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Publications
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(5,130)
- Faculty Publications (769)
- April 2001 (Revised November 2001)
- Case
AvantGo
By: Alan D. MacCormack and Kerry Herman
Richard Owen, CEO of AvantGo, is preparing for a meeting in which he will set the human resource policy for the firm going forward. It has been three months since the company's IPO, and given the tremendous cramp in hiring over the six months prior to the IPO, he knows... View Details
- April 2001 (Revised September 2001)
- Case
Merloni Elettrodomestici: Building for a New Century
By: Joseph L. Bower
In 2001 a young new CEO has to develop a strategy to move his company beyond the hyper-competitive conditions of Western Europe. A major acquisition in Russia and a new Web-based service business provide interesting new directions. This case traces the development of... View Details
- March 2001 (Revised May 2001)
- Case
&Samhoud Service Management
By: Thomas J. DeLong, Ashish Nanda and Monica Mullick
&Samhoud, a small service management consulting firm in the Netherlands, grapples with the dilemma of firing its largest client while introducing Heskett's theory of the service profit chain. View Details
- February 2001 (Revised April 2001)
- Case
Merrill Lynch: Integrated Choice (Abridged)
By: F. Warren McFarlan and James Weber
Merrill Lynch, a full-service brokerage firm with $1.5 trillion in client assets, is under attack from both discount and electronic brokerage firms. It responds with Integrated Choice, a suite of products designed to capture clients, from the do-it-yourself investor... View Details
- February 2001 (Revised October 2006)
- Case
McDuffy, Arms & Ginsberg
By: Jay W. Lorsch
Describes the musings of the managing partner of a law firm as he returns from an executive education program. He thinks about the many issues confronting him and his firm. Teaching Purpose: To prepare executive education participants to return to their companies and... View Details
- February 2001 (Revised January 2002)
- Case
Tracmail
By: Paul W. Marshall, Carin-Isabel Knoop and Suma Raju
Tracmail, an online customer service company based in India, is trying to handle support services (e-mail and chat) for companies worldwide. In its quest to break into global markets, Tracmail is contemplating a joint venture with a U.S. call center. Tracmail is also... View Details
- February 2001 (Revised March 2001)
- Case
Apax Partners and Dialog Semiconductor: March 1998
By: G. Felda Hardymon, Josh Lerner, Antonio Alvarez-Cano and Borja Martinez
Apax Partners is considering a complex buyout of a semiconductor manufacturer. The firms must assess in a compressed timeframe the complex technological, financial, and operational risks that the proposed transaction poses. View Details
- December 2000
- Background Note
Online Market Makers
By: Thomas R. Eisenmann and Chris Hackett
Describes the business model for online market makers, firms that use the Internet to organize a marketplace, providing participants with a virtual "place" to trade, rules to govern their exchanges, and infrastructure to support trading. First it proposes a definition... View Details
- November 2000 (Revised May 2002)
- Case
FleetBoston Financial: Online Banking
By: Frances X. Frei and Hanna Rodriguez-Farrar
As the ninth largest bank holding company in the United States in 2000, FleetBoston Financial Corp. provided a myriad of financial services, including retail banking, loan origination, and brokerage accounts. This case explores how FleetBoston responded to the Internet... View Details
- October 2000 (Revised April 2001)
- Case
Cost of Capital at Ameritrade
By: Mark L. Mitchell and Erik Stafford
Ameritrade Holding Corp. is planning large marketing and technology investments to improve the company's competitive position in deep-discount brokerage by taking advantage of emerging economies of scale. In order to evaluate whether the strategy would generate... View Details
- October 2000 (Revised March 2001)
- Case
eLance.com: Building a Professional Services Marketplace
By: Lynda M. Applegate and Kristin Kohler
Launched as an eBay for services, eLance promises to leverage the capabilities of the Internet to not only change the way services are bought and sold, but change the fundamental dynamics of the global economy. Building on theories posited in the HBR article by Tim... View Details
- September 2000
- Background Note
Professional Services Module Five: Serving Clients Effectively
By: Thomas J. DeLong, Ashish Nanda and Scot H. Landry
It is imperative for the internal systems and processes to be connected to the external processes of client management, competitive adaptation, and service delivery. View Details
- September 2000
- Background Note
Professional Services Module Four: Managing the Organization Through Processes
By: Thomas J. DeLong, Ashish Nanda and Scot H. Landry
Focuses on how the internal processes connect strategy with implementation. View Details
- September 2000
- Background Note
Professional Services Module One: Introduction to the Challenges Facing PSFs
By: Thomas J. DeLong, Ashish Nanda and Scot H. Landry
This initial module was meant to clarify how the course would be useful to students who would be starting PSFs, working for them as an employee or contractor, managing them, or hiring them from the client side. View Details
- September 2000 (Revised October 2002)
- Background Note
Professional Services Module Seven: Becoming a Professional
By: Thomas J. DeLong, Ashish Nanda and Scot H. Landry
Discusses strategies for balancing private and professional life. View Details
- September 2000
- Background Note
Professional Services Module Six: Succeeding in PSFs
By: Thomas J. DeLong, Ashish Nanda and Scot H. Landry
Emphasizes the skills and values that we believe successful professionals possess: change management and leadership skills, a proactive career management approach, effective processes of giving and receiving feedback, a clear ethical perspective, balance between... View Details
- September 2000
- Background Note
Professional Services Module Three: Internal Strategy of Organizational Design
By: Thomas J. DeLong, Ashish Nanda and Scot H. Landry
The way in which PSFs organize themselves to leverage strategic capabilities is imperative in achieving high performance. View Details
- September 2000
- Background Note
Professional Services Module Two: External Strategy for Sustained Competitive Advantage
By: Thomas J. DeLong, Ashish Nanda and Scot H. Landry
Concerns itself with the strategic dynamics which influence organizations externally. View Details
- September 2000 (Revised May 2002)
- Teaching Note
Tradeoffs: Juggling Careers in Professional Services Firms with Private Life TN
By: Thomas J. DeLong
Teaching Note for (9-801-463). View Details
Keywords: Service Industry
- June 2000 (Revised July 2000)
- Case
ORIX KK
By: Malcolm S. Salter and Andrew Eggers
Describes the challenges facing a Japanese financial services company as it attempts to maintain its ability to attract and retain talented employees. The CEO's ideas of corporate governance and evidence from the competitive labor environment suggest the need for more... View Details