Soul and Machine (Learning)

Davide  Proserpio; John R. Hauser; Xiao  Liu; Tomomichi  Amano; Alex  Burnap; Tong  Guo; Dokyun  Lee; Randall  Lewis; Kanishka  Misra; Eric  Schwarz; Artem  Timoshenko; Lilei  Xu; Hema  Yoganarasimhan

Working Paper | HBS Working Paper Series | 2019

Soul and Machine (Learning)

by Davide Proserpio, John R. Hauser, Xiao Liu, Tomomichi Amano, Alex Burnap, Tong Guo, Dokyun Lee, Randall Lewis, Kanishka Misra, Eric Schwarz, Artem Timoshenko, Lilei Xu and Hema Yoganarasimhan

Abstract

Machine learning is bringing us self-driving cars, improved medical diagnostics, and machine translation, but can it improve marketing decisions? It can. Machine learning models predict extremely well, are scalable to “big data,” and are a natural fit to rich media such as text, images, audio, and video. Examples include identification of customer needs from online data, accurate prediction of consumer response to advertising, personalized pricing, and product recommendations. But without a soul, the applications of machine learning are limited. Consumer behavior and competitive strategies are nuanced and richly described by formal theory. To learn across applications, to be accurate for “what-if” and “but-for” applications, and to advance knowledge, machine learning needs theory and a soul. The brightest future is based on the synergy of what the machine can do well and what humans do well. We provide examples and predictions for the future.

Keywords: Machine learning; Technological Innovation; Marketing;

Language: English

Format: Print

21 pages

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Citation:

Proserpio, Davide, John R. Hauser, Xiao Liu, Tomomichi Amano, Alex Burnap, Tong Guo, Dokyun Lee, Randall Lewis, Kanishka Misra, Eric Schwarz, Artem Timoshenko, Lilei Xu, and Hema Yoganarasimhan. "Soul and Machine (Learning)." Harvard Business School Working Paper, No. 20-036, September 2019.

Launched as a private brand in 1980 to counter the increasingly brand-conscious consumer in Japan, MUJI offered beautifully designed, fairly priced, no-frills quality goods. The once modest private label brand with 40 products had expanded significantly by 2019 to more than 7,000 products with more than half its 975 stores outside its home market in Japan. It had even expanded into the service industry, opening hotels. President Matsuzaki of Ryohin Keikaku, MUJI’s operating company, was charged with reorganizing the product portfolio and prioritizing new initiatives, tasks complicated by the absence of a clear definition of “MUJI-ness,” the meaning of which had always been intentionally left open.

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Soul and Machine (Learning)

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