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If This Is a Service Economy, Why Am I Still on Hold: An Introduction to the Four Fundamental Principles of Service Excellence
Frei, Frances X.; Morriss, AnneBook Chapter HBS-8921BC-EService and Operations ManagementMost companies treat service as a low-priority business operation, keeping it out of the spotlight until a customer complains. Then service gets to make a brief appearance--for as long as it takes to calm the customer down and fix whatever foul-up jeopardized the relationship. In "Uncommon Service," from which this chapter was taken, Frances Frei and Anne Morriss show how, in a volatile economy where the old rules of strategic advantage no longer...Starting at €8.20
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Now Multiply It All by Culture: Service Excellence as a Product of Organizational Design and Culture
Frei, Frances X.; Morriss, AnneBook Chapter HBS-8930BC-EService and Operations ManagementMost companies treat service as a low-priority business operation, keeping it out of the spotlight until a customer complains. Then service gets to make a brief appearance--for as long as it takes to calm the customer down and fix whatever foul-up jeopardized the relationship. In "Uncommon Service," from which this chapter was taken, Frances Frei and Anne Morriss show how, in a volatile economy where the old rules of strategic advantage no longer...Starting at €8.20
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New Balance Athletic Shoe, Inc. (Abridged)
Bowen, H. Kent; Huckman, Robert S.; Knoop, Carin-Isabel; Preble, MatthewCase HBS-613006-EService and Operations ManagementConsiders whether New Balance, one of the world's five largest manufacturers of athletic footwear, should respond to Adidas' planned acquisition of Reebok-a transaction that would join the second- and third-largest companies in the industry. Highlights the unique aspects of New Balance's strategy-focusing on fit and performance by offering long-lived shoes in a wide variety of widths and eschewing celebrity endorsement of its products-and discuss...Starting at €8.20
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Truth Number 3: It's Not Your Employees' Fault--How to Design a Customer Service Model That Doesn't Depend on Heroes
Frei, Frances X.; Morriss, AnneBook Chapter HBS-8924BC-EService and Operations ManagementMost companies treat service as a low-priority business operation, keeping it out of the spotlight until a customer complains. Then service gets to make a brief appearance--for as long as it takes to calm the customer down and fix whatever foul-up jeopardized the relationship. In "Uncommon Service," from which this chapter was taken, Frances Frei and Anne Morriss show how, in a volatile economy where the old rules of strategic advantage no longer...Starting at €8.20
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Getting Bigger: Customer Service Mastery--A Stepping-Stone to Business Growth
Frei, Frances X.; Morriss, AnneBook Chapter HBS-8931BC-EService and Operations ManagementMost companies treat service as a low-priority business operation, keeping it out of the spotlight until a customer complains. Then service gets to make a brief appearance--for as long as it takes to calm the customer down and fix whatever foul-up jeopardized the relationship. In "Uncommon Service," from which this chapter was taken, Frances Frei and Anne Morriss show how, in a volatile economy where the old rules of strategic advantage no longer...Starting at €8.20
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MorphoSys AG: The Evolution of a Biotechnology Business Model
Pisano, Gary P.; Johnson, Ryan; Knoop, Carin-IsabelCase HBS-611046-EService and Operations ManagementIn the biotech world, the 18-year-old Munich-based company MorphoSys was a rarity: it was profitable. The company achieved this profitability not by developing and selling its own drugs, but by licensing access to its proprietary library of human antibodies. Recently, the company decided to deviate from this model, and attempt to develop its own proprietary products. The case allows analysis of "license vs. vertically integrate" business model de...Starting at €8.20
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New Balance Athletic Shoe, Inc. (Spanish version)
Bowen, H. Kent; Huckman, Robert S.; Knoop, Carin-IsabelCase HBS-609S04Service and Operations ManagementConsiders whether New Balance, one of the world's five largest manufacturers of athletic footwear, should respond to Adidas' planned acquisition of Reebok--a transaction that would join the second- and third-largest companies in the industry. Highlights the unique aspects of New Balance's strategy--focusing on fit and performance by offering long-lived shoes in a wide variety of widths and eschewing celebrity endorsement of its products--and disc...Starting at €8.20
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Truth Number 1: You Can't Be Good at Everything--How to Make the Right Trade-Offs to Deliver Exceptional Customer Service
Frei, Frances X.; Morriss, AnneBook Chapter HBS-8922BC-EService and Operations ManagementMost companies treat service as a low-priority business operation, keeping it out of the spotlight until a customer complains. Then service gets to make a brief appearance--for as long as it takes to calm the customer down and fix whatever foul-up jeopardized the relationship. In "Uncommon Service," from which this chapter was taken, Frances Frei and Anne Morriss show how, in a volatile economy where the old rules of strategic advantage no longer...Starting at €8.20
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Truth Number 2: Someone Has to Pay for It--Four Funding Mechanisms That Can Sustain Premium Customer Service
Frei, Frances X.; Morriss, AnneBook Chapter HBS-8923BC-EService and Operations ManagementMost companies treat service as a low-priority business operation, keeping it out of the spotlight until a customer complains. Then service gets to make a brief appearance--for as long as it takes to calm the customer down and fix whatever foul-up jeopardized the relationship. In "Uncommon Service," from which this chapter was taken, Frances Frei and Anne Morriss show how, in a volatile economy where the old rules of strategic advantage no longer...Starting at €8.20
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Truth Number 4: You Must Manage Your Customers--How to Deliver Uncommon Service with the Help of Your Customers
Frei, Frances X.; Morriss, AnneBook Chapter HBS-8925BC-EService and Operations ManagementMost companies treat service as a low-priority business operation, keeping it out of the spotlight until a customer complains. Then service gets to make a brief appearance--for as long as it takes to calm the customer down and fix whatever foul-up jeopardized the relationship. In "Uncommon Service," from which this chapter was taken, Frances Frei and Anne Morriss show how, in a volatile economy where the old rules of strategic advantage no longer...Starting at €8.20