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| |  | Emory Healthcare on the Front Lines of the Nursing Workforce Crisis (B)> |
Gallani, Susanna;Sedatole, Karen L;Mehta, Sarah;Zelazko, Nicole
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| Cases | 9-126-012 |
| 2025/08/13 | 4p |
This supplement to the Emory Healthcare (A) case details organizational developments from July 2023 through October 2024. It explores leadership transitions, expanded recruitment efforts, compensation strategy shifts, and technology investments aimed at addressing persistent nursing workforce challenges.
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| |  | Humana Commits to Value-Based Care> |
Narayanan, V.G.;Eyring, Henry;Lane, David
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| Case | 9-125-013 |
| 2025/04/02 | 27p |
In late 2023, CEO Bruce Broussard reviewed health insurer Humana''s transformation into a value-based care ecosystem. Under its CenterWell brand, the several millions of members in Humana Medicare Advantage plans now had access to Humana-provided primary care, home care, behavioral health, and mail order pharmacy services. Innovative partnerships with private equity firms had helped finance the acquisition and operations of key CenterWell .....more
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| |  | Vendor Woes: How a Perfect Storm Marred CrowdStrike''s Reputation> |
Ramanathan, Kiruthika;Barros, Rafael J.;Lim, Thomas
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| Case | 180SMU |
| 2025/04/02 | 5p |
On July 19, 2024, CrowdStrike, a major endpoint detection and response (EDR) software provider, released a 40 KB configuration update for its Falcon Sensor program on Windows systems worldwide. This update contained a critical flaw that caused an out-of-bounds memory read error, resulting in system crashes across approximately 8.5 million Windows machines globally. The incident affected over 500 Fortune 1,000 companies and nearly 300 Fortune 500 firms, .....more
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| |  | B-Quik In The Fast Lane: Building A Customer Service Brand In Thailand''s Automobile Industry> |
Tuli, Kapil;Mittal, Sheetal
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| Case | 174SMU |
| 2025/03/11 | 13p |
Students will gain practical insights into building a customer-service brand and differentiating it in a fragmented market. They will apply frameworks like RATER to assess service quality, understand the role of leadership and impact of employee management and customer orientation, and evaluate strategic trade-offs in positioning for the core consumer segment. Additionally, they will explore B-Quik''s growth strategies, distinguishing between .....more
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| |  | Designing Service Processes to Unlock Value, 4th edition, Chapter 1: "Introduction> |
Field, Joy M.
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| Cases | BEP753 |
| 2024/10/21 | 10p |
Service process design is evolving with opportunities for new design configurations being supported and limitations diminishing. Tasks usually done by the service provider are now sometimes done by customers, resulting in customers having a bigger role in the service process through self-service and offering information to service providers to create a personalized service experience. This book examines how service processes should be designed to .....more
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| |  | Designing Service Processes to Unlock Value, 4th edition, Chapter 2: "The Changing Nature of Service Processes> |
Field, Joy M.
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| Cases | BEP754 |
| 2024/10/21 | 50p |
Service process design is evolving with opportunities for new design configurations being supported and limitations diminishing. Tasks usually done by the service provider are now sometimes done by customers, resulting in customers having a bigger role in the service process through self-service and offering information to service providers to create a personalized service experience. This book examines how service processes should be designed to .....more
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| |  | Designing Service Processes to Unlock Value, 4th edition, Chapter 3: "Value Co-Creation in Service Processes> |
Field, Joy M.
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| Cases | BEP755 |
| 2024/10/21 | 47p |
Service process design is evolving with opportunities for new design configurations being supported and limitations diminishing. Tasks usually done by the service provider are now sometimes done by customers, resulting in customers having a bigger role in the service process through self-service and offering information to service providers to create a personalized service experience. This book examines how service processes should be designed to .....more
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| |  | Designing Service Processes to Unlock Value, 4th edition, Chapter 4: "Knowledge-Intensive Services> |
Field, Joy M.
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| Cases | BEP756 |
| 2024/10/21 | 25p |
Service process design is evolving with opportunities for new design configurations being supported and limitations diminishing. Tasks usually done by the service provider are now sometimes done by customers, resulting in customers having a bigger role in the service process through self-service and offering information to service providers to create a personalized service experience. This book examines how service processes should be designed to .....more
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| |  | Designing Service Processes to Unlock Value, 4th edition, Chapter 5: "Unlocking Capabilities> |
Field, Joy M.
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| Cases | BEP757 |
| 2024/10/21 | 23p |
Service process design is evolving with opportunities for new design configurations being supported and limitations diminishing. Tasks usually done by the service provider are now sometimes done by customers, resulting in customers having a bigger role in the service process through self-service and offering information to service providers to create a personalized service experience. This book examines how service processes should be designed to .....more
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| |  | Customer Service Quality Improvement Challenges for the HSBCnet Helpdesk> |
Veronique Lafon-Vinais|Allen Huang|Minyi Huang
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| Case | ST151A |
| 2024/09/09 | 22p |
The helpdesk function is essential to any organisation, as it delivers customer support, provides valuable insights, enhances internal efficiency, and improves customer satisfaction. However, it also faces considerable challenges, such as maintaining high service levels, ensuring customer satisfaction, and sustaining staff morale. This case study focuses on the Hong Kong and Shanghai Banking Corporation Limited (HSBC), a leading banking and financial .....more
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