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We study how firms differ from their competitors using new dynamic measures of product differentiation based on novel text based analysis of 50,673 product descriptions from firm 10-K statements filed yearly with the Securities Exchange Commission. This year-by-year set of firm product differentiation measures allows us to generate a set of dynamic industry classifications and new measures of industry structure and competition. Competitiveness and market structure measures based on these new classifications better correlate with firm profitability than do classifications based on SIC or NAICs. Using these new dynamic industry classifications, we examine endogenous product differentiation. We show that firms use R&D and advertising to differentiate themselves from competitors and increase their profitability.
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We analyze the interaction of firm product quality and pricing decisions with financial distress and bankruptcy in the airline industry. We consider an airline's choices of quality and price as dynamic decisions that trade off current cash flows for future revenue. We examine how airline mishandled baggage, on-time performance and pricing are related to financial distress and bankruptcy, controlling for the endogeneity of financial distress and bankruptcy. We find that an airline's quality decisions are differentially affected by financial distress and bankruptcy. Product quality decreases when airlines are in financial distress, consistent with financial distress reducing a firm's incentive to invest in quality. In contrast, in bankruptcy product quality increases relative to financial distress. In addition, we find that firms price more aggressively when in financial distress consistent with firms trying to increase short-term market share and revenues.
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We use text-based analysis of business descriptions from 10-Ks filed with the SEC to examine in which industries conglomerates are most likely to operate and to understand conglomerate valuations. We find that conglomerates are most likely to operate in industry pairs that are closer together in the product space and in industry pairs that have profitable opportunities "between" them. Examining cross-sectional conglomerate valuations, we find that conglomerates that are more difficult to reconstruct using text-analysis of firm pure plays and that span high value industries tend to trade at modest premia. The conglomerates that are most easy to replicate trade at small discounts relative to matched pure-play firms. These findings are consistent with conglomerate firms generating product synergies when producing in related profitable industries not spanned by single-segment firms.
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We provide a model and empirical tests showing how an active acquisition market affects firm incentives to innovate and conduct R&D. Our model shows that small firms optimally may decide to innovate more when they can sell out to larger firms. Large firms may find it disadvantageous to engage in an "R&D race" with small firms, as they can obtain access to innovation through acquisition. Our model and evidence show that the R&D responsiveness of firms increases with demand, competition and industry merger and acquisition activity. All of these effects are stronger for smaller firms than for larger firms.
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We examine the relation between venture capital (VC) investments and mergers and acquisitions (M&A) activity around the world. We find evidence of a strong positive association between VC investments and lagged M&A activity, consistent with the hypothesis that an active M&A market provides viable exit opportunities for VC companies and therefore incentivizes them to engage in more deals. We also explore the effects of country-level pro-takeover legislation passed internationally (positive shocks), and US state-level antitakeover business combination laws (negative shocks), on VC activity. We find significant post-law changes in VC activity. VC activity intensifies after enactment of country-level takeover friendly legislation and decreases following passage of state antitakeover laws in the U.S.
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