Sarit Markovich
Sarit Markovich

STRATEGY
Clinical Associate Professor of Strategy

Print Overview

Sarit Markovich is a Clinical Associate professor at the Deparment of Strategy. She holds a bachelor's degree in computer science and economics, and a Ph.D. in economics from Tel Aviv University. Sarit did her Post-Doctoral at the Economics Department, at the University of Chicago. In 2001, she joined the Recanati School of Business Administration for 3 years, after which she moved and spent 4 years at the Management and Strategy department at Kellogg School of Management, Northwestern University. Her current research interests focus on strategic interactions in markets with network effects, patents and licensing, enterprise-wide systems, and strategic pricing in IT markets.



Print Vita
Education
Ph.D., 1999, Economics, Tel Aviv University
MA, 1996, Economics, Tel Aviv University, with Distinction
B.Sc., 1993, Computer Science & Economics, Tel Aviv University, with Distinction.

Academic Positions
Visiting Assistant Professor, Kellogg School of Management, Northwestern University, 2010-2012
Assistant Professor, Arison School of Business, IDC Hertzliya, 2008-2012
Visiting Assistant Professor, Kellogg School of Management, Northwestern University, 2004-2008
Lecturer, Recanati School for Business Administration, Tel-Aviv University, 2001-2006
Visiting Assistant Professor, Kellogg School of Management, Northwestern University, 2000-2001
Post-Doctoral Fellowship, Economics, University of Chicago, 1999-2000
Lecturer, Eitan Berglas School of Economics, Tel Aviv University, 1995-1998

Editorial Positions
Associate Editor, International Journal of Industrial Organization, 2010

Print Research
Articles
Markovich, Sarit and Shane Greenstein. 2012. Pricing Experience Goods in Information Good Markets: The Case of eBusiness Service Providers. International Journal of the Economics of Business. 19(1): 199-139.
Markovich, Sarit and Chaim Fershtman. 2010. Patents, imitation and licensing in an asymmetric dynamic R&D Race. International Journal of Industrial Organization. 28: 113-126.
Markovich, Sarit and Johannes Moenius. 2009. Winning while Losing: competition dynamics in the presence of indirect network externalities. International Journal of Industrial Organization. 27: 346-357.
Markovich, Sarit and Lior Fink. 2008. Generic Verticalization Strategies in Enterprise System Markets: An Exploratory Framework. Journal of Information Technology. 23: 281-296.
Markovich, Sarit. 2008. Snowball: A dynamic oligopoly model with indirect network effects. Journal of Economic Dynamics and Control. 32(3): 909-938.
Markovich, Sarit and Ulrich Doraszelski. 2007. Advertising Dynamics and Competitive Advantage. Rand Journal of Economics. 38(3): 1-38.
Markovich, Sarit, Chaim Fershtman and Neil Gandal. 1999. Estimating the Effects of Tax Reform in Differentiated Product Oligopolistic Markets. Journal of Public Economics. 74: 151-170.
Markovich, Sarit, Chaim Fershtman and Neil Gandal. 1997. The Arab Boycott and The Israeli Automobile Market: The Peace Dividend. The Economic Quarterly. 44: 86-97.
Working Papers
Markovich, Sarit, Neil Gandal and Michael Riordan. 2014. Aint it Suite? Bundling in the PC Office Software Market Patents.
Markovich, Sarit, Guy Arie and Mauricio Varela. 2015. The Competitive Effect of Multimarket Contact.
Markovich, Sarit and Niron Hashai. 2015. Compete or Cooperate? The Role of the Level of Market Competition on Startups Commercialization Strategies.
Markovich, Sarit and Johannes Moenius. 2014. To Hunt or to Scavenge: Competitive Advantage and Competitive Strategy in Platform Industries.
Markovich, Sarit, Guy Arie and Mauricio Varela. 2011. Multimarket Competition in the Airline Industry: Theory and Evidence.
Markovich, Sarit, Anurag Banerjee and Giulio Seccia. 2015. The Endgame.
Markovich, Sarit, Massimo Guidolin and Johannes Moenius. 2010. Asset Pricing Implications of Network Externalities a Dynamic Analysis.
Markovich, Sarit and Chaim Fershtman. 2008. A Dynamic R&D Race with Asymmetric costs.
Cases
Markovich, Sarit and Charlotte Snyder. 2013. M-Pesa and Mobile Money in Kenya: Pricing for Success. Case 5-213-250 (KEL762).
Markovich, Sarit and Evan Meagher. 2014. Diskit Khartsan Ltd. in 2013: Hatching a Solution. Case 5-214-253 (KEL807).
Markovich, Sarit, Evan Meagher, Anirudh Parasher Malkani and Andrew Tseng. 2014. Hip to be Square: Disruption in the U.S. Mobile Payment Market. Case 5-213-251 (KEL792).

 
Print Teaching
Full-Time / Part-Time MBA
Strategy & Organization (MGMT-452-0)

This course counts toward the following majors: Managerial Analytics, Managerial Economics, Managament & Strategy

This course focuses on the link between organizational structure and strategy, making heavy use of the microeconomic tools taught in MECN-430. The core question students address is how firms should be organized to achieve their performance objectives. The first part of the course takes the firm's activities as given and studies the problem of organizational design; topics may include incentive pay, decentralization, transfer pricing, and complementarities. The second part examines the determinants of a firm's boundaries and may cover such topics as outsourcing, horizontal mergers, and strategic commitment.

Competitive Strategy in Financial Services Markets (MGMT-950-A)
This course focuses on the analysis of strategies within the financial services markets. Given the unique economic and regulatory institutions in this sector, some of the most important strategic issues that firms in this industry face require the application of frameworks that are not covered in standard competitive strategy courses. For example, pricing strategies for intermediaries in two-sided market are important for credit card companies, banks, as well as VCs. This class introduces tools and frameworks used to analyze such important strategic issues. These frameworks are illustrated with general readings and with up to date cases.

Competitive Strategy in Financial Markets (MGMT-950-B)
coming soon!

Innovation in Financial Services Markets (MGMT-951-B)
Digital and mobile technologies are spawning tremendous innovation in financial services markets. Taking payments, for example, during 2013 nearly 200 payments-related start-ups garnered $1.3 billion in investments. Many of these initiatives will turn out to be not sustainable. The potential for gold, however, is sure to exist. Hence, conventional financial institutions must be active participants in the gold rush; choosing their opportunities carefully. In this course we will use economic frameworks that both new entrant and the conventional financial institutions can use to differentiate the potential gold from the glitter. In addition, we will assess the viability of partnerships and other win-win strategies conventional financial institutions and new non-financial institutions can employ.