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ofo: Innovation and the Little Yellow Bicycle
Hugh Thomas; Mingkang LiuCase IVEY-9B19M062-EStrategyOfo (stylized “ofo”), a Beijing-based bicycle-sharing company, had grown bicycle sharing from nothing into a dockless mobile application (app) service industry with over 120 million monthly active users sharing 30 million bicycles in cities across China and around the world. Founded by five bicycle enthusiasts in 2014, its dockless system used a smartphone application to unlock and locate nearby bicycles, charging an hourly rate for use. Although...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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ofo: Innovation and the Little Yellow Bicycle - Teaching Note
Hugh Thomas; Mingkang LiuTeaching Note IVEY-8B19M062-EStrategyTeaching note for product 9B19M062.Starting at €0.00
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SenseTime Group Limited: Business Model and Expansion - Teaching Note
Howard Pong Yuen Lam; Hugh Thomas; Keith Chi Ho WongTeaching Note IVEY-8B20M115-EStrategyTeaching note for product 9B20M115.Starting at €0.00
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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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Dividend Policy at Fuyao Glass
Hugh Thomas; Joyce L. Wang; Wu YuhuiCase IVEY-9B16N059-EFinance, StrategyThe chief financial officer (CFO) of Fuyao Glass Industry Group., Ltd. had to recommend dividend distributions prior to the company’s global initial public offering in Hong Kong. Fuyao was China’s largest automotive-glass manufacturer and the second-largest, most profitable, and fastest-growing automotive-glass manufacturer in the world. Controlled by its founder and largest minority shareholder, Mr. Cho Tak Wong, Fuyao was in the midst of substa...Starting at €8.20
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Fuyao Glass: Global Strategy for U.S. Country Risk - Teaching Note
Vernon Ning Hsu; Hugh Thomas; Joyce L. Wang; Wu YuhuiTeaching Note IVEY-8B19M111-EStrategyTeaching note for product 9B19M111.Starting at €0.00
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China Merchants Bank: Light Banking, Payments and Blockchain - Teaching Note
Hugh Thomas; Mingkang LiuTeaching Note IVEY-8B20N024-EFinanceTeaching note for product 9B20N024.Starting at €0.00