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Central Bank: The ChexSystems(SM) QualiFile(R) Decision
Campbell, Dennis; Martinez-Jerez, F. Asis; Tufano, Peter; Ekins, Emily McClintockCase HBS-208029-EFinanceThe "Central Bank" series analyzes the use of information and product design for managing the counterparty risk of newly acquired customers. Central Bank, a mid-sized regional U.S. bank, was attempting to grow its customer base by increasing the number of new checking accounts. Like many banks, Central saw checking accounts as an important tool for customer acquisition and loyalty-building. However, the bank realized that the aggressive pursuit o...Starting at €8.20
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Central Bank: The ChexSystems(SM) QualiFile(R) Decision, Teaching Note
Campbell, Dennis; Martinez-Jerez, F. Asis; Tufano, PeterTeaching Note HBS-208038-EFinanceTeaching Note for [208029].Starting at €0.00
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Men's Wearhouse: Éxito en un Sector en Declive
Dee, T. D.; Pfeffer, JeffreyCase SGSB-HR5ESGeorge Zimmer, CEO de Men’s Wearhouse, está considerando lo que ha hecho que la empresa tenga tanto éxito; qué, en todo caso, debería hacer de manera diferente para continuar teniendo éxito; y cómo gestionar su crecimiento y cultura a medida que la empresa se expande en el mercado de ropa a medida para hombres, muy competitivo. El comercio minorista es la industria más grande en los Estados Unidos. Tradicionalmente, la mayoría de las empresas min...Starting at €8.20
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La Estrategia de Captación de Clientes de Internet en Bankinter
Martinez-Jerez, F. Asis; Narayanan, V.G.; Brem, LisaCase HBS-104S02Accounting and ControlBankinter, un relativamente pequeño banco español, tiene una gran presencia como un proveedor de servicios financieros a Internet. Abriendo el camino a la rentabilidad a través de Internet Bankinter dará una gran ventaja competitiva sobre los bancos españoles más grandes y consolidadas. Ann Peralta, director de la red de Internet en Bankinter, debe evaluar si los miles de nuevos clientes llegando de otros portales son rentables para el banco. Per...Starting at €8.20
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Bancaja: Developing Customer Intelligence (B)
Martinez-Jerez, F. Asis; Miller, KatherineCase HBS-107066-EMarketingSupplements the (A) case.Starting at €5.74
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Making Companies More Like Communities
Pfeffer, JeffreyBook Chapter HBS-2527BC-EThis chapter considers the questions what does "organization as community" really mean in practice, and how do organizations actually live their values?Starting at €8.20
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Shareholders First Not So Fast...
Pfeffer, JeffreyArticle HBS-R0907K-ELeadership and People ManagementWhen did we start measuring the success of a company only according to the increase in its share price? Stanford professor Pfeffer argues that it's time for CEOs to once again balance shareholders' interests with those of the other stakeholders: employees, suppliers, and customers.Starting at €8.20
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Why Employees Should Lead Themselves
Pfeffer, JeffreyBook Chapter HBS-2531BC-EWhen creative, independent people don't get much say in what their organization does, job dissatisfaction and disengagement are high. This chapter examines what happens when people are asked to take on more responsibility for the collective output of an organization.Starting at €8.20
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Power, Capriciousness, and Consequences
Pfeffer, JeffreyArticle HBS-F1304E-EWhen leaders behave capriciously, they signal their power and, often, the authority they need to drive valuable change. But this behavior can also take a toll on employees and potentially undermine organizational performance.Starting at €8.20
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Southwest Airlines (A)
O'Reilly, Charles; Pfeffer, JeffreyCase SGSB-HR1A-EStrategyIn 1994, both United Airlines and Continental Airlines launched low-cost airlines-within-an-airline to compete with Southwest Airlines. From 1991 to 1993, Southwest had increased its market share of the critical West Coast market from 26% to 45%. Considers how Southwest had developed a sustainable competitive advantage and emphasizes the role of human resources as a lever for the successful implementation of strategy. Asks whether competitors can...Starting at €8.20