data. He is from Sydney, Australia, and he enjoys playing and watching tennis and soccer in his spare time.  

Sources:

https://www.thedailystar.net/op-ed/economics/bangladesh-out-the-basket-205729

https://www.brookings.edu/opinions/why-is-bangladesh-booming/

https://www.bbvaresearch.com/en/publicaciones/eagles-economic-outlook-annual-report-2016/

https://www.who.int/topics/millennium_development_goals/about/en/

https://asia.nikkei.com/Business/Business-trends/Bangladesh-fights-for-future-of-its-garment-industry

https://www.nytimes.com/2013/05/23/world/asia/report-on-bangladesh-building-collapse-finds-widespread-blame.html

https://www.washingtonpost.com/business/bangladesh-grants-bail-to-nobel-laureate-muhammad-yunus/2019/11/03/95c047b0-fe3b-11e9-8341-cc3dce52e7de_story.html

https://www.worldbank.org/en/news/feature/2018/04/09/bangladesh-development-update-building-on-resilience 

https://www.transparency.org/cpi2018

https://www.bbc.com/news/world-asia-46716605

https://www.theguardian.com/commentisfree/2014/jan/07/bangladesh-basket-case-kissinger

https://www.weforum.org/agenda/2017/04/bangladesh-could-be-a-new-asian-tiger-heres-why

https://tradingeconomics.com/bangladesh/minimum-wages

https://blogs.lse.ac.uk/southasia/2019/10/03/why-have-anti-corruption-efforts-failed-in-bangladesh/

https://www.adb.org/publications/assessing-costs-climate-change-and-adaptation-south-asia

Morals Are Just Not Enough by Ben Du W'23 E'23

500 million plastic straws are used in the United States every day. These single-use plastics bypass traditional recycling procedures, end up in the oceans, break down into tiny pieces called microplastics, and are consequently ingested by turtles, fish, and other marine life. These facts have been known for decades, and their harmful effects on the environment have been repeatedly researched for a long time. Even so, Americans on average continue to use 1.5 plastic straws a day. I know I still do, and you probably do as well.

So why are we not ditching plastic straws for any of the various more environmentally friendly options such as paper and metal straws?

Frankly, paper straws suck. Nobody wants to taste paper and the texture of wet cardboard while sipping their morning lattes. Nobody wants the middle of their straw to crinkle after thirty seconds of being stuck into through the lid. A Twizzler candy does a better job, and if I was 5 years old, I might consider using one.

Metal straws are not any better either. They are inconvenient to carry around, difficult to wash well, too hard, often too cold, and always leave a metallic taste in your mouth. Imagine accidentally jabbing a mini stainless steel pipe against your teeth or gums. It is a death trap.

Plastic straw alternatives are awful and won’t be able to replace plastic without drastic product advances. While marketing teams at environmental groups are pouring money to get the hashtag #StopSucking trending on Twitter, the root problem can only be solved through the acceleration of material science and biological research. In today’s world, the emotional and moral appeal of saving turtles is simply not enough for most people to ditch the convenience of plastic straws. This notion that ethics does not drive efficient change extends to different problems and industries as well.

Two companies with environmentally focused missions that have shown significant progress in revolutionizing their industry are Beyond Meat and Tesla. In 2009, Beyond Meat was founded to tackle 4 global problems: “human health, climate change, constraints on natural resources, and animal welfare.” Since then, their product line consisting of tasty plant-based burger patties, beef, and sausage has been met with a demand so high that the company faced an immense inventory shortage. In the past decade, Beyond Meat has successfully begun to normalize plant-based eating and change the stigma around stereotypical expensive, bland-tasting vegan food. All of the marketing campaigns and partnerships in the world could not have amounted to their immense success in increasing consumption of plant-based food Beyond Meat has achieved without creating an alternative product that is better tasting and more nutritious than real meat.

The renewable energy sector underwent a similar transformational journey. Founded in 2003, Tesla set out to “accelerate the world’s transition to sustainable energy,” mainly through its product line of electric vehicles.  Gasoline automobiles currently contribute to 27% of global greenhouse gas emissions and release of carbon dioxide, leading to the breakdown of the ozone and increase in global warming. Last year in 2018, Consumer Reports’ released Owner Satisfaction Survey rated Tesla vehicle owners as the consumers most satisfied with their cars at a 91% satisfaction rate. In addition, last year in the United States, Tesla surpassed all other well established luxury car-dealers in sales, selling a grand total of 20,500 vehicles compared to the 16,511 units sold by the runner-up, BMW. Surprisingly, “environmentally friendly” did not make the top 5 features that motivated Tesla owners to make their purchase. Instead, consumers most valued the autopilot technology, driving experience, convenient mobile service, long range, and vast supercharger network. Tesla vehicles are objectively superior to most gasoline vehicles in terms of technological advancement and ownership convenience. They positioned their cars as the best vehicles on the market, without compromise. They just happened to be fully electric. To date, Tesla estimates that its vehicles have saved over 3.5 million tons of carbon dioxide, a major greenhouse gas and contributor to global warming, from entering the atmosphere. Tesla is a prime model of how consumers naturally transition to superior products, and if that product exerts a positive externality on the world we live in, we all benefit.

The lack of action to curb the pollution of plastics into our oceans is similar to the consumers’ lack of action taken in the plant-based foods market in 2009 and electric vehicle market in 2003. With superior product alternatives in the market such as straws, consumers will be incentivized to adopt practices that will maximize benefit to society. Governments, research universities, and the private industry must work together to ensure the continued innovation for plastic straw alternatives, greenhouse gas reduction processes, and clean energy technologies. 

Meanwhile, all we can do is #StopSucking.

Ben Du is a freshman in the School of Engineering and Applied Sciences and The Wharton School, studying Computer Science and Management. His interests include consulting and technology. He is from Southern California and enjoys going to the beach, skydiving, and exploring new restaurants.

Sources:

https://www.strawlessocean.org/faq

http://www.ecocycle.org/bestrawfree/faqs

https://www.lonelywhale.org/stopsucking

https://www.resortrealty.com/blog/protect-what-you-love-10-ways-to-keep-the-obx-clean/

https://www.beyondmeat.com/

https://www.macleans.ca/news/canada/what-the-skyrocketing-popularity-of-beyond-meat-means-for-our-planet/

https://seekingalpha.com/article/4292215-beyond-meats-valuation-beyond-belief-years-growth-already-incorporated-share-price

https://www.tesla.com/about

https://www.businessinsider.com/why-tesla-owners-love-cars-2017-1

https://cleantechnica.com/2018/12/25/23-nasty-tesla-charts/

https://www.cnet.com/roadshow/news/top-5-reasons-to-buy-a-tesla-now/

https://www.tesla.com/carbonimpact

Amazon Antitrust Investigations by John Wilkins W’23

A clean, sharply boxed order arrives at the doorstep of a satisfied customer within the standard, two-day shipping window. Amazon collects its money, and the customer enjoys their new product. Such transactions make everyone better off. How is it that such a free market exchange could possibly result in societal negatives?

According to recent statements by United States regulators, Amazon Web Services, the larger, data-gathering arm of Amazon, creates externalities overshadowing the benefits other parts of Amazon’s business provides. Such negative externalities stem from Amazon’s use of data and their domination of the online retail market. 

Last month, the Federal Trade Commission began an investigation to determine whether Amazon engages in practices harmful to competition. Small business selling their products through Amazon’s online store may lack alternative marketplaces, completing ninety percent of their sales on the Amazon platform, according to federal investigators. This is in large part due to the size of Amazon’s share of the United States e-commerce market, estimated by widely-cited e-commerce researchers to be approximately forty percent. Regulators insist that Amazon dominates a significant portion of the market, allowing them to crowd out alternative marketplaces for third party sellers. Complicating matters, Amazon maintains its status as a retailer. Such a categorization places the company in a much larger market, allowing Amazon to self-report only a fourteen percent market share. Thus, substantial difficulty exists in merely determining the relative size of Amazon’s operation. 

Previously, Amazon underwent investigations in the European Union for their supposed suppression of competition. European investigators indicated that Amazon uses customer data to determine which products sold through its site were most viable. The company then moved to make similar products part of its line brands, such as Amazon Essentials, promoting such products over the originally popular ones of the third-party retailers. European officials claimed that Amazon’s use of data in this way served to eliminate the wealth of options and lower prices traditionally categorized as benefits of online retail. 

Amazon has been largely unresponsive to requests for comments, maintaining that the FTC is simply carrying out its due diligence. Compelling evidence exists for their stance, as the initial probe conducted by attorney generals was a part of a broader antitrust review of major tech companies. Despite such facts, in a thinly veiled statement, Federal Trade Commission chairman Joe Simons spoke of the possibility of breaking up “major tech firms” in an effort to limit anticompetitive practices. Furthermore, presidential hopeful Elizabeth Warren indicated that she would strive to break up tech giants, directly naming Amazon, should she gain the presidency. Clearly, despite Amazon’s maintenance of innocence regarding antitrust violations, major governmental players aim to prove otherwise.

Both European and American antitrust investigations are ongoing, with no date specified for closure. Meanwhile, Amazon complies with investigators while stressing their innocence, creating an interesting juxtaposition. Regardless of the outcome of the investigations, the decisions will likely serve as landmark cases, setting a precedent for the manner in which massive corporations are allowed to utilize customer data, and what level of market share dominance is acceptable given the ambiguity of markets in an online marketplace.

In much the same way that Facebook’s Congressional hearings shaped the way lawmakers, and to a larger extent, the American people, conduct their relationship with data-mining corporations, the ongoing investigation into Amazon’s practices will have reverberating effects on the scope of the tech sector. Should Amazon succeed, customers may have to be more diligent in fighting algorithms directing them to featured products in their search for the best deal. Should regulators prevail, Amazon and other tech giants may have to drastically alter their operations and face the possibility of being forced to separate into multiple business units. Such drastic measures are supported with growing momentum from major political players such as Elizabeth Warren and Bernie Sanders, as well as many other Americans from across the political spectrum. The investigation concerns new legal territories, invoking questions rarely confronted by policymakers prior to the technological boom. 

Thus, the customer speedily receiving their pristine package on their doorstep may unknowingly possess a surprisingly more limited range of choices than they think, as they are directed to the products Amazon wishes to promote for the purposes of gathering targeted data, or simply generating more revenue through line brands.

John Wilkins is a Freshman in The Wharton School intending to concentrate in Finance and Business Analytics. His interests include consulting and business policy. He is from Wilmington, Delaware, and enjoys skiing, running, and playing classical piano in his free time. 

Sources:

https://www.bloomberg.com/news/articles/2019-09-11/amazon-antitrust-probe-ftc-investigators-interview-merchants

https://europa.eu/rapid/press-release_IP-19-4291_en.htm

https://articles2.marketrealist.com/2019/08/amazon-is-facing-multiple-antitrust-investigations-in-2019/

https://www.cnn.com/2019/03/08/politics/elizabeth-warren-amazon-google-facebook/index.html

https://lifehacker.com/what-happened-at-the-congressional-hearing-on-facebook-1839307832

https://www.vox.com/policy-and-politics/2019/9/18/20870938/break-up-big-tech-google-facebook-amazon-poll

The Effects of Digital Censorship on Box Office Sales by Esther Lee C’23

Picture an American movie theater: as the lights dim to darkness, a jittery audience anticipates the screening of a fantasy movie. Or at least that used to be the case. Today, such an image is a fantasy itself in most cinemas across the nation. Social media and streaming services are changing the way Americans relate to film-going, and it is showing in box office performances. On the other hand, China, the world’s second largest film market, is experiencing a boom in theater attendance. It seems that censorship laws might have something to do with it.

In the digital age, high movie ratings from critics for new releases no longer translate into box office records. Viewers are turning instead to social media to inform their movie choices.  On social networks, “word of mouth” can spread quickly and make or break a movie on its very opening night. People uploading pictures and comments online, or directly messaging their friends, act as amateur reviewers. In this context of fast information sharing, big budget films either build a fanbase instantly or flop in sales by the second showing.

Streaming sites are also eating into theater attendance rates. Netflix has about 59 million subscribers in the US alone and is growing at a rate of about 10% per year. With this option available, viewers only go to the theater for what they perceive to be original content. For too long, Hollywood has been equating “original” with plotless productions rich in special effects. The industry is caught between market demand and producing riskier, more experimental content. Even if studios keep producing what currently sells, there is a high chance this strategy will soon fail. Franchises like Transformersmight soon experience declines as they lose originality and it becomes the norm to watch similar content at home.

However, the frontrunners of American social media, such as Facebook, Instagram, and Twitter, are missing from China. So are the streaming services that have stressed out traditional Hollywood studios. The country’s digital sphere is instead controlled by public companies like Baidu, Alibaba, and Tencent. These companies, which provide widespread services like QQ and WeChat, might have nudged consumers to pay attention to upcoming film releases from popular studios.

In 2017, reports by state media Xinhua citing data from the State Administration of Press, Publication, Radio, Film, and Television (SAPPRFT) revealed that ticket revenues increased by 13.45 percent that year, to reach to 55.9 billion yuan (US$8.6 billion). That is more than triple the previous year’s increase. Additionally, the number of Chinese filmgoers increased by 18 percent in 2017, while nearly 10,000 new screens were built.

With such sales records, there is no doubt that Hollywood is keen on exploring the potentially lucrative Chinese movie market. However, pushing international films into China is rather difficult. From an American standpoint, China is acting as a blatant protectionist. But China’s limits on international film imports are actually strategic. Introducing just the right amount of competition allows domestic production studios to grow. There is also a matter of balancing film revenue with the cost of “undesirable” western influences on the Chinese public. Since international movies are quite profitable, grossing 25.8 billion yuan and accounting for 46 percent of total film revenue in 2017 on the Chinese market, the government has to be careful about the restrictions that it imposes. Given the regulatory framework, Hollywood does expect restrictions to loosen up and the Chinese film market to soon become the largest in the world

China, through SAPPRFT, has strict censorship laws in place and a rating system that allows the government to regulate film releases. Unexpectedly, this system and recent improvements in film quality are actually the factors boosting ticket sales. These regulations have influenced the types of content domestic studios choose to cover. According to one of the most outspoken critics of censorship, director Feng Xiaogang, “Everytime I want to shoot something, I have to consider: ‘Can this pass (the censorship review)?’” Films are not allowed to promote ideas that conflict with state ideologies. Furthermore, cinemas have to meet certain quotas of domestic films screenings.

Unexpectedly, this convoluted censorship system is actually one of the main factors boosting foreign film ticket sales. The exoticness of American films makes them more attractive, so that Chinese cinemas underreport sales in order to evade regulations and obtain larger profits. For instance, it is estimated that 40% of ticket sales for Skyscraper,starring Dwayne ‘The Rock” Johnson, are missing.

The imposition of Hollywood blackout periods by the government drives interest for American films even further. During blackout times, propaganda films are heavily distributed, many of them encouraging young people to strive for the “Chinese dream.” This system determines people to always be on the lookout for foreign releases. In the long run, it is unclear how the interspersed showings of domestic propaganda movies and international productions will affect viewers’ behaviors and tastes.

The American film market is becoming a tough nut to crack. Famous Hollywood director Joe Russo agrees: “It is a tough market, even for us coming off of ‘Avengers: Endgame,’ to make a darker, character-driven movie.” More modest or unconventional productions are being pushed aside by streaming sites and big studios with large special effects budgets. At the same time, the new generations shy away from going to the theater. On the other side of the Pacific, China’s censorship dynamics are propelling the country's film market, which might soon overtake the US one in size. For Hollywood, this is a wake-up call to start innovating again before it gets too late.

Esther Lee is a freshman in the College of Arts and Sciences studying Cognitive Science and Economics, with minors in Mathematics and Chinese. Her interests include behavioral economics and data science. In her free time, Esther is experimenting with creative and functional writing. In the future, she hopes to incorporate digital media in her writing.

Sources:

https://www.digitalamerica.org/how-social-media-is-changing-hollywood-nicola-freedman/

https://www.forbes.com/sites/blakemorgan/2019/02/19/what-is-the-netflix-effect/#34f3e3d05640

https://www.hongkongfp.com/2018/01/03/china-box-office-back-strong-growth-2017-market-edges-nearer-overtaking-us/

https://www.forbes.com/pictures/emjl45fhdh/customer-service/#4b5fe39e5e4b

https://www.scmp.com/culture/film-tv/article/2140381/china-will-soon-be-worlds-top-film-market-having-overtaken-us-canada

https://americanfilmmarket.com/working-in-film-in-china/

https://www.cnbc.com/2017/08/03/hollywood-blackout-china-is-giving-domestically-made-films-a-boost.html

https://www.nytimes.com/interactive/2019/06/20/movies/movie-industry-future.html

How the Global Waste Business Has Let Us Ignore Our Trash Problem, Until Now by Ashley Fernandez W'22

Southeast Asia has recently become the primary dumping ground for the world’s plastic waste. Following China’s ban on importing waste that is not 99.5 percent pure, countries like Malaysia have unwillingly become the primary alternative destination for the world’s trash. In 2018, Malaysia imported over half a million tons of plastic waste that has ended up directly polluting the natural environment or being burnt by illegal factories that have sprung up to deal with the influx of waste. The plastic came almost entirely from the top ten plastic waste-producing countries, like the United States, Germany, and Canada. The trash that leaves our homes and businesses joins an enormous global trash trade that, for too long, has meant ‘out of sight - out of mind’ for developed countries. But as the commodity value of trash continues to drop and China’s disruption of the market has reveals the disturbing truth, the world needs a solution now more than ever.


Recycling as we know it isn’t working anymore. The traditional recycling process for trash in the developed world has usually involved initial cleaning and processing by companies like Waste Management at a Materials Recovery Facility (MRF). The resulting raw material was then sold to China. For the U.S., this has contributed to our trade deficit with China, but in a way that was mutually beneficial. The U.S. sells its trash to China to keep it out of landfills and minimizing shipping costs due to trash being one of the few things the U.S. exports to China in bulk. In return, China gets cheap raw materials it uses to produce goods for export. A ton of mixed paper would have net a processing company $150 two years ago, but now prices have dropped as low as $5.


From 2013 to 2017, the Operation Green Fence, National Sword, and Blue Sky policies have changed the waste landscape in a previously unimaginable way. These recycling policies out of Beijing restrict foreign countries’ ability to profitably sell waste to China. As a result, the $200 billion dollar global recycling industry is now almost at a stand still. Waste is sitting idle in processing facilities or on cargo ships with no final destination. Insiders in the waste management field are uncertain about the future. William Moore, president of Moore & Associates, a recycled-paper consultancy has said “It’s not going to be a quick turnaround. It’s going to be a long-term issue.” Currently, one solution is to ship waste to other Southeast Asian countries like Thailand, who has seen a more than a 1000% increase in imports of waste. Unable to all be processed, we see Thai beaches left covered with rubber, Indonesian waterways covered in plastics, and Malaysian air polluted by burning facilities. The leaders of these nations have made it clear that this behavior will not be tolerated. Yeo Bee Yin, Malaysian Minister for Energy and Environment has said “no developing nation should be the dumping site for the developed world.”


Elsewhere, people have been unwittingly driving up the price of recycling through seemingly good practices. Single stream recycling, where all recyclables go into one bin, has increased recycling rates in the U.S., but at the expense of higher costs due to contamination from non-recyclable goods. Plastics and glass are the hardest and least profitable waste products to recycle, with paper and metal being the best. Even other potential sources of profit for recycling companies have fallen by the wayside. For example, organic waste can be used to produce methane gas as a commodity, but conventional gas prices have stayed at all-time lows due to fracking. To reverse current trends that are driving recycling companies out of business, we either need to buy used waste at the same rate China has or rethink how we produce and deal with waste.


The solutions currently in play are far from ideal. As recycling companies have been forced to close processing facilities, they have resorted to dumping into landfills. This produces greenhouse gases and leaches toxins into soil and groundwater, endangering millions of lives. Solutions for the future look towards how to change consumer behavior. There are proposals such as a plastic tax, which would act similar to a carbon tax, that discourage the purchase of plastics and encourage innovation. However, to truly deal with this issue, we will need to see a significant change in consumer culture. Single use disposable products have become the standard for most of the world’s consumption, which has left an unmanageable pile of trash in its wake. “Because we’re not seeing it, we think it’s not a problem,” said Mark Dancy, president of WasteZero, a waste reduction company.

The plastics we have created will affect the planet for tens of thousands of years and will considerably impact global business for decades to come. Now that light has been shed on this problem, we will see if the market is able to respond.

Reinventing Commerce for the Next Frontier by Dragon Chan W'22

In around 3,000 B.C., the world’s first ships were fastened in Egypt from wooden planks and reeds. They revolutionized the Egyptian culture by unlocking a new frontier of discovery and innovation. Since then, ships have played a pivotal role in the rise and fall of civilizations worldwide, their use driven by a desire for exploration and commerce.

Today, we stand at a pivotal moment in human history as we witness the emergence of a new frontier of commerce: space. In recent years, private & public confidence in space travel has risen. Costs have dropped significantly following intense initial research funding from governments and the scaling of aerospace manufacturing. These factors have led to an increased desire to commercialize space travel and numerous firms and industries have popped up in the name of space tourism.

Ultimately, the next step beyond commercializing space travel is commercializing space itself-- the race for resources. The foundations of commercialized space travel will pave the way for firms to explore future resource extraction in space. The implications of which are at odds with the current state of regulatory affairs. The steps to the future of space can be split into 3 main stages: exploration, travel, and resource collection & commerce.

Stage 1: Exploration

Since the beginning of time, humans have always looked up to the stars, longing for more. The rise of the space race pushed the limits of humanity to the next level and unlocked a new realm of possibility. In time, we have expanded our reach into exploring the unknown with wave after wave of satellites, probes, and manned missions. Each wave has brought a new wealth of data that has furthered our ambitions and given rise to a new wave of data collection. Over time, an industry of space exploration has emerged, led by SpaceX, Blue Origin, and United Launch Alliance.

Stage 2: Travel

Building on the knowledge capital of the space exploration industry, firms are now beginning to explore ways to mass produce rocket components and develop an industry for space tourism. Firms like Blue Origin, Virgin Galactic, and SpaceX have begun to promote trips into space for the everyday one percenter. Perhaps, one day, orbital and moon destinations may become a possibility. As this industry grows, as with the aviation industry, we can expect greater advancements in efficiency and cost reductions for transportation overall as well as the emergence of on-demand space cargo capacity.

Stage 3: Resource Collection & Commerce

Cost efficiencies achieved in transportation overall will ultimately allow for space resource collection and trade firms such as asteroid mining and commodity exchanges to emerge. This brings up the issue of who owns the resources in space as well as the future regulatory implications of space commerce. Already, the United States is taking steps to develop insights for future regulation of space with the creation of the Office of Space Commerce and the signing of Space Policy Directive 3 by the White House, which would transfer responsibility of tracking space debris and environments from the Department of Defense to the Department of Commerce. Recognizing the future needs of space commerce, the Department of Commerce has already begun evaluating the prospect of future commercial space activity, even considering elevating the Office of Space Commerce to a full-fledged Bureau of Space Commerce.

At this time, we are in between stages 1 and 2, but given the exponential growth in innovation and advancement in the field of space exploration, it is very likely that we may see the emergence of stage 3, resource collection & commerce, within our lifetimes. To facilitate this new domain of commerce, we can expect an increase in regulatory oversight regarding private space activities, an emergence of new insurance mechanisms to aggregate risks, and a new variety of jobs to support the development, protection, and innovation of the industry. The commercialization of space represents a new horizon of unknown risks and rewards that we can barely begin to imagine; but what is certain is that great opportunities are there if we explore further.

Foust, Jeff. “Commerce Department Seeks to Increase American Space Industry's Global Competitiveness.” SpaceNews.com, 9 Apr. 2019, spacenews.com/commerce-department-seeks-to-increase-american-space-industrys-global-competitiveness/.

Foust, Jeff. “Foust Forward | Commercial Space Reform Still a Work in Progress.” SpaceNews.com, 6 Apr. 2019, spacenews.com/foust-forward-commercial-space-reform-still-a-work-in-progress/.

Hao, Liu, and Fabio Tronchetti. “The American Space Commerce Free Enterprise Act of 2017: The Latest Step in Regulating the Space Resources Utilization Industry or Something More?” Space Policy, vol. 47, 2019, pp. 1–6., doi:10.1016/j.spacepol.2018.02.004.

Mayfield, Mandy. “U.S. Government Looks to Mitigate Space Congestion.” U.S. Government Looks to Mitigate Space Congestion, www.nationaldefensemagazine.org/articles/2019/4/8/us-government-looks-to-mitigate-space-congestion.

Office of Space Commerce. “Mission.” Office of Space Commerce, 2019, www.space.commerce.gov/about/mission/.

Prosser, Marc. “5 Space Companies Zeroing in on First Launch of Tourists Into Orbit and Beyond.” Singularity Hub, 9 May 2018, singularityhub.com/2018/05/10/5-space-companies-zeroing-in-on-first-launch-of-tourists-into-orbit-and-beyond/.

Space Foundation. “Space Commerce Partners.” Space Foundation, Space Foundation, www.spacefoundation.org/what-we-do/space-commerce-partners.


FinTech is the Future of Finance by Daniel Tan C'22 W'22

In March 2018, the Wharton School announced the establishment of the new Stevens Center for Innovation in Finance, a dedicated hub for financial technology - or ‘fintech’ for short. The Stevens Center offers student fellowships, classes, and world-class resources for students and faculty interested in fintech, and is a hint that leadership at Wharton views fintech as a glimpse of the future.


But what is fintech?


Broadly speaking, fintech refers to any technological innovation in financial services, a definition wide enough to encompass ATMs and credit cards as well as bitcoin and blockchain. One might ask, however, if fintech has existed for so long, why the sudden interest now?

My view is that fintech in the past has largely assisted existing institutions, while the future of fintech promises to completely overhaul banking services. What form this takes remains to be seen; it is likely that traditional banks will never entirely cease to exist, though their roles may be significantly diminished if they do not adapt fast enough.


Modern fintech has a few key domains which include (but are certainly not limited to) mobile payments, peer-to-peer lending, crowdfunding, trading, and digital currency. Venmo has made cash transfers easier than ever. Sofi offers some of the lowest interest rates for student loans by using an in-house algorithm that predicts your likelihood of re-paying far better than credit scores. Kickstarter has decentralized funding by allowing individuals to fund entrepreneurial ventures and social projects. Robinhood lets anyone invest in stocks free of commission through its app. Bitcoin has created an alternative monetary system without the need for intermediaries that charge fees for insuring and moving money.


The key theme is the use of data and software to revolutionize financial services. In light of it all, there are two major trends in the industry. One is the gradual phasing out of physical consumer banks, and two is the democratization of finance.


Brick and mortar consumer banks have increasingly been displaced by mobile applications and online sites that remove the need for in-person interactions. In 2018, banks closed a record 1,700 branches in spite of a growing economy. Millenials are less interested in building personal relationships with their bankers, and find it simply more convenient to conduct transactions digitally.


Banking, long dominated by giant institutions, is also moving towards a more grassroots style. It is easier than ever for private individuals to invest, fund a project, obtain an affordable loan, move money around, and engage with the financial system. Technology has allowed people to bypass traditional institutions, eliminating the primary obstacles to participation. This has the potential to make financial services more efficient by removing middle-men, more meritocratic by elevating ideas over relationships, and more useful by lowering costs of use. Now more than ever, it is the age of the individual.


Wharton’s investment in the new Stevens Center makes clear that fintech is no longer a fad, and it is no longer heretical to say that fintech will define finance in this century.


What Movie Franchises Teach Us about the Power of Branding by Ben Zeisloft W'22

On Tuesday, April 2, tickets for Marvel’s Avengers: Endgame were officially available for purchase. Within six hours, Endgame shattered the record for first-day movie ticket sales, a record previously held by Star Wars: The Force Awakens. AMC’s ticketing app crashed, and cinema enthusiasts faced lengthy virtual queues on Fandango’s website.


For decades, movie studios have successfully leveraged the power of franchises to drive profits. The Marvel Cinematic Universe’s twenty-one films have resulted in over $18 billion in profits since 2008, while the Star Wars and Harry Potter franchises each grossed roughly $9 billion over their respective histories.


Year after year, fans around the globe flock to movie theaters when franchised films are released. As a result, the ranking of highest-grossing movies is mostly populated by films belonging to franchises. Why do these particular movies succeed in driving profits? As with other blockbuster products and services, the answer is grounded in marketing and psychology.


Brand Identity

A significant force behind the success of movie franchises are fandoms: groups of fans that base their identities in films and their characters. Just as certain individuals find some degree of identity in owning muscle cars, drinking Starbucks coffee in the morning, or attending hometown sporting events, movies can provide a source of belonging as fans relate to each other and share in the deeper meaning of the films.


Members of fandoms may participate in online forums, dress as their favorite characters at gatherings such as Comic-Con, or engage with movie franchises in similarly devoted fashions. These super-fans are the most reliable consumers of movies, and their voices are always the first to be heard in film critiques.


Mass Nostalgia

Of course, not every movie enthusiast who buys tickets for a Marvel film belongs to a fandom. The ultimate driver behind the success of movie franchises is the power of mass-market branding. Definitionally, brands exist to elicit emotions and associations within the minds of buyers; as with consumer goods, the movie industry has harnessed this phenomenon to drive profits.


In the 1980s, Coca-Cola changed its recipe to compete with the growing popularity of Pepsi. Within days, hundreds of thousands of Coke drinkers penned angry letters demanding a return to the decades-old recipe. Later analysis of the letters revealed a common theme—betrayal. Consumers felt as if the trust they placed in Coke had been violated. Indeed, MRI studies have shown that Coke elicits feelings of nostalgia in the brains of Coke drinkers.


Like Coke, certain movie franchises undeniably prompt moviegoers to feel nostalgia. Perhaps a fan’s parents brought him or her to see a Star Wars film as a young child. Perhaps he or she remembers countless Friday nights spent watching Marvel movies with high school friends. In any case, nostalgia serves as a gravitational force, attracting consumers to theaters: year after year, decade after decade.


Complementary Offerings

Many successful companies encourage consumers to buy more of their products by presenting useful integrations across their range of offerings. For instance, Apple’s suite of iPhones, iPads, Apple Watches, and Macs complement each other through messaging continuity and photo sharing. The result is a pool of loyal Apple customers who seek useful applications with new products. In the same way, the best experiences with franchises often involve viewing as many member films as possible.


If one were to watch Avengers: Infinity War without seeing any prior Marvel movies, one would undoubtedly leave the theater with a sense of confusion. However, viewing the previous movies before watching Infinity War results in a much more enjoyable experience. An understanding of the characters’ personalities, motivations, and past struggles informs the events of the film. For many fans, watching characters such as Iron Man and Peter Quill interact for the first time was the equivalent of two close friends meeting. The foundation built by the three prior Iron Man movies and two previous Guardians of the Galaxy movies resulted in profound emotional experience, encouraging viewership of later Marvel releases.


Movie franchises encourage repeated engagements with member films to ensure that fans watch as many new blockbusters as possible. Through a coordinated effort to create potent brands, these franchises have deeply rooted themselves within popular culture and the minds of their viewers.

https://www.latimes.com/entertainment/movies/la-ca-mn-25-most-powerful-franchises-20160524-snap-story.html

http://collider.com/marvel-movies-box-office/

http://mentalfloss.com/article/70920/10-highest-grossing-movie-franchises-all-time

https://www.business2community.com/consumer-marketing/market-research-fail-new-coke-became-worst-flub-time-01256904



How eSports are Reinventing the Traditional Sports Media Formula by Ashley Fernandez W'22

Last week, the eSports team The Philadelphia Fusion, owned and operated by Comcast Spectator, and The Cordish Companies announced their plans to construct the $50 million Fusion Arena in the Philadelphia Sports Complex. Set to be the first arena dedicated to eSports in the Western Hemisphere, Chairman and CEO of Comcast Spectator Dave Scott said that “Fusion Arena gives eSports fans a best-in-class venue to call home and be proud of.” Fusion Arena is just the beginning of the massive expansion effort by the Overwatch League to establish an international eSports project the likes of which the world has never seen. Moreover, this announcement is representative of the innovative strides eSports has collectively undertaken to transform the medium into a highly profitable business venture for new and old sports organizations alike.


For those who are unfamiliar with the term, eSports are competitively played video games. Some of the most popular games are League of Legends by Tencent's Riot Games (NASDAQOTH:TCEHY), Dota 2 by Valve Corporation, and Starcraft II and Overwatch by Activision Blizzard (NASDAQ:ATVI). Currently eSports bring in a monthly audience of about 167 million people, a figure that is expected increase to 276 million by 2022, according to a 2018 global study. This audience differs from viewers of common sports in several ways. The largest viewing audience comes from East Asia, with popular streaming services like Douyu and Huya dominating the market. In the Americas and Europe, viewers are primarily turning to the streaming service Twitch. The age range of these fans also differs from that of traditional sports fans. About 79 percent of eSports’ audience is below the age of 30, and the majority are digital natives. This massive young market has led major tech giants to become involved with the industry. Twitch, the frequently used online streaming platform for major competitions, was bought by Amazon for $970 million in 2014. A year ago, Disney made a deal with Activision Blizzard to air the Overwatch League playoffs and finals on ABC, ESPN, ESPN 2 and Disney XD. This combination of streaming services and television provide fans of eSports with more choice when it comes to how and when they watch.


eSports have utilized and reformed conventional sports business models, as opposed to replacing them entirely. Over the past few decades, the primary structure for eSports’ largest events has been the individual event format, where a single or multi-day event annually marks the gathering of the best professionals in the world competing for the prize winnings. The largest prize pool in eSports, The Dota 2 International at $23 million, sits substantially above traditional sports events like the Daytona 500, Wimbledon, and more than doubles The Masters. The Overwatch League boldly asserted in 2017 that not only could eSports function in the half year League format, but that it could do it just as well as the other major players. The League started with 12 franchises based in 11 cities around the world, with traditional owners such as the Krafts of the New England Patriots, the Kroenkes of the Los Angeles Rams, and the Wilpons of the New York Mets. Connecting teams to a fixed location is a new idea to eSports, which utilizes energy from regional fanbases, like South Korea, Norwegian countries, and other larger regions of the world, while generating an increase in long-term dedication to a team. The Overwatch League has also  created a more legitimate and less risky line of work for professional eSports athletes by requiring that teams sign players to one-year guaranteed contracts with minimum salaries, health insurance, and direct bonuses from prize pools. These innovations have expanded the options available to eSports fans, business partners, and athletes.


The challenges facing eSports are also different from those facing established sports. Online Multiplayer Video Games are a product sold to consumers and continuously updated with new content and new rules to balance the gameplay and retain a continuous player base. Since they are computer programs, they susceptible to bugs or exploits which can affect people’s ability to play. These factors impact how the game looks and how it is played, which can throw off athletes and audiences. The core concepts of the games rarely change, but comparing the beginning of the Overwatch League to the present, certain techniques the athletes previously used have become obsolete or literally taken out of the code.

The worst case scenario for a game is that it completely loses its player base. Although Activision Blizzard is known for producing games that remain highly popular for years, the current investment of infrastructure creates concern for when the game will eventually become irrelevant with the advent of new technology, new games, and shifting consumer focus. There are also logistical issues that eSports athletes face. The international scope of eSports means that the best talent often comes from different countries; however, whether eSports players should be considered athletes is a debated issue that limits availability for athletes to get P-1 visas and travel for competition.


Despite these difficulties, eSports are still set to hit a combined valuation of over $3 billion by 2022. Whether you are an investor, in the media industry, a fan, or are just hearing about eSports for the first time, there is no better time to jump into the action.

Blue Jeans, Business Ethics, and Big Money by Claudia Peng W'22

Globally, an estimated 163 million children, aged five to fourteen, work in sweatshops--defined as workplaces that violate two or more labor laws. Toiling away in treacherous factories often for less than $5 a day, workers face inhospitable conditions brought upon them by profit-driven corporations who often lack regard for basic human rights. While activist groups and governments have demonstrated some initiative towards generating positive change in ameliorating toxic work environments, in order for real change occur, the transformation has to come from within corporate structures.


Since its 1853 formation, Levi Strauss and Co., generally known as Levi’s to the ordinary consumer, and the originator of “blue jeans,” has revolutionized not only fabric technology, the fashion industry, but most significantly, the modern concept of business ethics. Commonly acknowledged as the gold standard of ethical responsibility by business ethicists and firms around the world, Levi’s has become highly revered for its rigid, ethical code of conduct.


From its inception, Levi’s has demonstrated responsibility towards its employees. One of the first to integrate its factories during WWII, Levi’s desegregated all of its facilities, fulfilling its promise of equality and justice.


Instead of just constraining morality to abstract concepts, Levi’s instituted the first written corporate code of conduct for its employees and partners. Titled the Worldwide Code of Business Conduct, this guideline outlines five basic principles to successfully integrate morality into the following corporate processes: upholding integrity, employee interactions, asset protection, trading or investment, and interactions with external entities. Taking its ethical mission one step further, Levi’s also runs a 24/7 “Ethics & Compliance” reportline that provides a confidential and reliable route for employees to report unethical behavior.  


For Levi’s, maintaining a moral compass is not merely supplemental to its operations, but rather, principal. Levi’s moral obligations extend past its corporate boundaries to all stakeholders and partnering entities. While examining a contractual relationship with factories in China, Levi’s found transgressions including overtime work and the underpayment and abuse of factory workers. The company promptly ended operations within China in 1993. In a similar case, Levi’s ended relations with Willie Tan, Saipan’s largest clothing manufacturer, when an investigation revealed inhumane treatment of the island’s factory workers. Even though Levi’s could generate a substantially larger profit through cheap sweatshop labor, the company consistently has chosen rectitude over revenue. As one of the first to disclose its suppliers and its factory locations, Levi’s creates full transparency for its stakeholders and global audience.


On a worldwide scale, the blue jeans manufacturer also raises awareness about HIV / AIDS, recently fundraising over $55,000 for the cause. To reduce its carbon footprint, the manufacturing giant created Tailor shops where customers can repair and resize old pairs of jeans. Levi’s also collects denim from all brands to recycle and reuse.


In proving that economic success is possible through ethical means, Levi’s has paved the way for companies that are stuck choosing between revenue and ethics. While profit and social responsibility are traditionally perceived as tradeoffs to one another, they have been shown to synergistically complement each other in more recent years. In ethically top-ranked corporations such as Levi’s, Volvo, PepsiCo, and L’Oréal, among several others, morality is king and is crucial to their financial success.

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Demystifying 5G by Sophie Xi C'21

2019 has marked the great transition to fifth-generation cellular networks, also known as 5G. Once completed, it will be a once-in-a-decade upgrade to a wireless system that not only will allow for faster smartphones, but also for big changes in many other industries, such as industrial robotics, security cameras, drones, and autonomous vehicles. Moreover, as a point of contention in the heated trade talks between the US and China, 5G adoption is more than just about technology—it also raises strategic international concerns.


By sending billions of bits of data per second, 5G offers internet speeds that will allow mobile users to download movies within seconds, autonomous cars to exchange data at lightning speed, and doctors to conduct remote surgery. Overall, 5G impacts a wide range of fields that rely on high-speed connections by significantly reduces latency times.


The median speed of 5G networks is approximately 20 times faster than 4G. This new technology revamps the technical foundations of cellular networks and greatly modifies the process of handling and exchanging data. But it’s not all about speed; 5G technology preludes a series of changes in many other domains.


Technology companies such as wireless chip maker Qualcomm, microchip giant Intel, and one of China’s biggest tech companies, Huawei, are battling for the yoke of 5G technology and standards. The 5G market hasn't ripened yet, which leaves plenty of opportunities for companies to explore. During the world’s largest wireless trade show, the Mobile World Congress (MWC) in Barcelona, wireless service providers such as AT&T and Verizon both announced forthcoming mobile software-defined wide-area networking (SD-WAN) offerings for 5G, which will simplify and streamline the implementation of wide-area networks for businesses and individuals alike.


5G represents disruptive changes in the field of device-making as well. Samsung showcased prototypes of 5G smartphones that can operate using both AT&T and Verizon networks, leading other mobile manufacturers to follow suit. However, Apple is not expected to incorporate the new technology until 2020.


Countries are vying for 5G development because they believe acquiring next-level cellular networks will deliver a first-mover, strategic advantage. South Korea’s Samsung Electronics, Finland’s Nokia, and several companies in Japan have stepped up to participate in the national competition for 5G.


The US has launched a global campaign preventing Huawei and other Chinese firms from developing 5G networks in fear of China’s increasing technological advantages. Last year, the US government intervened in Broadcom’s $117 billion bid to acquire Qualcomm. A Broadcom spokesman has stated that the merging of forces with the US “will provide far more resources for investments and development to that end.” Vice President Mike Pence demanded that European countries ban Chinese telecommunications technologies and said, “we cannot ensure the defense of the West if our allies grow dependent on the East.” The US’s security concern is that Chinese companies such as Huawei could collaborate with Chinese intelligence agencies and impinge on individuals’ privacy, among others.


Despite the backlash from the US, Huawei has witnessed a surge in sales in Europe where it has made a leading contribution to developing 5G technical standards. Holding 10% of the patents related to 5G networks, Huawei has a relatively long history in developing 5G--since 2009. At last year's MWC, the company successfully demonstrated building the first cellular base station with the new 3GPP specifications.


Starting in late 2019 or sometime in 2020, consumers will have the opportunity to enjoy the benefits of 5G through upgrade programs offered by wireless carriers including AT&T, Verizon, Spring, and T-Mobile. However, a settlement on the 5G battle between the US and China might take its time as both parties continue to resist compromise.


What Amazon Entering the Healthcare Space Means for the Industry by Nafisa Saha C'22

Since Amazon’s announcement in 2018 of entering the Health space, concerns have been raised on how this tech titan will disrupt the industry. Partnering with JPMorgan and Berkshire Hathaway, the company is forming a joint venture known as Haven. In its initial pilot of the program, Amazon aims to develop technology and provide their 1.2 million employees with a more simplified and transparent healthcare system that ensures high quality care at lower costs. However, it is clear that Amazon has bigger goals of innovating the healthcare industry.


Amazon’s presence in the industry will likely impact access and pricing of healthcare provisions, such as drugs and medicine. Currently, healthcare providers and patients are concerned about the rapid inflation of prices for drugs and vital medicine. The delivery of drugs through “Prime Health” will most likely cause more competitive drug pricing within the industry. Edit Kovalcsik, a healthcare analyst at GlobalData, affirms that, “the increasing transparency is likely to bring about more price competition, lowering costs and forcing Pharma to change their business model.” Amazon has already bought the start-up PillPack, an online virtual pharmacy, which has caused shares of drug store companies, like Rite Aid and CVS, to drop to a loss of $12.8 billion in market value.


Amazon may also transform telemedicine and in-home healthcare. Its digital home assistant, Alexa, could be utilized for a variety of health services, from scheduling doctor’s visits to diabetes management. By taking care of scheduling appointments and other tedious logistical tasks, Alexa is making the process of receiving healthcare easier. Arielle Trzcinski, the senior Forrester analyst states that Alexa would automate the process of reminding patients to take their medications and refilling them when necessary. Alexa could assist physicians in diagnosing conditions and gathering data from patients to be stored in electronic medical records (EMRs).


Amazon’s other business acquisitions will also make an impact in the healthcare industry. Its acquisition of Whole Foods could allow the company to develop pharmacies within these locations, which would also drive down drug prices. Amazon could also collect shopping data in order to identify causes of unhealthy eating behaviors and incentivize consumers to pick nutritional food.


Indeed, many Americans approve of Amazon’s presence in the healthcare industry and its capability of lowering drug prices. According research conducted by GlobalData, a majority of Americans would use Alexa to reorder drugs. By having Amazon handle all the mundane parts of navigating the healthcare system, with their well-regarded and streamlined approach to fulfilling customer’s desires, many would enjoy having them be a part of the healthcare space too.  As Paul Keckley, president of healthcare advisory firm Keckley Group, stresses, “Hospitals and healthcare systems need to be prepared to compete in this kind of environment. They need to develop the skills today or they won’t be as relevant as they need to be tomorrow.”  



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On the Sustainability of Trickle-Up Economics and Why This Should Matter for Corporate America by Alexandru Zanca W'21

In Imperialism: A Study, published in 1902, the British social scientist John Atkinson Hobson critically analyzes the imperialist economics of his homeland at that time. He describes a fraught, inequality-inducing system that stunts economic growth, and calls for fiscal reform to remedy the situation. Governments and businesses alike recognize the persistence of such patterns to our days. Among the many solutions being discussed in the policy arena, universal basic income, or UBI, is probably one of the most controversial and misunderstood. Given the amount of public focus being invested into the idea, with trials running all around the globe, from Canada and Finland to Kenya and India, as well as some strong vocal support from the leaders of Silicon Valley themselves, UBI’s legitimacy cannot be denied.


To be more specific about Hobson’s study, he starts by investigating the effects of technological disruption on market forces. Following the industrial revolution, a strong and efficient manufacturing sector emerged in Great Britain, with great potential for high profits. But increased reliance on capital to the detriment of labor meant that wages were kept low and most economic gains went to rich machine owners. These wealthy individuals could then choose among two main possible uses for their surplus income. On the one hand, they could spend on goods and services, especially luxury ones. However, there were only so many jewelries and fine paintings one could acquire. On the other hand, they could invest in even more technological development, but this ceased being an attractive strategy soon enough too. Because average consumers were not becoming wealthier at the same pace that productivity could advance, opportunities for profitable investment were scarce. All in all, the result was that resources got stuck at the top and the economy would be on the verge of stalling.


While our economy does not rely on cotton-processing and steel-making as its main sectors anymore, many of Hobson’s observations are surprisingly still relevant. With the advent of robots and machine learning, we are probably witnessing faster technological change than ever before. In fact, despite political discourse unreasonably focusing on Chinese imports as the cause of lost domestic manufacturing jobs, the truth is that 85% of these losses between 2000 and 2010 have been due to technology, not trade. Additionally, real wage growth has stopped keeping up with productivity since the 1970’s. Persistently low interest rates are also consistent with Hobson’s model. In this context, most economic gains from development are being funneled to the top 1% of wage earners and income inequality in the US is soaring. This is bad news not just for low- and middle-class workers, but for everyone, because when a nation’s output relies almost 70% on consumption, growth depends on the average consumer holding strong purchasing power.


In Hobson’s times, industrialists found an easy way out by lobbying the government to exert military power upon foreign markets and open them up for exploitation. In today’s more robust and hopefully also more ethical global economy, that can no longer happen. However, Hobson comes to the rescue with a different prescription: higher taxes and higher wages. In other words, he is essentially suggesting that income redistribution could get the cogs of the economy moving smoothly again. The mechanics are fairly simple: the government takes some of the money sitting idle in the coffers of the wealthiest individuals and spreads it out to consumers who will in turn spend more and foster more economic activity at all levels.


Everyone has to gain from a well-functioning, dynamic economy. Unfortunately, current bureaucratic welfare systems are doing too little to serve this purpose. The administrative costs implied are disproportionate and the schemes are poorly designed, locking individuals in place and discouraging work through skewed incentives. Corporations are becoming increasingly aware of the importance of downsizing economic inequality, if they are to maintain healthy customer bases that afford their products and services. That is why the likes of Elon Musk and Mark Zuckerberg have been voicing the need for what may very well be the apogee of income redistribution: UBI.


As a policy solution, UBI aims to replace cumbersome means-tested welfare and to put an end to financial insecurity once and for all. Ray Kurzweil, chief futurist at Google and an ardent UBI proponent, defines the policy measure as “a form of security for a society’s citizens in which all residents of a country regularly and unconditionally receive a sum of money, either from a government or public institution, in addition to any income received from elsewhere”. Besides getting money flowing through the economy again, there are other interesting effects of such a transfer. Maybe one of the most wasted resources of our world is the creativity left dormant in the minds of those among us who cannot afford to get the right training or start a business. Functioning as a safety net, UBI would decrease the opportunity costs of education and the risks of entrepreneurship, leading to a more productive society. Similarly, UBI could also reduce job-lock and make labor market movements more efficient. Some pundits even argue that a $1000 per month UBI for every American adult could raise the GDP by 12.56% in 8 years’ time. The main counterarguments to UBI are that it would be difficult to finance and that it could negatively impact employment levels.  However, studies conducted on the Alaska Permanent Fund Dividend proved the unemployment scare to be unfounded. The right way to finance UBI remains the biggest unanswered question on the topic, but it ultimately boils down to personal and ideological preference.


In her 1932 essay titled Economics is a Serious Subject, Joan Robinson put forward an apologia for how economic tools, although limited and faulty, are the best instruments we have for shaping policy. In Robinson’s spirit of scientific humbleness, I think it is important to acknowledge that even though UBI might look good on paper, no one can guarantee its effects until it is actually implemented. Indeed, if we have learned anything from economic history, it is that theory and practice disagree more often than not. Yet some of the most resounding progressivist successes, like the New Deal, have truly been amalgams of controversial ideas accumulated over time, waiting to be put into action under the pressure of seemingly unresolvable disasters. Fervent discussions about inequality and redistribution among government institutions, civil society and corporations are indicative of latent issues slowly but steadily developing into crises. Under such circumstances, UBI is just patiently waiting to happen.