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When Salaries Aren't Secret (HBR Case Study and Commentary)
Case, John; Sim, Victor; Bakke, Dennis; Kay, Ira; Tulgan, BruceArticle HBS-R0105A-ELeadership and People ManagementThe day before Treece McDavitt was to leave RightNow!, an off-price women's fashion retailer, the 26-year-old computer wizard accessed HR's files and e-mailed employees' salaries to the entire staff. Now everyone knows what everyone else is making; they are either infuriated that they are making too little or embarrassed that they are making too much. Salary disparities are out there for everyone to see, and CEO Hank Adamson has to do something t...Starting at €8.20
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When Salaries Aren't Secret (HBR Case Study)
Case, JohnArticle HBS-R0105X-ELeadership and People ManagementThe day before Treece McDavitt was to leave RightNow!, an off-price women's fashion retailer, the 26-year-old computer wizard accessed HR's files and e-mailed employees' salaries to the entire staff. Now everyone knows what everyone else is making; they are either infuriated that they are making too little or embarrassed that they are making too much. Salary disparities are out there for everyone to see, and CEO Hank Adamson has to do something t...Starting at €8.20
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Why Satisfaction Surveys Fail
Reichheld, FredBook Chapter HBS-8177BC-EStrategyThis chapter looks at why you cannot build an effective customer-feedback system based on the shaky foundation of current satisfaction-survey methods and practices. This chapter was originally published as Chapter 5 of "The Ultimate Question: Driving Good Profits and True Growth."Starting at €8.20
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Design Winning Customer Strategies
Reichheld, FredBook Chapter HBS-8173BC-EStrategyMeasuring customers' feelings about your organization alone isn't sufficient. Just as you plan how to raise your profits, you must plan how to increase the number of customers who will act as promoters for your organization rather than detractors. This chapter examines how companies have designed winning customer strategies. This chapter was originally published as Chapter 7 of "The Ultimate Question: Driving Good Profits and True Growth."Starting at €8.20
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More Than a Paycheck
Campbell, Dennis; Case, John; Fotsch, BillArticle HBS-R1801J-EFifty years ago a good blue-collar job was with a large manufacturer such as General Motors or Goodyear. Often unionized, it paid well, offered benefits, and was secure. But manufacturing employment has steadily declined, from about 25% of the U.S. labor force in 1970 to less than 10% today. Now a decent living entails more than a generous wage; it involves sharing the company's success with employees. Some companies offer a direct stake in the c...Starting at €8.20
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Bad Profits, Good Profits, and the Ultimate Question
Reichheld, FredBook Chapter HBS-8185BC-EStrategyBad profits choke off a company's best opportunities for true growth, they endanger its reputation, and alienate customers and demoralize employees. This chapter shows companies how to tell the difference between good and bad profits and asks the ultimate question that will determine the future of your business. This chapter was originally published as Chapter 1 of "The Ultimate Question: Driving Good Profits and True Growth."Starting at €8.20
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The Enterprise Story--Measuring What Matters
Reichheld, FredBook Chapter HBS-8179BC-EStrategyThis chapter looks at the case of Enterprise Rent-A-Car, examining the company's quest to tie measurement into action and to increase the number of customer promoters and reduce the number of detractors to improve the overall business. This chapter was originally published as Chapter 4 of "The Ultimate Question: Driving Good Profits and True Growth."Starting at €8.20
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One Goal, One Number: Accountability for Customer Relationships
Reichheld, FredBook Chapter HBS-8167BC-EStrategyToo many managers have come to believe that increasing shareholder value requires exploiting customer relationships. This chapter discusses why this approach is no longer acceptable and suggests that a trustworthy customer feedback process is necessary to allow free markets to reward organizations that practice Golden Rule behavior and punish those that don't. This chapter was originally published as Chapter 10 of "The Ultimate Question: Driving ...Starting at €8.20
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Closing the Customer Feedback Loop
Markey, Rob; Reichheld, Fred; Dullweber, AndreasArticle HBS-R0912C-EService and Operations ManagementRealizing that customer retention is more critical than ever, companies have ramped up their efforts to listen to customers. But many struggle to convert their findings into practical prescriptions for customer-facing employees. Some companies are addressing that challenge, say three Bain & Company consultants, by creating feedback loops that start at the front line. They forgo elaborate, centralized feedback mechanisms in favor of quickly pollin...Starting at €8.20
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The Measure of Success: Better Metrics for Customer Satisfaction
Reichheld, FredBook Chapter HBS-8183BC-EStrategyConventional customer satisfaction measures have proven inaccurate predictors of actual customer behavior or a company's growth. This chapter recounts the author's development and implementation of a better metric for determining what customers think and feel about the companies they do business with, known as a Net Promoter Score (NPS). This chapter was originally published as Chapter 2 of "The Ultimate Question: Driving Good Profits and True Gr...Starting at €8.20