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Getting to Grips With Take-Back Laws
Atasu, Atalay; Van Wassenhove, LukArticle ART-1892-EService and Operations ManagementAs diverse environmental legislation is being formulated around the world, companies may find themselves in a ¿gray zone,¿ as the authors explain in a new paper on the subject. This presents challenges but also opportunities for companies to clarify operations in four areas: forming a network, rethinking product design, setting up a closed-loop supply chain, and adopting new technologies and business models. The authors believe that individual pr...Starting at €8.20
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United Breaks Guitars
Vaccaro, Antonino; Ramus, TommasoCase BE-202-EBusiness Ethics and Corporate Social Responsibility, Knowledge and Communication, Service and Operations ManagementUnited Continental Holdings, generally referred to as United for short, is one of the largest airlines in the world. Although it has its headquarters in Chicago (Illinois, United States), it operates nine different hubs, the other eight being Denver, Guam, Houston, Los Angeles, Newark (New Jersey), San Francisco, Tokyo (Japan) and Washington D.C. Like many companies in the transport sector, United claims: ?Our goal is to make every flight a posit...Starting at €8.20
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Uber(US): The Push for Autonomous Vehicles
Thompson S.H. Teo; Vivien K.G. LimCase IVEY-9B20D022-EService and Operations Management, StrategySince early 2015, Uber had been investing heavily in research and development for its autonomous vehicles to revolutionize the ride-hailing industry and provide better ways of competing and fulfilling its promise of profitability to investors. Constant inStarting at €8.20
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Linkality's Call Center
Bitran, Gabriel R.; Mitchell, Jordan; Rocha e Oliveira, PauloCase M-1221-EMarketing, Service and Operations ManagementLinkality is the 8th largest Internet service provider (ISP) in the United States, with a subscriber base of approximately 3 million users. The case is focused on the management of Linkalitys call center, where approximately 85% of all contact with existing customers takes place. Hal Paden, VP of Operations, is looking for ways to reduce operating costs while at the same time improving service quality levels. Shelly Townsend, the call center ma...Starting at €8.20
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Improving Health Care Access for the Poor: A Case Study of the Washington DC Public Health Care System Reforms (A)
Pate M. A.; Abramson, W.; Ribera, JaumeCase P-1046-EService and Operations ManagementThe Major of Washington must decide how to restructure the health care of the District of Columbia, which has suffered from severe financial crisis. The availability of resources contrasts with its poor health outcomes. The main provider of health care to the uninsured, the Health and Hospitals Public Benefit Corporation is forecasted to exhaust its FY2001 subsidy by the middle of March. A commission has submitted its recommendations, which inclu...Starting at €8.20
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Improving Health Care Access for the Poor: A case Study of the Washington DC Public Health Care Systems Reforms (B)
Pate M. A.; Abramson, W.; Ribera, JaumeCase P-1047-EService and Operations ManagementThe Major of Washington must decide how to restructure the health care of the District of Columbia, which has suffered from severe financial crisis. The availability of resources contrasts with its poor health outcomes. The main provider of health care to the uninsured, the Health and Hospitals Public Benefit Corporation is forecasted to exhaust its FY2001 subsidy by the middle of March. A commission has submitted its recommendations, which inclu...Starting at €5.74
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Zappos.com:Developing a Supply Chain to Deliver now!
Hoyt, David; Marks, MichaelCase SGSB-GS65-EService and Operations ManagementZappos was founded in 1999, during the Internet boom, to sell shoes online. The company’s founding premise was to provide the ultimate in selection to its customers—all brands, styles, sizes, and colors. Zappos organized all aspects of its business (including recruiting, culture, call center, inventory, website, and supply chain) to provide the best possible service—it wanted to “wow” everyone who interacted with the company, from customers to e...Starting at €8.20
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Cisco Systems, Inc.: Collaborating on New Product Introduction - Teaching note
Lee H; Shao MTeaching Note SGSB-GS66TN-EService and Operations ManagementIn November 2007, a global, cross-functional team at Cisco Systems, Inc. was seeking management approval to start manufacturing a new router, code-named Viking. The team faced a host of challenges in launching the low-cost but powerful router for telecommunications service providers. After overhauling the project to sharply increase the router’s planned speed and capacity, the company had just one year to launch the product, an unusually fast s...Starting at €0.00
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Quirky: A Business Based on Making Invention Accessible
Marks M; Hoyt DCase SGSB-GS84-EService and Operations ManagementBen Kaufman founded Quirky in 2009 to enable anyone with a product idea to access an online network of people to help evaluate and improve the idea, and potentially bring it to market. By the end of 2012, Quirky was shipping 74 products, and had many more in development. Its products were sold in 35,000 stores worldwide. Each week, the company took three products into the research and development process, out of more than 1,000 submitted onlin...Starting at €8.20
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The Seattle Center Arena (A): Can't Find a Better Man
Foster, George; Johnson, ChristyCase SGSB-SPM56A-EService and Operations ManagementOn December 5, 2018 The Oak View Group (OVG) broke ground on the Seattle Center Arena (SCA) project. The cost of the project was not insignificant—and it continued to rise. Originally projected to cost $564 million, at groundbreaking the price tag stood at $850 million. Seattle sports fans were thrilled with the project. The city of Seattle had been without a winter sports team since 2008 when the Seattle SuperSonics, a National Basketball ...Starting at €8.20