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• Case | HBS Case Collection | 2013 (Revised from original 2009 version)

  Lawson: Becoming the Community Store of 9,000 Japanese Communities

  Linda A. Hill, Francisco de Asis Martinez-Jerez, Masako Egawa, Emily Stecker and Mayuka Yamazaki

  Keywords: Retail Industry; Japan;

  Citation:

  Hill, Linda A., Francisco de Asis Martinez-Jerez, Masako Egawa, Emily Stecker, and Mayuka Yamazaki. "Lawson: Becoming the Community Store of 9,000 Japanese Communities." Harvard Business School Case 409-112, March 2013. (Revised from original April 2009 version.)

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• Case | HBS Case Collection | 2013 (Revised from original 2010 version)

  HubSpot: Lower Churn through Greater CHI

  F. Asis Martinez Jerez, Thomas Steenburgh, Jill Avery and Lisa Brem

  HubSpot, a web marketing startup is under pressure from VCs to rapidly acquire new customers and to maintain a low level of customer churn. In the case, students explore the drivers of customer churn and uncover opportunities to increase customer retention across the customer selection, selling, and training processes. Students assess a metric, CHI (Customer Happiness Index) which HubSpot uses to predict which customers will churn, and suggest alternatives to improve the firm's predictions. Students develop programs to reduce churn post-hoc and then reengineer the company's marketing, selling, and customer relationship management processes to manage churn proactively through market segmentation and targeting, product design, and customer interactions.

  Keywords: Business Startups; Customer Relationship Management; Customer Satisfaction; Customer Value and Value Chain; Forecasting and Prediction; Consumer Behavior; Happiness; Consulting Industry;

  Citation:

  Martinez Jerez, F. Asis, Thomas Steenburgh, Jill Avery, and Lisa Brem. "HubSpot: Lower Churn through Greater CHI." Harvard Business School Case 110-052, March 2013. (Revised from original January 2010 version.)

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• Working Paper | HBS Working Paper Series | 2013

  Managing Risks: Towards a Contingency Theory of Enterprise Risk Management

  Anette Mikes and Robert Kaplan

  Enterprise Risk Management (ERM) has become a crucial component of contemporary corporate governance reforms. Now that principles, guidelines, and standards abound, it is time to take stock. Has the idea of ERM reached maturity with proven, unambiguous concepts and tools? Or is it still emerging and unproven? Or can it be simply taken for granted, its value “proven” by the apparent demand? This paper portrays ERM as an evolving discipline, and presents empirical findings from academic papers and our own field research on its current state of maturity. The academic studies explore factors that influence the adoption and impact of ERM but have produced few significant results because of an inadequate and insufficiently specified concept of ERM. Based on a ten-year field project, over 250 interviews with senior risk officers, and three detailed case studies in high reliability organizations, we propose a contingency framework for ERM, describing the emerging design parameters that help to explain the observable variation in the “ERM mix” adopted by organizations. We also propose a new contingent variable: the type of risk that the ERM practices address. We outline a “minimum necessary contingency framework” (Otley, 1980) that is sufficiently nuanced, yet observable to empirical researchers so that they may, in due course, hypothesize about “fit” between contingent variables, such as risk types and the ERM mix, as well as outcomes (organizational effectiveness).

  Citation:

  Mikes, Anette, and Robert Kaplan. "Managing Risks: Towards a Contingency Theory of Enterprise Risk Management." Harvard Business School Working Paper, No. 13–063, January 2013. (Revised May 2013.)

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