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Putting the Service-Profit Chain to Work (HBR Classic) (Spanish version)
Heskett, James L.; Jones, Thomas O.; Loveman, Gary W.; Sasser, W. Earl, Jr.; Schlesinger, Leonard A.Article HBS-R0807LService and Operations Managementinvestment in people, technology that supports frontline workers, revamped recruiting and training practices, and compensation linked to performance. They also express a vision of leadership in somewhat unconventional terms, referring to an organization's "patina of spirituality" and the "importance of the mundane." In this article, Heskett, Jones, Loveman, Sasser, and Schlesinger take a close look at the links in the service-profit chain, which...Starting at €8.20
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Caso de estudio: Desafiar al jefe o desistir
Sasser, W. Earl, Jr.Article HBS-R1105MKnowledge and CommunicationTom Green, un ejecutivo de ventas joven agresivo en el autoservicio de la compañía kiosco Muestra D7, ha sido ascendido a especialista senior de marketing por Shannon McDonald, su vicepresidente división. Shannon había advertido a Tom que estaba tomando una oportunidad con él y que tendría que aprender rápido y trabajar bien con su nuevo jefe, Frank Davis, que no habría elegido a Tom por la posición. En el trabajo, Tom se encuentra en desacuerdo ...Starting at €8.20
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Managing in the Knowledge Economy (HBR Classic) (Spanish version)
Kim, W. Chan; Mauborgne, Renee A.Article HBS-R0301KLeadership and People ManagementEngage people in decisions that directly affect them, explain why decisions are made the way they are, and clarify what will be expected of them after the changes are made.Starting at €8.20
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Putting the Service-Profit Chain to Work (HBR Classic)
Heskett, James L.; Jones, Thomas O.; Loveman, Gary W.; Sasser, W. Earl, Jr.; Schlesinger, Leonard A.Article HBS-R0807L-EService and Operations ManagementThis article was originally published in March-April 1994 and was republished in July-August 2008 as an HBR Classic. This article includes a one-page preview that quickly summarizes the key ideas and provides an overview of how the concepts work in practice along with suggestions for further reading. In exemplary service organizations, executives understand that they need to put customers and frontline workers at the center of their focus. Thos...Starting at €8.20
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Challenge the Boss or Stand Down (Commentary for HBR Case Study)
Sasser, W. Earl, Jr.Article HBS-R1105Z-ETom Green, an aggressive young sales executive at self-service kiosk company D7 Displays, has been promoted to senior marketing specialist by Shannon McDonald, his division VP. Shannon had warned Tom that she was taking a chance with him and that he'd have to learn fast and work well with his new boss, Frank Davis, who wouldn't have chosen Tom for the position. On the job, Tom finds himself at odds with Frank and challenges him openly at a well-a...Starting at €8.20
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Tipping Point Leadership (Spanish version)
Kim, W. Chan; Mauborgne, Renee A.Article HBS-R0304DLeadership and People ManagementThis article includes a one-page preview that quickly summarizes the key ideas and provides an overview of how the concepts work in practice along with suggestions for further reading. When William Bratton was appointed police commissioner of New York City in 1994, turf wars over jurisdiction and funding were rife, promotion bore little relationship to performance, and crime was out of control. Yet in less than two years, and without an increase ...Starting at €8.20
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Blue Ocean Leadership
Kim, W. Chan; Mauborgne, ReneeArticle HBS-R1405C-ETen years ago, two INSEAD professors broke ground by introducing "blue ocean strategy," a new model for discovering uncontested markets that are ripe for growth. In this article, they apply their concepts and tools to what is perhaps the greatest challenge of leadership: closing the gulf between the potential and the realized talent and energy of employees. Research indicates that this gulf is vast: According to Gallup, 70% of workers are disenga...Starting at €8.20
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The Strategic Logic of High Growth (HBR Classic) (Spanish version)
Kim, W. Chan; Mauborgne, Renee A.Article HBS-R0407PStrategya good night's sleep at a low price. And Virgin Atlantic challenged airline industry conventions by eliminating first-class service and channeling savings into innovations for business-class passengers. Those companies didn't set out to build advantages over the competition, but in the end, their innovative practices led them to do just that.Starting at €8.20
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Blue Ocean Strategy (Spanish version)
Kim, W. Chan; Mauborgne, Renee A.Article HBS-R0410DStrategyDespite a long-term decline in the circus industry, Cirque du Soleil profitably increased revenue twenty-two-fold over the last 10 years by reinventing the circus. Rather than competing within the confines of the existing industry or trying to steal customers from rivals, Cirque developed uncontested market space that made the competition irrelevant. Cirque created what the authors call a blue ocean--a previously unknown market space. In blue oce...Starting at €8.20
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How Strategy Shapes Structure (Spanish version)
Kim, W. Chan; Mauborgne, ReneeArticle HBS-R0909HStrategyWhen executives develop corporate strategy, they nearly always begin by analyzing the industry or environmental conditions in which they operate and the strengths and weaknesses of the players they are up against. They then set out to carve a distinctive strategic position from which they can outperform their rivals by building a competitive advantage. The underlying logic here is that a company's strategic options are bounded by the environment....Starting at €8.20