Papers by Jayanth Krishnan
20 Buffalo Public Interest Law Journal 19, 2001
38 Vanderbilt Journal of Transnational Law 1255, Dec 13, 2005
In this Article, the Author argues that those who believe that Americans can successfully export ... more In this Article, the Author argues that those who believe that Americans can successfully export their visions of law and legal research to other countries need to consider-in addition to Japan and Germany, two countries that are often touted as exemplars-the case of India. India gained its independence from the British in 1947, and soon thereafter many U.S. experts traveled to India in an effort to foster a culture of Western legal intellectualism.
For economic and nuclear reasons, India has received considerable attention over the last decade ... more For economic and nuclear reasons, India has received considerable attention over the last decade from observers in the United States. But attuned Americans are well-aware of India's rich culture and status as a shining constitutional democracy for most of its post-1947 independent history. For all that India has accomplished, however, its public has long viewed its government officials with great
This pilot study evaluates the effectiveness of law firms entering into joint ventures, an increa... more This pilot study evaluates the effectiveness of law firms entering into joint ventures, an increasingly eyed business model particularly by American and British lawyers seeking to expand into promising financial markets. One country at the center of the joint venture experiment has been Singapore. With the strong encouragement of the Singaporean government (which has long embraced foreign investment), various elite
California Law Review, 2006
SSRN Electronic Journal, 2000
After the cost of goods sold, store labor expense is the largest cost component in the retailing ... more After the cost of goods sold, store labor expense is the largest cost component in the retailing industry. As a result, developing and executing labor plans is a key task for retailers. In this paper we use private data provided by a large retail chain to assess the relationship between labor planning and execution practices and the average transaction (basket) value of a retail store location. We find that consumer basket value varies greatly from store to store and that there is a strong cross-sectional association between labor practices at different stores and basket values. In particular, matching labor deployment to store traffic (rather than to the forecast of sales, as many retailers currently do) is associated with larger basket values. We further separate the task of labor management into the planning component (i.e., creating a labor plan that matches traffic patterns) and the execution components (i.e., deploying part-time employees, full-time employees and managers to match the labor plan), and we find that stores with better plans and stores with better execution of these plans for full-time employees (but not for part-time employees) demonstrate significantly higher basket values. We obtain these results after controlling for customer demographics and product variety, which are also significant in explaining basket values. Our findings suggest that modest improvements in employee scheduling and in execution of the schedule can result in a 3% sales lift at moderate, or even no, additional cost.
International Commerce Review, 2009
Most retailers could significantly boost their revenue simply by changing one planning metric: by... more Most retailers could significantly boost their revenue simply by changing one planning metric: by linking planned staffing levels to store traffic rather than revenue; by allocating the right number of staff to the right places at the right times.
SSRN Electronic Journal, 2000
We describe a methodology by which a retailer can identify action steps that are likely to increa... more We describe a methodology by which a retailer can identify action steps that are likely to increase sales and customer satisfaction and demonstrate the methodology using proprietary data from a large retailer with over 500 stores. We use monthly store-level data on a number of operational variables including in-stock rate, store staffing level as measured by payroll and store employee turnover, together with customer responses to satisfaction surveys. We develop a nested three-stage econometric model to analyze the marginal effects of various execution levers on sales, customer satisfaction and the percentage of customers who answer 'yes' to the question 'Did you find everything you were looking for?', which we term customer perceived in-stock. Our model explains approximately 75%, 97% and 71%, respectively, of the residual variation in sales, customer satisfaction, and customer perceived in-stock. We find that customer perceived in-stock is primarily driven by actual in-stock and customer rating of employee knowledge; overall customer satisfaction is primarily driven by customer perceived in-stock, payroll level, customer rating of employee knowledge and check-out efficiency; and sales is primarily driven by actual in-stock, overall satisfaction and payroll level. Finally, we estimate relative magnitudes of these effects, propose specific actions to improve sales and estimate the likely sales increase from those actions. Our results suggest that a modest reallocation of the payroll budget among stores could be expected to yield a 2-3% increase in sales with no increase in cost.
Human Rights Quarterly, 2003
SSRN Electronic Journal, 2000
In this paper, we describe a study of the consequences of capacity allocation mechanisms at a lar... more In this paper, we describe a study of the consequences of capacity allocation mechanisms at a large semiconductor manufacturer. We use a panel data set with 300,000 observations spanning five years of forecasting and order transactions between a supplier and customers at the supplier's manufacturing facility. Using Mixed Linear Models (MLM), we study the mutual interplay between a supplier's capacity allocation mechanism and customers' demand forecasts and orders. The results of our model suggest that the interaction causes two types of distortions: inter-temporal and crosssectional. Temporal forecast distortions result in forecast churn (short-term volatility in forecasts), undesirable forecast smoothing (a.k.a., batching), and customers exiting the facility. Cross-sectional forecast distortion (contagion) is characterized by temporal forecast distortions spreading across individual customers' forecasts, attributable to the negative externalities imposed by commonly used capacity allocation policies. We present empirical tests for the presence and significance of these distortions in our data and note the impact of churn on buffer inventory stocks and contagion's effect on risk pooling efforts. Our findings have implications for contracting, capacity planning, and CPFR initiatives in supply chains.
Human Rights Quarterly, 2004
... Kamini Jaiswal, Right to Know, JOURNAL, supra note 15, 248-50. ... See eg, Jayanth K. Krishna... more ... Kamini Jaiswal, Right to Know, JOURNAL, supra note 15, 248-50. ... See eg, Jayanth K. Krishnan, India's Patriot Act: POTA and the Impact on Civil Liberties in the World's Largest Democracy, 22 LAW & INEQUALITY (forthcoming 2004); Rajeev Dhavan, Sugarcoating POTA, THE ...
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Papers by Jayanth Krishnan