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Turn-taking is beneficial to conversational search success, but the increase in turns and time can also increase the cognitive load of the user. Therefore, in this research paper, the authors view conversational search sessions through the lens of economic theory and use the economic models of search to analyze the various costs and benefits of information-seeking interactions.

First, the authors built a cost-benefit model for conversational search sessions by defining action types and performing an intellectual mapping of actual sessions into sequences of these actions (using thematic analyses). The authors used the hypothesized cost and benefit actions (obtained from the user-system dialogs), along with the number of turns, utterances and time-related parameters, to propose the mathematical model. Next, the authors tested the model empirically by comparing the model scores to the user satisfaction and task success scores (collected through questionnaires). By representing each session as a bag of actions, the authors developed linear regression models to predict task success and user satisfaction.

Through feature analysis and significance testing, the authors identify the different parameters that contribute significantly to user satisfaction and task success scores. Error analysis shows that the model predicts task success and user satisfaction reasonably well, with the average prediction error being 0.5 for both (on a 5-point scale).

The authors' research is an initial step toward building a mathematical model for predicting user satisfaction and task success in conversational search sessions.

Sara Lee Corporation's acquisition binge in the 1980s and 1990s left the company with a portfolio of vastly different businesses operating independently of one another. It had experienced rapid top-line growth, but at the same time cash flows had declined. Sara Lee ignored both internal and external warning signs until a major transformation plan became necessary. This case examines the company's multiple turnaround attempts. The learning objective of the case is to analyze “early stage” turnaround efforts by examining how the company found itself in decline, evaluating its attempts to improve its performance, and assessing the turnaround plan.

(1) Learn to identify a specific challenging moment when reading and analyzing a turnaround plan; (2) address the implementation problems of an early stage turnaround and discuss exit options; (3) evaluate when a change of long-held beliefs and decades-long strategy by a company is warranted; (4) evaluate Sara Lee's marketing strategies in light of the disappointed retail and wholesale customers; and (5) show the similarities in traits between turnaround managers and high-growth entrepreneurs.