學門類別
哈佛
- General Management
- Marketing
- Entrepreneurship
- International Business
- Accounting
- Finance
- Operations Management
- Strategy
- Human Resource Management
- Social Enterprise
- Business Ethics
- Organizational Behavior
- Information Technology
- Negotiation
- Business & Government Relations
- Service Management
- Sales
- Economics
- Teaching & the Case Method
最新個案
- A practical guide to SEC ï¬nancial reporting and disclosures for successful regulatory crowdfunding
- Quality shareholders versus transient investors: The alarming case of product recalls
- The Health Equity Accelerator at Boston Medical Center
- Monosha Biotech: Growth Challenges of a Social Enterprise Brand
- Assessing the Value of Unifying and De-duplicating Customer Data, Spreadsheet Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise, Data Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise
- Board Director Dilemmas: The Tradeoffs of Board Selection
- Barbie: Reviving a Cultural Icon at Mattel (Abridged)
- Happiness Capital: A Hundred-Year-Old Family Business's Quest to Create Happiness
Consumer Credit: The Next Crisis
內容大綱
The degree to which consumers have come to depend on easy, inexpensive credit is a far greater threat to the economy than most realize. To pay it off, the average U.S. consumer would have to hand over every penny of his take-home pay for 16 months. And in all that time he wouldn't be able to buy anything else--no clothes, food, coffee, nothing. Okay, so no one is going to do that. But what will people do? Individual decisions to cut back on consumption--or perhaps run up the credit cards to the max and then declare bankruptcy--will translate in the aggregate into tremendous volatility and risk for the companies customers buy (or suddenly stop buying) from. In fact, warn investment banker Jarvis and Wharton professor MacMillan, the profits and cash flows of nearly all U.S. companies are built directly or indirectly on consumer spending, and the connection is not always obvious. How many loyal supermarket customers are quietly opting to pay for their food with their credit cards rather than their debit cards? How many consumers will tap their home-equity lines of credit to pay for their next vacation? How many companies are unaware of their indirect connection to these debt-laden consumers through their distributors, retailers, and financial institutions? Those directly involved in the credit industry itself should be bracing for record numbers of bankruptcies. Those companies, like the auto dealers, that finance consumer purchases directly should be working flat out to reduce their dependence stream. And any company whose customers--or whose customers' customers--pay with credit need to be bolstering their reserves, now. The authors detail a tool that will let you measure the level of your company's exposure to consumer credit, analyze how sensitive your firm is to sudden changes in default rates, and determine what steps you can take to mitigate your risk. Managers that ignore the warning signs and leave their company vulnerable have only themselves to blame.