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Updates the (A) case. Describes competitive developments and the evolution of Streamline's strategy through 1999. A rewritten version of an earlier case.

Integrates issues in service operations, organization behavior, and applications of management science models such as simulation and queuing theory. A complete analysis of the case includes understanding process flows, computing utilization levels, and using models of the stochastic arrival rate and service rates of the existing and proposed systems. In addition, considers the managerial issues involved in running an ambulatory care center. The Primary Care Clinic (PCC) is the only walk-in clinic on campus and presently works under a triage system. The Student Health Services (along with PCC) is scheduled to move to a new facility. The director of the PCC views the move as a good opportunity to review and improve on the present service delivery process and system. Three broad objectives have been identified for the new system: reduce the waiting time for seeing a healthcare provider, transform the perception of the clinic as an impersonal bureaucracy, and improve student perceptions (especially nonusers) about the performance and effectiveness of the PCC. To achieve these objectives, a new system of clinician teams (doctors and nurse practitioners) has been proposed.

This case describes the operations of a limited-menu restaurant to illustrate the following topics: restaurant as an operating system; cost structure in a limited-menu restaurant; areas of competitive advantage; basic process analysis in a service situation; and the development of a formula for a multisite concept.

Shangri-La Hotels and Resorts (SLA) owns and manages the largest deluxe chain in Asia. In 1993, the managing director recognized that there was a need to create a common goal and a set of common values to bind all Shangri-La Hotels and to instill among them the feeling that they were all part of the same organization. The "Shangri-La 2000" strategic plan was developed to achieve these objectives. This case provides a detailed account of the formulation process of "Shangri-La 2000" and how it was communicated to every employee at Kowloon Shangri-La (KSL)--one of the 38 Shangri-La Hotels. A major challenge faced by the general manager of KSL was how to interpret the performance measurements taken before and after the implementation of the strategic plan to assess its effectiveness. He also wondered what he could do to maintain the momentum of "Shangri-La 2000" at KSL amid the adverse operating environment brought about by the Asian economic crisis.

Supplements the (A) case.

Bain managing director Tom Tierney is contemplating how best to rotate the office head position between two partners at one of the firm's offices. The case provides background information on Bain's governance structure and Tierney's management style.

Elizabeth Lilly, Richard Rinkett, and Richard Jensen are pondering whether to launch a new investment management firm and, if so, what growth strategy to chart for the potential firm.

Having recently launched one of Silicon Valley's first start-ups, cofounders Chan Suh and Kyle Shannon ponder whether their interactive consulting firm is prepared to bid for work from a very large client.

AGENCY.COM continues on its path of rapid growth, emerging as a leading interactive consulting firm. Its growth leads to new challenges related to the integration of diverse operations and the financing of future growth.

Traces the history and development of consulting within Andersen and the history of the schism between Arthur Andersen and Andersen Consulting. Ends with the two units seeking external arbitration of their dispute.

Ten years into his career after graduating from HBS, Tim Hertach discovers billing irregularities at his consulting firm. He must decide whether (and how) to challenge senior management or to stay quiet and protect his career.

Supplements the (A) case.

Wit Capital brings democracy to the IPO process via the World Wide Web. This case encourages debate about the role service will play in this technology-intermediated investment bank and the sources and sustainability of its competitive advantage.

VITAS, a for-profit hospice, has grown through acquisitions and start-ups. The company considers a rollup strategy, and Deirdre Lawe must decide whether to make a particular acquisition.

Alaska Airlines grapples with the issue of whether or not advanced use of technology to enable its customers to serve themselves (self-service) in certain airport functions will help it to achieve competitive advantage.

Addresses the proposed IPO and raises questions regarding how agency costs may rise or fall as Goldman converts from a private partnership to a public limited corporation.

A town, "Michigan's little Bavaria," discusses word-of-mouth referral. Enables students to calculate the value of word-of-mouth and understand how to increase it.

Ford encourages its independent dealers to consolidate, showing them the benefits size can bring both to themselves and their customers. Now, consolidated dealerships improve customer service and reduce costs.

The president of Central Parking must decide how to grow the company with options including continued consolidation of the parking industry and/or growth through related diversification. Initiates discussion of a successful consolidation strategy.

Northwest Airlines forced hundreds of passengers to wait up to 8 1/2 hours on aircraft after reaching their destination in an unusually horrible service disaster. The case explores what occurred, why it occurred, and the feelings of those involved.