Servicios y operaciones
IESE Publishing > Servicios y operaciones
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Dirección Comercial
Capizzani M.; Guitart, Iván; López-Urdiales, José Mariano; Rocha e Oliveira P.
IESE (España)
- A group of engineers at AéroTec has finalized the design of a space vehicle called the Navigateur and they must now devise a marketing plan for this innovative
new experience. The Navigateur differs from currently available offerings in commercial space travel in that it provides a highly superior visual experience, greater comfort, and lower training and physical fitness requirements. AéroTec, a business-to-business firm with no experience in consumer markets, must now devise a commercial strategy to market this luxurious experience to end-users.
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Dirección Comercial
Belleza S.; Stremersch S.
IESE (España)
- Caesar, a professional IT services firm, has competed in the Dutch IT market since 1993. Its initial value proposition was providing its customers with
qualified human capacity at a low hourly or daily rate (often referred to as ¿body-shopping¿). To escape the increasing commoditization of this type of service, the company formulated a new value proposition in 2003, so called TimeValue projects, consisting of the delivery of complete IT projects, guaranteed on time and within budget, at a premium price.
In 2005 Caesar marketed these two value propositions using integrated organizational routines and one brand name. This led to three main problems that produced significant stress and frustration within the company management. First of all the integrated brand name led to a diffuse marketing proposition towards prospective customers. The second problem concerned sales; each Sales Manager encountered difficulties in selling the two products within the same portfolio. Third, the stress in organizational procedures fostered conflict, frustration and lack of collaboration among employees.
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Dirección de Producción, Tecnología y Operaciones
Fichman, Robert G.; Gallaugher, John; Glaser, John; Kane, Gerald C.
HBSP (USA)
- Before the internet, organizations had far more time to monitor and respond to community activity, but that luxury is long gone, leaving them in dire
need of a coherent outreach strategy, fresh skills, and adaptive tactics. Drawing on the authors' study of more than two dozen firms, this article describes the changes wrought by social media in particular and shows managers how to take advantage of them - lessons that Kaiser Permanente, Domino's, and others learned the hard way. Social media platforms enhance the power of communities by promoting deep relationships, facilitating rapid organization, improving the creation and synthesis of knowledge, and enabling robust filtering of information. The authors cite many examples from the health care industry, where social media participation is vigorous and influential. For instance, members of Sermo, an online network exclusively for doctors, used the site to call attention to and organize against insurers' proposed reimbursement cuts. And on P
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Dirección de Producción, Tecnología y Operaciones
Apgar,, Mahlon , IV
HBSP (USA)
- Although real estate is the largest, or second-largest, asset for most companies, it rarely captures senior management's attention. And real estate decisions,
many of which are made within business units and driven by short-term needs, don't usually reflect a company's broader strategy. Apgar presents five maxims that will help executives make the most of this critical resource. Manage the portfolio. Instead of making site-by-site analyses, executives need to cultivate an overall understanding of their holdings, including a snapshot of the company's existing footprint and a view of its future needs. Build in flexibility. Companies that prize flexibility own less and lease more. They favor space that can be subdivided and converted from one use to another, and they decrease their real estate costs by offering such workplace options as telecommuting. Cultivate intelligence. In order to connect real estate decisions to corporate strategy, executives need accurate data. And they must pay more
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Dirección de Producción, Tecnología y Operaciones
Ely, Robin J.; Frei, Frances X.; Winig, Laura
HBSP (USA)
- On July 17, 2009, Zappos.com, a privately-held online retailer of shoes, clothing, and other soft line retail categories, learned that Amazon.com, a $19
billion multinational online retailer, had won its Board of Directors' approval to offer to merge the two companies. Amazon had been courting Zappos since 2005, hoping a merger would enable Amazon to expand and strengthen its market share in soft line retail categories. While Amazon's interest intrigued Zappos' senior executives, they had not felt the time was right, until now. Amazon's offer-10 million shares of stock (valued at $807 million), $40 million in cash and restricted stock units for Zappos' employees and a promise that Zappos could operate as an independent subsidiary-was on the table. Zappos' financial advisor, Morgan Stanley, estimated the future equity value of an IPO to be between $650 million and $905 million; this estimate skewed the Amazon offer-at least in financial terms-toward the high end of Zappos' estimated market
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Dirección de Producción, Tecnología y Operaciones
Bohmer, Richard; Bradley, Stephen P.; Kindred, Natalie
HBSP (USA)
- Through its uniquely proactive approach to medical malpractice risk management, the Risk Management Foundation has decreased claims-and premiums-for the
Harvard hospitals it insures. The RMF is the captive medico-legal insurer of the Harvard medical institutions and affiliated physicians. Over the last two decades, through a combination of active legal defense and medical error prevention, The RMF has successfully controlled the medico-legal costs of physicians practicing at the Harvard teaching hospitals; consequently, its insured physicians pay notably lower premiums than similar specialists outside the Harvard system. The RMF's success has been due, in large part, to the close working relationships it has cultivated with the insured physicians and hospitals. However, as the hospitals expand their networks into Boston's suburbs, new, less tightly affiliated doctors whose medico-legal risk is higher than those practicing at the hospitals are coming under RMF's umbrella. This case describe
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Dirección de Producción, Tecnología y Operaciones
Edelman, Benjamin; Larkin, Ian I.
HBSP (USA)
- eBay considers adjustments to the structure and rules of its affiliate marketing program, eBay Partner Network (ePN). In particular, eBay reevaluates
affiliate compensation structure, the role of bonuses for especially productive affiliates, and the overall rationale for outsourcing online marketing efforts to independent affiliates. The case presents the history and development of ePN, ePN's importance to eBay, and the mechanics of online affiliate marketing.
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Dirección de Producción, Tecnología y Operaciones
Edelman, Benjamin; Larkin, Ian I.
HBSP (USA)
- Supplements the (A) case. Must be used with: (910008) eBay Partner Network (A).
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Dirección de Producción, Tecnología y Operaciones
Edelman, Benjamin; Larkin, Ian I.
HBSP (USA)
- Supplements the (A) case.
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Dirección de Producción, Tecnología y Operaciones
Edmondson, Amy C.; Rashid, Faaiza
HBSP (USA)
- To maximize their effectiveness, color cases should be printed in color. Describes Autodesk's engagement in Integrated Project Delivery-a new model of
risk management, inter-firm teamwork, and multi-objective (aesthetic, cost, and sustainability) optimization in building projects. In 2008, Autodesk, Inc. the world's largest design software company, decided to engage in Integrated Project Delivery (IPD) for the design and construction of its new Architecture, Engineering and Construction Solutions (AECS) Group headquarters, near Boston. Under IPD, the project's architect, builder, and client (Autodesk) entered a contractual agreement to share all project risks and profits. During the project, however, Autodesk was unsatisfied with the design progress, and asked the project team to introduce a three-story atrium in the headquarters' design. Logistically, it was not a good time to make changes as the team had already made significant design progress. The team was also working under a tight bu
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ÚLTIMOS DOCUMENTOS SOBRE SERVICIOS Y OPERACIONES
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Belleza S.; Stremersch S.
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Ely, Robin J.; Frei, Frances X.; Winig, Laura
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Capizzani M.; Guitart, Iván; López-Urdiales, José Mariano; Rocha e Oliveira P.
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Apgar,, Mahlon , IV
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Fichman, Robert G.; Gallaugher, John; Glaser, John; Kane, Gerald C.
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