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Many companies view the Internet as a self-service channel; they let customers help themselves. But self-service can frustrate customers. Smart players use technology to do more for the customer.

The drivers of customer satisfaction vary greatly from country to country. But traditional customer surveys rarely uncover those variations. Now there's a better way.

Supplements the (A) case.

Provides an overview of the history and development of the e-consulting industry, as well as the issues facing it.

Presents suggestions for ensuring a good start in a professional services career.

Presents two situations: 1) two graduating MBAs from Harvard Business School compare and contrast their strategies for getting off to a good start in consulting, and 2) a junior consultant has to deal with of difficult feedback in his very first performance review.

Presents five situations in which professionals face ethical dilemmas.

Arbitration proceedings have been initiated between Andersen Consulting and Arthur Andersen. The case details developments during 1999 and 2000, as the arbitration nears a decision.

Silicon Valley start-up Everdream wants to turn the provision of PCs to small business into a turnkey service including excellent 24/7 support. This case explores what this will take by focusing on the question of what, if anything, Everdream can guarantee.

Rosenbluth, the third largest U.S. travel agency, uses the Internet to serve new customers with a high-service strategy. Rosenbluth acquires Biztravel.com and integrates the customer support and logistics aspects of service delivery.

Reviews the current literature on the consumers of health care, primarily patients. Discusses their stated preferences, the sources of information they use in making their selections of plan and provider, and their behavior.

Thomas Weisel, longtime leader of Montgomery Securities, realizes that the sale of Montgomery to NationsBank was the biggest mistake of his life. After his exit from NationsBanc Montgomery Securities, Weisel develops a business plan for a new merchant bank, Thomas Weisel Partners.

After its launch in February 1999, Thomas Weisel Partners experiences rapid growth in its first year. This case details the inaugural year's development and probes what steps the firm should take to continue the momentum.

Jill Greenthal, managing director at Donaldson, Lufkin & Jenrette, is leading her team of investment bankers to negotiate on behalf of Tele-Communications, Inc. (TCI) on a potential landmark deal with AT&T. Representing TCI in the negotiations is the culmination of relationships that Greenthal has nurtured over the course of a decade. Despite the best efforts of her team, negotiations appear poised on the edge of an impasse. Greenthal wonders what, if anything, her team can do to help find a better alternative.

Documents the hectic and grueling work done by Jill Greenthal's team at Donaldson, Lufkin & Jenrette in an attempt to execute a landmark deal on behalf of a key client.

Supplements the (A) case.

Outlines the growth of an innovative diabetes disease management organization from 1994-99. Having demonstrated the success of their model in managing diabetes populations in Texas and New York State, the CEO and president must decide the future strategy of the company and figure out where their core competencies lay. Options include focusing on the current model (which is based on developing strong patient-caregiver relationships and on immediate access to clinical data via database technology), branching into online health assessment tools, or conducting research on health and cost outcomes for pharmaceutical, medical device, or insurance companies. Illustrates the importance of aligning incentives of clinicians, hospitals, and patients to effect behavior change. Students can discuss the types of financing markets in which the company's model will work best, who is best suited to provide this type of disease management, and who should pay for it (e.g., physician, hospitals, pharmacists, insurance companies, or outside providers).

Craig Johnson, Venture Law Group's (VLG) chairman, founded VLG in 1993 with a goal of "zero voluntary turnover." In late 1998, Johnson faces the departure of three important partners, prompting himself to ask what VLG can do in the midst of an "economic hurricane" that is luring VLG attorneys to leave and enter dot.com companies.

Updates events in Microsoft CarPoint through the end of 1999, focusing on CarPoint's strategic alliance with Ford and on competitive developments.

Spreadsheet supplement for case 801-354.