Search results
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Henkel Iberica (A) and (B), Teaching Note
Martinez-Jerez, F. Asis; Narayanan, V.G.Teaching Note HBS-107078-EService and Operations ManagementTeaching note to (105-023) and (105-024).Starting at €0.00
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Measure of Delight: The Pursuit of Quality at AT&T Universal Card Services (A) (Spanish Version)
Shapiro, Roy D.; Watkins, Michael D.; Rosegrant, SusanCase HBS-616S01Service and Operations ManagementAT & T Universal Card Services (UCS) ha tenido un gran éxito durante su corta vida. Dedicada a mejorar la calidad del servicio y la satisfacción del cliente, director de calidad Rob Davis y su equipo de calidad han diseñado y puesto en marcha un sistema de medición y compensación inusual teniendo en cuenta más de 100 medidas de rendimiento monitorizado y comunicada al día.Starting at €8.20
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Henkel Iberica (A)
Martinez-Jerez, F. Asis; Narayanan, V.G.; Brem, LisaCase HBS-105023-EService and Operations ManagementIn 2002, Esteban Garriga, customer service director at Henkel Iberica, questions whether Collaborative Planning, Forecasting, and Replenishment (CPFR) would help manage retail promotions and limit their impact on the stock-outs and obsolete inventory. Describes the situation facing Henkel Iberica, the Spanish subsidiary of the German consumer products company Henkel KgaA, with respect to the management of retail promotions. The increasing number ...Starting at €8.20
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Colorscope, Inc. (Abridged)
Narayanan, V.G.Case HBS-113025-EService and Operations ManagementA small company in the graphic design business faces severe price competition. The company must respond by cutting costs and making process improvements.Starting at €8.20
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Colorscope, Inc. (Abridged), Teaching Note
Narayanan, V.G.; Datar, Srikant M.Teaching Note HBS-113108-EService and Operations ManagementTeaching Note for 113025Starting at €0.00
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How Operational Innovation Can Transform Your Company (Spanish version)
Hammer, MichaelArticle HBS-R0404EService and Operations ManagementBreakthrough innovations--not just steady improvements--in operations can destroy competitors and shake up entire industries. Just look at Dell, Toyota, and Wal-Mart. But fewer than 10% of large companies have made serious attempts to achieve operational innovation. Why? One reason, contends the author, is that business culture undervalues operations--they're not as sexy as deals or acquisitions. In addition, many executives who rose through the ...Starting at €8.20
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Aligning Incentives in Supply Chains (Spanish version)
Narayanan, V.G.; Raman, AnanthArticle HBS-R0411FService and Operations ManagementIf the firms work together to serve consumers, they will all win. However, they can do that only if incentives are aligned. Companies must acknowledge that the problem of incentive misalignment exists and then determine its root cause and align or redesign incentives. They can improve alignment by, for instance, adopting revenue-sharing contracts, using technology to track previously hidden information, or working with intermediaries to build tr...Starting at €8.20
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Process Audit (Spanish version)
Hammer, MichaelArticle HBS-R0704HService and Operations ManagementFew executives question the idea that by redesigning business processes--work that runs from end to end across an enterprise--they can achieve extraordinary improvements in cost, quality, speed, profitability, and other key areas. Yet in spite of their intentions and investments, many executives flounder, unsure about what exactly needs to be changed, by how much, and when. As a result, many organizations make little progress--if any at all--in t...Starting at €8.20