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Delivering Groundswell Customer Service: Using Social Technologies to Harness the Marketing Power of Your Frontline Employees
Bernoff, Josh; Schadler, TedBook Chapter HBS-7026BC-EBecause customers talk, customer service is marketing. Even one negative customer experience, broadcast on Twitter, retweeted, commented on, and forwarded to countless other customers or potential customers, can destroy your company's reputation. According to authors Josh Bernoff-coauthor of "Groundswell"-and Ted Schadler, this means employees must treat each customer as a potential influencer, reaching out though channels like Twitter, Facebook,...Starting at €8.20
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Peer Influence Analysis: Using Social Technologies to Identify Your Business's Most Influential Customers
Bernoff, Josh; Schadler, TedBook Chapter HBS-7025BC-EWithin social networks, consumers create 256 billion impressions on one another every year-just by talking about products and services. What are you doing to make these impressions work for you? What are you doing to stop them from working against you? You need to think about individuals as potential sources of marketing influence, both positive and negative. In this chapter, authors Josh Bernoff-coauthor of "Groundswell"-and Ted Schadler lay out...Starting at €8.20
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Helping the Groundswell Support Itself: The Payoff to Your Business of Enabling Customers to Support Each Other Using Social Technologies
Li, Charlene; Bernoff, JoshBook Chapter HBS-8349BC-ECustomer service call centers cost companies billions of dollars to run. Online support and outsourcing can help, but often at the cost of alienating customers. Now, the groundswell-the vast and ever-expanding community of social technology users-has given customers a whole new source of support: each other. And all you have to do is get out of the way. In this chapter, social media strategy leaders Charlene Li and Josh Bernoff show you three soc...Starting at €8.20
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Empowering Customers with Mobile Applications: How To Boost Your Company's Image Using Social Technologies
Bernoff, Josh; Schadler, TedBook Chapter HBS-7033BC-EIncreasingly, your customers are turning to their mobile devices to find information about your company's products and services-and they expect you to be there to help them. You have a choice to make: You can align yourself with these customers, empowering them with mobile offers, mobile information, and mobile customer service, or you can let them find whatever happens to come their way via the Internet. Mobile web users-the "mass mavens" who sp...Starting at €8.20
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Empowered
Bernoff, Josh; Schadler, TedArticle HBS-R1007H-ELeadership and People ManagementAfter his guitar was broken on a United Air Lines flight and the airline rejected his damage claim, musician Dave Carroll made the YouTube video "United Breaks Guitars," which more than 8 million people have viewed. Carroll is far from alone in having employed social media to lambaste a company for poor customer service. For example, one popular blogger advised her million-plus followers on Twitter not to buy Maytag appliances. But the very techn...Starting at €8.20
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Building a Leadership Brand
Ulrich, Dave; Smallwood, NormArticle HBS-R0707G-ELeadership and People ManagementThis article includes a one-page preview that quickly summarizes the key ideas and provides an overview of how the concepts work in practice along with suggestions for further reading. How do some firms produce a pipeline of consistently excellent managers? Instead of concentrating merely on strengthening the skills of individuals, these companies focus on building a broad organizational leadership capability. It's what Ulrich and Smallwood--co-f...Starting at €8.20
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Rule 1: Shape the Future--A Cardinal Rule of Effective Leadership
Ulrich, Dave; Smallwood, Norm; Sweetman, KateBook Chapter HBS-3924BC-EStrategy is being clear about where you want to go. The language may differ--mission, vision, goals, strategies, objectives, and outcomes--but any leader's intention is to create a future that is even more attractive than the present by occupying a strategic position that no one else can touch. Shaping the future--one of the cardinal rules of leadership--requires you to master the four strategy principles that are outlined in this chapter. This c...Starting at €8.20
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Rule 4: Build the Next Generation--A Cardinal Rule of Effective Leadership
Ulrich, Dave; Smallwood, Norm; Sweetman, KateBook Chapter HBS-3927BC-EToday's talent matters, but tomorrow's talent matters just as much. Leaders who invest in tomorrow's talent build for the future, create sustainability, and ensure a legacy. Human capital should be enhanced just as financial, information, and relationship capital are. To build the next generation, you must be a human capital developer--this chapter shows you how. This chapter is excerpted from "The Leadership Code: Five Rules to Lead By."Starting at €8.20
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Rule 2: Make Things Happen--A Cardinal Rule of Effective Leadership
Ulrich, Dave; Smallwood, Norm; Sweetman, KateBook Chapter HBS-3925BC-EExecution is the ability to turn what we know into what we do. As a leader, your ability to execute will enable you to turn strategic aspirations into actions, desires into results, and desired futures into present reality. Leaders who execute connect the present to the future, focus on linking the short term to the long term, manage their time, engage others, and ensure accountability and consequences for delivering on time. These leaders accept...Starting at €8.20
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Rule 5: Invest Yourself--A Cardinal Rule of Effective Leadership
Ulrich, Dave; Smallwood, Norm; Sweetman, KateBook Chapter HBS-3928BC-EPersonal proficiency is the ultimate rule of leadership, and it starts with knowing yourself. If you are not grounded through your values and beliefs, credible through your judgment, emotionally mature through your ability to analyze yourself and connect with others, and willing to learn and grow as a leader, you will not be prepared to fill your role completely. In this chapter, the authors make recommendations for gaining insight into yourself ...Starting at €8.20