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Half a world away from Monterrey, Mexico, Victor Koo faces a different set of challenges than Meléndez. At his offices in Beijing, Koo is the cofounder of Youku, the leading video platform in the world’s most populous country.

You might say that Youku, which means “what’s best and what’s cool” in Chinese, is the YouTube of China, except that it is closer to Hulu, a free online video service in the United States that offers hit TV shows. Rather than the user-generated content that forms the core of YouTube, “Youku serves as a nationwide on-demand video content syndication platform with over 1,500 traditional media partners,” explains Koo. “Professional media content constitutes over 70% of our viewership.”

China’s internet audience has exploded this decade to the point where it now is 340 million, the largest in the world. With online video penetration above 80%, an estimated 300 million users are watching video over the internet in China late in 2009.

There were some 200 online video companies when Youku launched in 2006, but Koo says that the company now holds better than a 50% market share in terms of user time spent. It boasts of more than 150 million unique visitors every month, with each spending an average of an hour per day.

How did they get so big so fast? Partly, it appears, by nailing video search technology, partly by nailing customization, and partly by building strong relationships with China’s state-owned media companies.

Search and customization technologies are closely intertwined.

“Video viewing is fundamentally different from reading text,” Koo explains. “One can read 10 headlines together and grasp a variety of information, whereas it is impossible to open 10 different video windows and effectively watch them all at once.

“As such, finding the right video to watch is a lot more important for a video website,” he continues, “as you require a lot more focused attention from your users. We believe one of the most important benchmarks for a leading video platform is the ability to help users find ‘what’s best and what’s cool’ based on each user’s individual preferences.”

Next, Youku had to forge partnerships with government-owned television stations and other state media. The production of professional content is highly fragmented in China, with around 300 TV companies and thousands of channels as well as thousands of media production companies, so this required a nationwide effort.

Complicating this challenge is the fact that not only does the government own the media, it very tightly regulates what types of content can be published, censoring political, religious, and sexual content as well as most foreign media.

News about the rebellion that broke out inside Iran after last spring’s disputed election, for example, has been heavily censored by the Chinese government.

Western observers believe that Beijing fears that news of how tech-savvy Iranians have been able to organize protests and get around a ban on media coverage via social media like Twitter, proxy servers, and a variety of viral communication strategies could prove contagious in the event of future social unrest inside China.

Youku is regulated by the State Administration of Film, Radio, and Television. “We actively monitor video content uploaded by our partners and users,” Koo says. “For example, we actively screen out any pornographic, or even racy, content.”

By early 2008, Koo and his associates were ready to begin recruiting advertisers in earnest. They offered a safe environment for advertisers juxtaposed with highly desirable professional content, and brand names have shown up by the truckload.

Youku has booked ad revenue from over 290 companies to date including P&G, Uni-lever, Coke, Pepsi, Nike, Adidas, L’Oréal, IBM, Microsoft, Google, Samsung, Nokia, Sony Ericsson, Motorola, Mercedes-Benz, BMW, and VW/Audi, as well as the leading domestic brands.

The company also earns search ad revenue through a partnership with search giants Baidu and Google. The company recently launched its 3G mobile subscription version of Youku, and also a video e-commerce partnership with Taobao, the eBay of China.

“Proving our business model is the most important challenge at hand,” says Koo, “and extending our product model from PC to wireless and TV are longer-term challenges. We provide TV-like, cross-media, and internet marketing solutions to our advertiser clients that are growing rapidly. We see a growing and satisfied advertiser base that is increasing marketing spending on our platform quickly.”

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“In my career one thing leads to another,” said Nobel laureate Oliver Williamson, MBA ’60. He was reflecting back a half-century on how he happened to pursue an academic career that would lead to his being picked by the Royal Swedish Academy of Sciences to share the 2009 Nobel Memorial Prize in Economic Sciences.

Now a professor emeritus of economics at the University of California’s Haas School of Business, Williamson was a freshly married engineer when he arrived at the Stanford Business School in 1958 to pursue an advanced degree. “I took fall quarter economics with Jim Howell and found economics was quite fascinating stuff and that I could bring many of the tools I learned as an engineer to bear,” he said.

Then came the other half of the one-two punch: a young professor named Chuck Bonini, with whom he shared an office. Bonini “could see I had an applied interest even though I was in economics. He had come out of an interdisciplinary program at Carnegie Mellon and he thought I was well matched for it, and he plugged it several times. They were both enormously helpful in reshaping my career.” At the time, he said, the Stanford MBA Program was strong but the School’s PhD Program was being built.

At Carnegie Mellon, Williamson met up with Jim March, a young professor who would go on to build the organizational theory program into a powerhouse at the GSB. “Those were marvelous years,” William-son said of graduate school, where he applied what he had learned in both engineering and business school to economics research.

Williamson is perhaps best known for his 1975 book Markets and Hierarchies in which he developed a theory of transaction costs, initiated by Ronald Coase, the 1991 Nobel laureate. William-son explained why very large firms are sometimes more efficient than smaller firms contracting with each other through markets. His ideas on the efficient boundaries of a firm have been useful to managers in various industries for analyzing the costs and benefits of joint ventures, mergers, acquisitions, spin-
offs, and outsourcing. The Nobel committee cited as an example a coal-burning electric plant near a coal mine. If there is only one coal mine in the region, integrating the two is economically sensible. If more mines are nearby, integrating with one mine could undermine the advantages of allowing coal companies to compete for the utility’s business.

“Olly’s work on transaction cost economics is taught in MBA courses on economics, strategy, organizations, marketing, and nonmarket strategy,” said GSB Senior Associate Dean Glenn Carroll, PhD ’82, who was a colleague of Williamson’s at Haas before returning to Stanford. A half-dozen Stanford faculty in economics, organizational behavior, and political science presented papers at a 1995 conference honoring Williamson, and Carroll co-edited a 1998 book about their ideas called Firms, Markets and Hierarchies.

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Rolls Royce

“I was helping Fox News produce a documentary marking the 15th anniversary of [Reagan's] Berlin Wall address. After the day’s shooting, [anchorman Tony] Snow and I walked through the Brandenburg Gate to the former East Berlin, a place that once appeared drab and lifeless but now pulsed with color and energy. In a building that had once housed a branch of the old Communist government, Snow and I discovered a particularly vivid demonstration of the victory of free markets: a Rolls-Royce dealership.
Peter Robinson, MBA ‘90, a research fellow at the Hoover Institution and former presidential speechwriter, reflecting in Forbes about the speech he drafted for President Reagan, urging “Mr. Gorbachev” to “tear down this wall.”

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Avner Mandelman, director of Venator Capital Management

Avner Mandelman, director of Venator Capital Management

“In a complicated task involving critical decisions, working with good partners and listening to them is almost always better that working alone. Somehow, the group process ensures that most bad ideas are weeded out, even if their owners shout and cajole, while ideas that make sense influence the group’s opinion, even if their owners speak softly.”
Avner Mandelman, MBA ‘76, director of Venator Capital Management, writing in the Globe and Mail about applying a lesson he learned at the GSB to his investment strategy.

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QOTD: Back from the Brink

“What happened in the world economy is something that happens every 100 or 120 years; it was completely unexpected. … If what you did was an error, there has to be a change in management. But if it was an act of God, and it wasn’t your fault, why? I believe that in many companies [fired execs are] sacrificial lambs, to make it look as if you’re doing something when you’re not. When you’re in a crisis, changing management is a false move.”
—Lorenzo Zambrano, MBA ‘68, longtime chairman and CEO of Cemex, in a Q&A with Business Week, his first since he brought the world’s third largest cement producer back from last year’s financial crisis.

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Q&A with Assistant Professor Michael Wara (JD, ‘06) and Deputy Secretary of the Interior David J. Hayes (JD, ‘78) regarding the new administration’s Interior Department. From Stanford Lawyer magazine.

Q: With regard to striking a balance, what do you think the right approach is for resource energy extraction and natural resource protection?
A: You start by having a broad approach to energy development. The Bush administration did not advance a renewable energy agenda in any material way. It was all oil and gas. A third of U.S. domestic oil and gas production takes place on public lands within the Interior Department’s jurisdiction, so the department must play an important role in that area.

But the previous administration virtually ignored the huge  untapped potential of renewable energy. So the first step in striking a balanced approach is to also promote renewable energy, which we are doing.

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“Is it possible that we have weathered the worst of the storm? While there is no doubt that times will remain tough for a while, smart business leaders are beginning to think about what will come next, and how to be ready to make the most of it.”

Paul Staelin, MBA ‘01, vice president of Birst, a provider of business analytics software, writing in destinationCRM about business recovery in 2010.

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Stanford GSB Prof. Mary Barth told U. of Texas’ McCombs School of Business students they need to understand the fundamental accounting concepts because they provide the basis of the framework for financial reporting. She warned that in the future, accounting professionals will need to make judgments and understand “the why” behind a standard, rather than following thousands of specific rules as they do now.

At Stanford, Prof. Barth is the Joan E. Horngren Professor of Accounting and Robert and the Marilyn Jaedicke Faculty Fellow for 2009-2010. She is a former member of the International Accounting Standard Board (IASB).

  • Includes audio interview
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Spurring Innovation

As described on his blog, Stanford Professor Bob Sutton has been leading a workshop on spurring innovation, together with Professor Hayagreeva “Huggy” Rao and others. Customer Focused Innovation is the name of the program, in which executives spend mornings reviewing cases, theories and models and afternoons applying design thinking. Among their projects is a collaboration with a local Tesla motors dealer to improve the Tesla car ownership experience. Included in Sutton’s blog is a list of 21 things ‘that great bosses believe and do’ to lead innovation.

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By Marguerite Rigoglioso

Individuals’ implicit racial prejudices corresponded with a reluctance to vote for President Barack Obama and with opposition to his health care reform plan, according to a study coauthored by Stanford Graduate School of Business Professor Brian Lowery. Subjects were more likely to support a health care reform proposal attributed to former President Bill Clinton than the same proposal from Obama.

STANFORD GRADUATE SCHOOL OF BUSINESS—Does racism affect voters’ responses to President Barack Obama’s policies? In September, former president Jimmy Carter argued yes in an interview with Brian Williams of NBC. A Democracy Corps focus-group study published on Oct. 16 disagreed, concluding that racial issues do not affect voters’ beliefs, and that it was time for those who think otherwise to “get over it.”

Recent research from the Stanford Graduate School of Business finds that Carter is correct –– race does matter. People’s implicit racial prejudices corresponded with a reluctance to vote for Obama and with opposition to his health care reform plan, the study finds. In fact, when a description of a health care reform proposal was attributed to former President Bill Clinton rather than Obama, reactions suggested that individuals high in nonconscious antiblack prejudice tended to oppose Obama, at least in part because they dislike him as a black person. Continue Reading »

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