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Butterfly Edufields: Different Shades of Capacity
Kalyana C. Chejarla; Sourabh Bhattacharya; Siddhartha ModukuriCase IVEY-9B19D003-EService and Operations ManagementIn April 2017, Butterfly Edufields Pvt. Ltd., in Hyderabad, India, was experiencing a rapid growth in demand and needed to find ways to expand its capacity to meet this demand without significantly increasing costs. The company created innovative teaching and learning products for students in grades 1 through 10. Working with these products hands-on helped students understand various mathematics and science concepts such as magnetism, light, and ...Starting at €8.20
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Service With a Very Big Smile (Spanish version)
Harvard Business ReviewArticle HBS-F0705CService and Operations ManagementNew research confirms that the bigger the employees' smiles, the happier the customers.Starting at €8.20
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How Machines Learn (And You Win)
Harvard Business ReviewArticle HBS-F1511Z-EService and Operations ManagementA decision tree demonstrates how one cable company might spot service defectors early. Due to the highly graphical nature of the Vision Statement, we offer this reprint in color, PDF format only. We recommend printing it out in color to maximize its effectiveness.Starting at €8.20
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Butterfly Edufields: Different Shades of Capacity - Teaching Note
Kalyana C. Chejarla; Sourabh Bhattacharya; Siddhartha ModukuriTeaching Note IVEY-8B19D003-EService and Operations ManagementTeaching note for product 9B19D003.Starting at €0.00
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Smarter, Smaller, Safer Robots
Harvard Business ReviewArticle HBS-F1511A-EService and Operations ManagementA new generation of adaptive robots are creating new efficiencies for manufacturers and changing how companies build things, including factory floors themselves. And the robots are far more collaborative than their predecessors, enhancing engagement and job satisfaction among their human colleagues. New research headed by MIT's Julie Shah highlights the advantages of the new robots, showing that they have made manufacturing automation a less extr...Starting at €8.20
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"Sorry" Is Not Enough
Harvard Business ReviewArticle HBS-F1801A-EService and Operations ManagementThe first rule of customer service--when something goes wrong, apologize--can backfire. New research based, uniquely, on videos of actual customer interactions shows that after a point, apologies only heighten unhappy customers' frustration. Employees should worry less about displaying empathy and instead focus on creative, energetic attempts to solve the problem at hand.Starting at €8.20
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Service With a Very Big Smile
Harvard Business ReviewArticle HBS-F0705C-EService and Operations ManagementNew research confirms that the bigger the employees' smiles, the happier the customers.Starting at €8.20
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Is Your Supply Chain Sustainable
Harvard Business ReviewArticle HBS-R1010G-EService and Operations ManagementMembers of the HBR Advisory Council share their insights on the sustainability performance of their company's supply chains. Many say they feel hindered by forces beyond their control, such as cost, complexity, lack of information and know-how, and the sense that customers and investors are not deeply concerned about sustainability issues. And they overwhelmingly cite financial concerns as the chief obstacle to sustainability innovation in their ...Starting at €8.20
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Stuff: When Less Is More
L-Dopa; Harvard Business ReviewArticle HBS-F1503Z-EService and Operations ManagementToday we use far fewer materials to get the same things done--manufacture a PC, for instance, or produce a ton of steel. But with that efficiency has come an exponential increase in overall demand for resources. Due to the highly graphical nature of the Vision Statement, we offer this reprint in color, PDF format only. We recommend printing it out in color to maximize its effectiveness.Starting at €8.20
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The Case Against Long-Term Incentive Plans
Harvard Business ReviewArticle HBS-F1610A-EService and Operations ManagementDespite their popularity, pay-for-performance incentives haven't worked as well as proponents had expected. Research by Alexander Pepper, of the London School of Economics, identifies four reasons why: (1) Executives are more risk-adverse than financial theory suggests, so they don't see the at-risk portion of their pay packages as very valuable. (2) They discount heavily for time, so they don't assign much worth to long-term incentives. (3) They...Starting at €8.20