Search results
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El caso HBR: la venganza de los clientes
Ariely, Dan; Farmer, Tom; Bennett, Nate; Martin, Chris; Fein, Nancy; Libai, BarakArticle HBS-R0712AMarketingVenerable Detroit fabricante de automóviles Atida Motors cuenta con un nuevo centro de llamadas en Bangalore que la compañía espera aumentar su reputación de servicio al cliente. Pero no parece estar haciéndolo todavía. Las quejas sobre el Andromeda XL - la cadera nuevo modelo Atida esperanzas capturarán la imaginación de Wall Street - están inundando el centro de llamadas. retrasos de llamadas están construyendo, y cartas de reclamación se acumu...Starting at €8.20
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The End of Rational Economics (Spanish version)
Ariely, DanArticle HBS-R0907HLeadership and People ManagementStandard economic theory assumes that human beings are capable of making rational decisions and that markets and institutions, in the aggregate, are healthily self-regulating. But the global economic crisis, argues Ariely, has shattered these two articles of faith and forced us to confront our false assumptions about the way markets, companies, and people work. So where do corporate managers - who are schooled in rational assumptions but run mess...Starting at €8.20
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The HBR Agenda 2011 (Spanish version)
Ariely, Dan; Brown, Tim; Cappelli, Peter; Davenport, Thomas H.; Duflo, Esther; Fernández-Aráoz, Claudio; Govindarajan, Vijay; Gratton, Lynda; Hackman, J. Richard; Ibarra, Herminia; Kedrosky, Paul; Lafley, A.G.; Li, Charlene; Ma, Jack; Manzoni, Jean-Francois; Pink, Daniel H.; Porter, Michael E.; Schein, Edgar H.; Schmidt, Eric; Schwab, Klaus; Shirky, Clay; Stiglitz, Joseph E.; Sutton, Robert I.; Tyson, LaArticle HBS-R1101BKnowledge and CommunicationJoseph E. Stiglitz will be crafting a new postcrisis paradigm for macroeconomics whereby rational individuals interact with imperfect and asymmetric information. Herminia Ibarra will be looking for hard evidence of how "soft" leadership creates value. Eric Schmidt will be planning to scale mobile technology by developing fast networks and providing low-cost smartphones in the poorest parts of the world. Michael Porter will be using modern cost a...Starting at €8.20
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The Long-Term Effects of Short-Term Emotions (Spanish version)
Ariely, DanArticle HBS-F1001HLeadership and People ManagementIf emotional decisions guide later rational moments, well, then we're not terribly sophisticated decision makers, are we?Starting at €8.20
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The Best Way to Name Your Product 2.0 (Spanish version)
Bertini, Marco; Gourville, John; Ofek, ElieArticle HBS-F1105CMarketingAlthough there's ample research to guide marketers in naming new products, little of it has addressed follow-on offerings, even though these make up the bulk of new products in many industries. Companies have two basic strategies to choose from. They can stick with a name, often adding a sequential indicator (PlayStation 2, PlayStation 3), or they can come up with an entirely new name (Nintendo's Wii). Three questions managers should consider whe...Starting at €8.20
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How to Stop Customers from Fixating on Price
Bertini, Marco; Wathieu, LucArticle HBS-R1005F-EMarketingSurprisingly, your best tool for getting customers to see beyond price may be the price itself. New research finds that four pricing moves in particular can cause buyers to stop treating your offering as a commodity and instead consider its quality and relevance to their individual needs. You can change the basis of your pricing structure, as Goodyear did when it priced tires according to how many miles they would last. You can stimulate curiosit...Starting at €8.20
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Pricing to Create Shared Value
Bertini, Marco; Gourville, John T.Article HBS-R1206F-EMarketingMany companies are in competition with their customers to extract as much value as possible from every transaction. Pricing is their weapon of choice, and consumers fight back by rooting out and disseminating pricing policies that seem unfair. The problem is that companies generally think of value as a pie that is rightfully theirs. But value is not fixed, and it neither originates with nor belongs solely to the firm. Without a willing customer, ...Starting at €8.20
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When It's Time to Expand Beyond the Base (HBR Case Study and Commentary)
Bertini, Marco; Tavassoli, NaderArticle HBS-R1705N-EMarketingThe new CMO of an extreme-race company is on the hook to come up with a way to further monetize the underexploited brand while also fixing customer pain points related to the registration process. She and the COO propose a premium membership that allows die-hard fans to buy early access to race registration, but tests on social media reveal strong animosity toward the program among some racers. Should the company pull the plug or move forward, po...Starting at €8.20
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When It's Time to Expand Beyond the Base (HBR Case Study)
Bertini, Marco; Tavassoli, NaderArticle HBS-R1705X-EMarketingThe new CMO of an extreme-race company is on the hook to come up with a way to further monetize the underexploited brand while also fixing customer pain points related to the registration process. She and the COO propose a premium membership that allows die-hard fans to buy early access to race registration, but tests on social media reveal strong animosity toward the program among some racers. Should the company pull the plug or move forward, po...Starting at €8.20
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Customers' Revenge (HBR Case Study and Commentary)
Ariely, Dan; Farmer, Tom; Bennett, Nate; Martin, Chris; Fein, Nancy; Libai, BarakArticle HBS-R0712A-EMarketingVenerable Detroit automaker Atida Motors has a new call center in Bangalore that the company hopes will raise its reputation for customer service. But it doesn't appear to be doing so yet. Complaints about the Andromeda XL--the hip new model Atida hopes will capture the imagination of Wall Street--are flooding the call center. Call backlogs are building, and letters of complaint are piling up. One loyal Atida customer is so upset about getting th...Starting at €8.20