HBSP (USA)
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Customers' Revenge (HBR Case Study and Commentary)
Ariely, Dan; Farmer, Tom; Bennett, Nate; Martin, Chris; Fein, Nancy; Libai, BarakArticle HBS-R0712A-EMarketingVenerable Detroit automaker Atida Motors has a new call center in Bangalore that the company hopes will raise its reputation for customer service. But it doesn't appear to be doing so yet. Complaints about the Andromeda XL--the hip new model Atida hopes will capture the imagination of Wall Street--are flooding the call center. Call backlogs are building, and letters of complaint are piling up. One loyal Atida customer is so upset about getting th...Starting at €8.20
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The Long-Term Effects of Short-Term Emotions
Ariely, DanArticle HBS-F1001H-ELeadership and People ManagementIf emotional decisions guide later rational moments, well, then we're not terribly sophisticated decision makers, are we?Starting at €8.20
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What Was the Question
Ariely, DanArticle HBS-F1109E-ELeadership and People ManagementBehavioral economists know that because people struggle to think about money and risk in a systematic way, they may make irrational, counterproductive financial decisions for themselves and their organizations. The world of personal financial advice provides an example: Most people estimate that they'll need 75% of their current salary in retirement-because that's the benchmark they've heard from financial advisers. But when they describe how the...Starting at €8.20
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How Concepts Affect Consumption
Ariely, Dan; Norton, Michael I.Article HBS-F0906A-EMarketingDuke behavioral economist Ariely and Harvard Business School professor Norton explore how our consumption of concepts influences physical consumption, both positively and negatively.Starting at €8.20
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In Praise of the Handshake
Ariely, DanArticle HBS-F1103F-EThe idea of making a deal with a handshake-what we generally call an incomplete contract-makes most of us uncomfortable. A handshake is fine between friends, but when it comes to vendors, partners, advisers, employees, or customers, we believe that incomplete contracts are a reckless way to do business. Indeed, firms try to make contracts as airtight as possible-specifying outcomes and contingencies in advance, thus lowering the chances for misun...Starting at €8.20
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Customers' Revenge (HBR Case Study)
Ariely, DanArticle HBS-R0712X-EMarketingVenerable Detroit automaker Atida Motors has a new call center in Bangalore that the company hopes will raise its reputation for customer service. But it doesn't appear to be doing so yet. Complaints about the Andromeda XL--the hip new model Atida hopes will capture the imagination of Wall Street--are flooding the call center. Call backlogs are building, and letters of complaint are piling up. One loyal Atida customer is so upset about getting th...Starting at €8.20
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Customers' Revenge (Commentary for HBR Case Study)
Ariely, Dan; Farmer, Tom; Bennett, Nate; Martin, Chris; Fein, Nancy; Libai, BarakArticle HBS-R0712Z-EMarketingVenerable Detroit automaker Atida Motors has a new call center in Bangalore that the company hopes will raise its reputation for customer service. But it doesn't appear to be doing so yet. Complaints about the Andromeda XL--the hip new model Atida hopes will capture the imagination of Wall Street--are flooding the call center. Call backlogs are building, and letters of complaint are piling up. One loyal Atida customer is so upset about getting th...Starting at €8.20
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The End of Rational Economics
Ariely, DanArticle HBS-R0907H-ELeadership and People ManagementStandard economic theory assumes that human beings are capable of making rational decisions and that markets and institutions, in the aggregate, are healthily self-regulating. But the global economic crisis, argues Ariely, has shattered these two articles of faith and forced us to confront our false assumptions about the way markets, companies, and people work. So where do corporate managers - who are schooled in rational assumptions but run mess...Starting at €8.20
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The HBR Agenda 2011
Ariely, Dan; Brown, Tim; Cappelli, Peter; Davenport, Thomas H.; Duflo, Esther; Fernández-Aráoz, Claudio; Govindarajan, Vijay; Gratton, Lynda; Hackman, J. Richard; Ibarra, Herminia; Kedrosky, Paul; Lafley, A.G.; Li, Charlene; Ma, Jack; Manzoni, Jean-Francois; Pink, Daniel H.; Porter, Michael E.; Schein, Edgar H.; Schmidt, Eric; Schwab, Klaus; Shirky, Clay; Stiglitz, Joseph E.; Sutton, Robert I.; Tyson, LaArticle HBS-R1101B-EKnowledge and CommunicationJoseph E. Stiglitz will be crafting a new postcrisis paradigm for macroeconomics whereby rational individuals interact with imperfect and asymmetric information. Herminia Ibarra will be looking for hard evidence of how "soft" leadership creates value. Eric Schmidt will be planning to scale mobile technology by developing fast networks and providing low-cost smartphones in the poorest parts of the world. Michael Porter will be using modern cost a...Starting at €8.20
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Why Businesses Don't Experiment
Ariely, DanArticle HBS-F1004J-ECompanies pay amazing amounts of money to get answers from consultants or rely on focus groups, a dozen people riffing on something they know little about, to set strategies. What companies won't do is experiment to find evidence of the right way forward. Why? One reason is that experiments require short-term sacrifices for long-term gains. Companies (and people) are notoriously bad at making those trade-offs. Another is that there's the false se...Starting at €8.20