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Illustrates how various elements in a customer's encounter with Internet services relying on physical service (labor-intensive customer support and/or logistics) affect one another. Presents a framework that suggests: 1) that improving service quality in specific elements results in cost reductions in others creating a virtuous cycle and 2) that some elements of the service encounter provide superior sources of competitive advantage than others because of the difficulty competitors have replicating them. Both findings have implications for managers of organizations involved in the provision of most services over the Internet because they illustrate how those managers can simultaneously increase organizational efficiency and customer effectiveness.

Develops a framework for exploring the idea of, how service affects the economics of Internet organizations. Development of the framework requires an understanding of the different forms service takes in organizations that conduct business through the Internet. These forms are described as "virtual" (either pure information or automated) and "physical" (requiring some degree of human intervention). Because the nature and quantity of physical service necessary to deliver value to customers influence the quantity of human intervention required, they also influence a firm's ratio of variable to fixed costs, which alters its "scalability." A paradox occurs: many venture capitalists and proponents of Internet business view reduced scalability negatively; yet the cause of that reduction in scalability, human intervention, often helps a firm to differentiate its offering to customers, thus providing a source of competitive advantage. Also illustrates that scalability alone is insufficient to generate profit.

A brief introduction to the calculations inherent in pre-money and post-money valuations at multiple stages of financing. Relies on two different examples to illustrate that valuations can be calculated in a variety of ways, depending on the information provided. A rewritten version of an earlier note.

Almost every call center strives to process inquiries and complaints quickly. But by stressing speed over service, centers usually end up annoying customers instead of helping them. Here's how to change that.

Singapore Airlines has built a storied reputation for excellence in customer service, attention to detail and a progressive stance in designing strategy. It has established a well-orchestrated system that nurtures significant sources of competitive advantage that are used to support a strategy of differentiation. At the time of the case some of that luster might be fading with the advent of copycat competitors and intensifying pressures to compete on the basis of cost. The increasing incidence of alliances in the aviation industry is also raising new questions for Singapore Airlines. The case focuses on the multi-pronged efforts at SIA to build competitive advantage. It closes with a set of issues revolving around an impending alliance with Virgin Atlantic Airways.

Outlines the tax and accounting treatment of restricted stock awards, nonqualified stock options, and incentive stock options, including the effect of making a Section 83(b) election for unvested stock.

Provides a hotel context in which to explore the link between customer loyalty and financial performance, using four years of hotel data. Challenges students to find the extent of the relationship between loyalty and performance.

In 2001, Monster.com was an Internet site that, among other things, connected individuals seeking jobs with organizations wanting to hire. Its substitutes included help wanted classified advertising in newspapers. Monster was one of the few Internet companies that had weathered the bursting of the dot-com bubble and continued to grow both its revenues and profits at rates above 50% per year in 2001. This case examines why the company was able to prosper and discusses options for future growth. Also explores the question of how important focus is to an Internet company, asking how far from its core business Monster could diversify.

Provides a context in which students can explore managerial decision making that is critically informed by data analysis. The setting is a retail bank and the decision making relates to the bank's policy toward online banking. The management team is evaluating whether the bank should charge for access to online banking, provide incentives to use the service, or devise some other policy altogether. With thousands of customers already using the online site, the bank is well positioned to assess the impact of the service on customer profitability and retention before making final policy decisions. Told from the perspective of a recent MBA graduate who was charged with performing the necessary data analysis and ultimately coming up with policy recommendations.

Spreadsheet supplement for case 602-104.

Delivering excellent service is a challenge for most organizations. Although many aspire to it, the evidence from customer satisfaction surveys indicates that too few firms are able to deliver service excellence. On the other hand, some organizations consistently deliver excellent service. This article reviews ten lessons these benchmark service organizations have learned and shows how these organizations use them to meet and exceed the ever-rising expectations of their customers. These lessons can be emulated by any organization seeking such excellence.

On September 5, 1997, the American Medical Association(AMA) withdrew from a contract with Sunbeam Corporation, the maker of samll home appliances. Sunbeam sued the AMA to pay for the damages or to comply with the contract. The fracas led to the dismissal of three top AMA executives. The AMA initiated an investigation into the episode. As a result of the failed deal, the AMA's CEO resigned, and the failed deal eventually cost the AMA an estimated $16 million. A rewritten version of an earlier case.

eBay, the popular Internet-based consumer-to-consumer marketplace, has recently become attractive to corporate customers. According to a vocal subset of eBay customers, the company has lost its way and is set to forsake its traditional business. Told from the perspectives of two eBay customers--a buyer and a seller--the case presents the challenges and opportunities posed by increased corporate involvement.

Doral Costa is a proposed 277,803 square foot Class A office park development in Miami, FL. Trammell Crow Co. would like to develop this office park in joint venture with a partner. Celia Cabrera, the acquisitions partner at Titan Associates, a large real estate institutional advisory firm, must decide whether to recommend participation in this development to her client, QRS, a public pension fund. Celia must evaluate this location, the Southern Florida office market, the proposed building design, the lease-up and financial projections, the economic terms of the deal, and the potential partner to make a decision.

Southwest Airlines is well known as the low-fare airline that has achieved ongoing financial success in one of the most financially troubled industries in the United States. Told from the perspectives of two Southwest customers--a frequent flier and a more typical customer--the case revolves around two customer service requests from the frequent flier, both of which provide a compelling temptation to cater to the satisfaction of the airline's highest revenue customers. The requests are intriguing because they would neither add cost nor increase the turnaround time of Southwest's service.

Details the evolution of an e-business strategy and capabilities over a 16-year period. What began in 1984 as an effort to automate the port of Singapore to achieve productivity savings, by 2000 had evolved into a global e-business called Portnet.com. Closes as senior managers contemplate the progress they have made and the challenges still ahead.

This case tracks the rapid decline of Lehman Brothers' equity research department from August 1992, when, beset by declining ranking, low morale, and high turnover, firm management decides to clean house and reinvest in building the department.

ServiceMaster, a Fortune 500 supplier of home services such as Terminex, Trugreen (lawn care), and MerryMaids, has a 50% interest in an Internet start-up designed to attract new customers to its services and help service providers improve quality and lower costs. Should ServiceMaster buy the remaining 20% from VC Kleiner Perkins, or should ServiceMaster make WeServHomes.com even more independent?

An MBA student founds an e-education business and must decide which customers to target and which products/services to produce.

In a roundtable discussion, top executives from Southwest Airlines reveal that relationships with the company's unions and frontline supervisors may actually be more important to its success than the operational focus for which it is so well known.