HBSP (USA)
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Cómo evitar las catástrofes
Tinsley, Catherine H.; Dillon, Robin L.; Madsen, Peter M.Article HBS-R1104GService and Operations ManagementLa mayoría de los fracasos empresariales-tales como los desastres de ingeniería, mal funcionamiento del producto, y PR-crisis se anticiparon por casi accidentes, por los pelos que tenía suerte de no haber intervenido, habría tenido consecuencias mucho peores. La reentrada del transbordador espacial fatal de Columbia, Golfo desastre de la plataforma petrolera de BP, aceleradores atascados de Toyota, incluso del iPhone 4 fracasos -todos antena fuer...Starting at €8.20
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How to Avoid Catastrophe
Tinsley, Catherine H.; Dillon, Robin L.; Madsen, Peter M.Article HBS-R1104G-EService and Operations ManagementMost business failures-such as engineering disasters, product malfunctions, and PR crises-are foreshadowed by near misses, close calls that, had luck not intervened, would have had far worse consequences. The space shuttle Columbia's fatal reentry, BP's Gulf oil rig disaster, Toyota's stuck accelerators, even the iPhone 4's antenna failures-all were preceded by near-miss events that should have tipped off managers to impending crises. The problem...Starting at €8.20
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What Service Customers Really Want
Dougherty, Dave; Murthy, AjayArticle HBS-F0909C-EService and Operations ManagementMost customer service centers use time on hold and minutes per call as measures of how effective they are. Research shows that they should look instead at the percentage of customers' problems resolved with just one call.Starting at €8.20
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What Service Customers Really Want (Spanish version)
Dougherty, Dave; Murthy, AjayArticle HBS-F0909CService and Operations ManagementMost customer service centers use time on hold and minutes per call as measures of how effective they are. Research shows that they should look instead at the percentage of customers' problems resolved with just one call.Starting at €8.20