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    • COVID-19 Business Impact Center
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      Cold Call
      A podcast featuring faculty discussing cases they've written and the lessons they impart.
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      • 05 Jan 2021
      • Cold Call Podcast

      Using Behavioral Science to Improve Well-Being for Social Workers

      For child and family social workers, coping with the hardships of children and parents is part of the job. But that can cause a lot of stress. Is it possible for financially constrained organizations to improve social workers’ well-being using non-cash rewards, recognition, and other strategies from behavioral science? Assistant Professor Ashley Whillans describes the experience of Chief Executive Michael Sanders’ at the UK’s What Works Centre for Children’s Social Care, as he led a research program aimed at improving the morale of social workers in her case, “The What Works Centre: Using Behavioral Science to Improve Social Worker Well-being.”  Open for comment; 0 Comment(s) posted.

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      Customer Value and Value ChainRemove Customer Value and Value Chain →

      Page 1 of 10 Results
      • 06 Jul 2020
      • Research & Ideas

      The Right Way to Manage Customer Churn for Maximum Profit

      by Michael Blanding

      Many companies actively manage customer churn but aren't seeking out the best customers to retain, warns Sunil Gupta. Open for comment; Comment(s) posted.

      • 01 Jul 2019
      • Research & Ideas

      The Airbnb Lesson for Startups? Success Takes More Than Technology

      by Danielle Kost

      As investors speculate about the timing of an Airbnb IPO, Thales S. Teixeira discusses the analog tactics and economic conditions that helped catapult the company. Open for comment; Comment(s) posted.

      • 03 Feb 2016
      • Research & Ideas

      The State of Customer Service Leadership

      by Jim Aisner

      The economic future of the country is largely in the hands of those who lead our service organizations, which create more employment and GDP growth than any other sector. Jim Heskett, Earl Sasser, and Len Schlesinger discuss the current state of service and their recent book, What Great Service Leaders Know & Do. Open for comment; Comment(s) posted.

      • 20 Oct 2015
      • Working Paper Summaries

      Internalizing Global Value Chains: A Firm-Level Analysis

      by Laura Alfaro, Pol Antras, Davin Chor & Paola Conconi

      Manufacturing activities that used to be performed in close proximity are increasingly fragmented across firms and countries. This paper provides strong evidence that considerations driven by contractual frictions critically shape firms' ownership decisions along their value chains.

      • 09 Feb 2012
      • Sharpening Your Skills

      Sharpening Your Skills: Online Marketing

      Re: Multiple Faculty

      In this collection from our archives, Harvard Business School faculty discuss the latest research on online marketing techniques, including consumer reviews, video ads, loyalty programs, and coupon offerings. Open for comment; 6 Comment(s) posted.

      • 27 Jul 2011
      • Research & Ideas

      Customer Loyalty Programs That Work

      by Maggie Starvish

      Thanks to ever-improving technology, customer loyalty programs are proving extremely popular among retailers—but merchants are not getting all they should out of them. The reason? Professor José Alvarez says retailers need to see customers as partners, not transactions. Key concepts include: Most retailers are at a very basic level in using loyalty programs, and many customers see the programs as punitive. Successful retailers connect with customers via loyalty programs at three levels starting with an introduction, followed by a retailer-initiated communication, and finally with customer- or retailer-initiated feedback loops. Retailers should ask themselves, How do I create a partnership with the consumer? Data collected from these programs can help merchants make smarter decisions on everything from where to open a new store to pulling the plug on a fading brand. Closed for comment; 18 Comment(s) posted.

      • 26 Jul 2010
      • Research & Ideas

      Yes, You Can Raise Prices in a Downturn

      by Sean Silverthorne

      If you and your customers understand the value represented in your pricing, you can—and should—charge more for delivering more. An interview on "performance pricing" with researchers Frank Cespedes, Benson P. Shapiro, and Elliot Ross. Key concepts include: Pricing builds or destroys value faster than almost any business action. Performance pricing seeks to maximize both the customer benefit and the selling company's profitability. The idea is to create more space between the value provided to customers and your cost. Performance pricers make attractive returns in almost every business—at least over the full business cycle. Closed for comment; 0 Comment(s) posted.

      • 29 Oct 2008
      • Research & Ideas

      The Next Marketing Challenge: Selling to ’Simplifiers’

      by John Quelch

      The mass consumption of the 1990s is fast fading in the rearview mirror. Now a growing number of people want to declutter their lives and invest in experiences rather than things. What's a marketer to do, asks professor John Quelch. Key concepts include: As the world economy slumps, one consumer segment will grow faster than ever: The Simplifiers. Simplifiers present a challenge to marketers. These are well-off people who value quality over quantity and who do not buy proportionately more goods as their net worth increases. Dining out, foreign travel, and learning a new sport will all prove more resilient than expected in the face of recession. Closed for comment; 0 Comment(s) posted.

      • 07 Mar 2007
      • Research & Ideas

      How Do You Value a “Free” Customer?

      by Sarah Jane Gilbert

      Sometimes a valuable customer may be the person who never buys a thing. In a new research paper, Professor Sunil Gupta discusses how to assess the profitability of a customer in a networked setting—a "free" customer who nevertheless influences your bottom line. Key concepts include: In multi-sided markets, some customers contribute to a company's bottom line directly while others contribute indirect benefits, which are more difficult to calculate. Businesses must be able to assess the value of these "free" customers in order to efficiently allocate marketing and other expenses to grow the business, and to develop a more accurate estimate of firm value. Using a model for valuing networked customers, Gupta found that in an auction scenario, buyers and sellers had almost equal value even though sellers outnumbered buyers 4.6-to-1. Closed for comment; 0 Comment(s) posted.

      • 10 Feb 2003
      • Research & Ideas

      Commodity Busters: Be a Price Maker, Not a Price Taker

      by Benson P. Shapiro

      Too many businesses are price takers, not price makers. That means they are willing to lower prices to capture market share or to sign up a marquee customer. But Harvard Business School professor Benson P. Shapiro says don't let your ego get in the way of good business sense. Here are seven steps toward naming your own price. Closed for comment; 0 Comment(s) posted.

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