Frances X. Frei
UPS Foundation Professor of Service Management
Senior Associate Dean for Faculty Planning and Recruiting
Frances Frei is a Professor in the Technology and Operations Management Unit at Harvard Business School and the Senior Associate Dean, Director of Faculty Planning and Recruiting. She is the best-selling author of Uncommon Service: How to Win by Putting Customers at the Core of Your Business (Harvard Business Review Press). Her research examines how organizations can build service models that reliably deliver excellence. Her work has been published in top-tier journals such as Management Science and Harvard Business Review. In addition, she has published dozens of case studies across a variety of industries, including financial services, government, retail, software, telecommunications, and hospitality. These cases include Zipcar, eBay, Southwest Airlines, Tiffany’s, Houston Rockets, Commerce Bank, Progressive Insurance, Orient Express Hotels and Zappos, among others.
Frances Frei is a Professor in the Technology and Operations Management Unit at Harvard Business School and the Senior Associate Dean of Faculty Planning and Recruiting. She is the best-selling author of Uncommon Service: How to Win by Putting Customers at the Core of Your Business (Harvard Business Review Press). Her research examines how organizations can build service models that reliably deliver excellence. Her work has been published in top-tier journals such as Management Science and Harvard Business Review. In addition, she has published dozens of case studies across a variety of industries, including financial services, government, retail, software, telecommunications, and hospitality. These cases include Zipcar, eBay, Southwest Airlines, Tiffany’s, Houston Rockets, Commerce Bank, Progressive Insurance, Orient Express Hotels and Zappos, among others.
Many of those case studies appear in Managing Service Operations, an elective course she developed that investigates organizations’ efforts to diagnose and improve service experiences. The course trains students on how to design operating environments that deliver on customer promises while creating value for broader stakeholders. In support of this agenda, students learn to foster and manage organizational improvement, learning, and innovation.
Professor Frei recently led the new FIELD course at HBS, which focuses on learning experiences that are experiential and immersive, with the goal of advancing the School's mission to develop leaders who make a difference in the world. She is also faculty chair of the Achieving Breakthrough Service executive education program. In addition, Professor Frei teaches several Executive Education programs. Professor Frei has received the HBS Student Association Faculty Award for teaching excellence on multiple occasions, as well as teaching awards from the Wharton School of Business and the University of Rochester.
Professor Frei regularly advises organizations seeking to create greater value through their service experiences. Her advisory work focuses on helping companies to make strategic choices that allow them to profitably differentiate on service. She serves on the Board of Directors of Advance Auto Parts and serves on the boards of advisors of several private companies.
Professor Frei received her Ph.D. in Operations and Information Management from the Wharton School at the University of Pennsylvania. She holds an M.E. in Industrial Engineering from Pennsylvania State University, and a B.A. in Mathematics from the University of Pennsylvania.
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Journal Article
| Manufacturing & Service Operations Management
|
Market Heterogeneity and Local Capacity Decisions in Services
Dennis Campbell and Frances X. Frei
We empirically document factors that influence how local operating managers use discretion to balance the tradeoff between service capacity costs and customer sensitivity to service time. Our findings, using data from one of the largest financial services providers in the U.S., indicate that customer sensitivity to service time varies widely and predictably with observable market characteristics. In turn, we find evidence that local operating managers account for market specific customer sensitivities to service times by deviating frequently and in predictable ways from the recommendations offered by a centralized capacity planning model. Finally, we document that these discretionary capacity supply decisions exhibit a strong learning effect whereby experienced operating managers place more weight than their less experienced counterparts on the market-specific tradeoff between service capacity costs and customer sensitivity to service times. Overall, our results demonstrate both the importance of local knowledge as an input in service operations and the potential for incorporating richer data on customer behavior and preferences into service cost and productivity standard metrics.
Keywords: Customer Satisfaction;
Cost;
Standards;
Service Delivery;
Service Operations;
Performance Capacity;
Performance Productivity;
Financial Services Industry;
United States;
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Article
| Harvard Business Review
|
Stop Holding Yourself Back
Anne Morriss, Robin J. Ely and Frances X. Frei
After working with hundreds of leaders in a wide variety of organizations and in countries all over the globe, the authors found one very clear pattern: when it comes to meeting their leadership potential, many people unintentionally get in their own way. Five barriers in particular tend to keep promising managers from becoming exceptional leaders: people overemphasize personal goals, protect their public image, turn their competitors into two-dimensional enemies, go it alone instead of soliciting support and advice, and wait for permission to lead. Troy, a customer service manager, endangered his job and his company's reputation by focusing on protecting his position, not helping his team; when a trusted friend advised him to change his behavior, the results were striking. Anita's insistence on sticking to the tough persona she'd created for herself caused her to ignore the more intuitive part of the leadership equation, with disastrous results—until she let go of the need to appear invulnerable and reached out to another manager. Jon, a personal trainer who had virtually no experience with either youth development programs or urban life, opened a highly successful gym for inner-city kids at risk; he refused to be daunted by his lack of expertise and decided to simply "go for it." As these and other examples from the authors' research demonstrate, being a leader means making an active decision to lead. Only then will the workforce-and society-benefit from the enormous amount of talent currently sitting on the bench.
Keywords: Transformation;
Decision Choices and Conditions;
Leadership;
Personal Development and Career;
Personal Characteristics;
Citation: Morriss, Anne, Robin J. Ely, and Frances X. Frei. " Stop Holding Yourself Back." Harvard Business Review 89, nos. 1-2 (January–February 2011).
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Article
| Management Science
|
The Cost Structure, Customer Profitability, and Retention Implications of Self-Service Distribution Channels: Evidence from Customer Behavior in an Online Banking Channel
Dennis Campbell and Frances X. Frei
This paper uses the context of online banking to investigate the consequences of employing self-service distribution channels to alter customer interactions with the firm. Using a sample of retail banking customers observed over a 30-month period at a large U.S. bank, we test whether changes in service consumption, cost-to-serve, and customer profitability are associated with the adoption of online banking. We find that customer adoption of online banking is associated with (1) substitution primarily from incrementally more costly self-service delivery channels (ATM and voice response unit); (2) augmentation of service consumption in more costly service delivery channels (branch and call center); (3) a substantial increase in total transaction volume; (4) an increase in estimated average cost-to-serve resulting from the combination of (1) through (3); and (5) a reduction in short-term customer profitability. However, we find that use of the online banking channel is associated with higher customer retention rates over one-, two-, and three-year horizons. The documented relationship between the use of online banking and customer retention remains positive even after controlling for self-selection into the online channel. We also find evidence that future market shares for our sample firm are systematically higher in markets with high contemporaneous utilization rates for the online banking channel. This finding holds even after controlling for contemporaneous market share suggesting it is not simply the result of increased market power leading to the acquisition of online banking customers.
Keywords: Cost;
Service Operations;
Distribution Channels;
Consumer Behavior;
Online Technology;
Banks and Banking;
Technology Adoption;
Service Delivery;
Market Transactions;
Market Participation;
Profit;
Retail Industry;
Banking Industry;
United States;
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Article
| Production and Operations Management
|
Are Self-service Customers Satisfied or Stuck?
Ryan W. Buell, Dennis Campbell and Frances X. Frei
This paper investigates the impact of self-service technology (SST) usage on customer satisfaction and retention. Specifically, we disentangle the distinct effects of satisfaction and switching costs as drivers of retention among self-service customers. Our empirical analysis examines 26,924 multi-channel customers of a nationwide retail bank. We track each customer's channel usage, overall satisfaction, and retention over a 1-year period. We find that, relative to face-to-face service, customers who use self-service channels for a greater proportion of their transactions are either no more satisfied, or less satisfied with the service they receive, depending on the channel. However, we also find that these same customers are predictably less likely to defect to a competitor if they are heavily reliant on self-service channels characterized by high switching costs. Through a mediation model, we demonstrate that, when self-service usage promotes retention, it does so in a way that is consistent with switching costs. As a robustness check, we examine the behavior of channel enthusiasts, who concentrate transactions among specific channels. Relative to more diversified customers, we find that self-service enthusiasts in low switching cost channels defect with greater frequency, while self-service enthusiasts in high switching cost channels are retained with greater frequency.
Keywords: Service Delivery;
Technology;
Customer Satisfaction;
Competition;
Cost;
Banks and Banking;
Behavior;
Market Transactions;
Management Analysis, Tools, and Techniques;
Citation: Buell, Ryan W., Dennis Campbell, and Frances X. Frei. " Are Self-service Customers Satisfied or Stuck?" November/December Production and Operations Management 19, no. 6 (2010). (Awarded the Decision Sciences Institute Stan Hardy Award for Outstanding Paper Published during 2010 in the Field of Operations Management.)
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Article
| Harvard Business Review
|
The Four Things a Service Business Must Get Right
Frances X. Frei
Keywords: Business Ventures;
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Article
| Harvard Business Review
|
Breaking the Trade-Off Between Efficiency and Service
Frances X. Frei
Keywords: Performance Efficiency;
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Article
| Journal of Service Research
|
The Persistence of Customer Profitability: Empirical Evidence and Implications from a Financial Services Firm
Dennis Campbell and Frances X. Frei
Keywords: Customers;
Markets;
Information;
Finance;
Business Ventures;
Profit;
Financial Services Industry;
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Article
| Harvard Management Update
|
Beyond the Carrot and the Stick: New Alternatives for Influencing Customer Behavior
Frances X. Frei
Keywords: Motivation and Incentives;
Customers;
Behavior;
Power and Influence;
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Article
| Management Science
|
Do Better Customers Utilize Electronic Distribution Channels? The Case of PC Banking
L Hitt and F. Frei
Keywords: Online Technology;
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Article
| American Banker
|
Web Self-Service Can Be Self-Defeating
Frances X. Frei and Y. Moon
Keywords: Web;
Online Technology;
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Journal Article
| Harvard Business Review
|
Exploding the Self-Service Myth
Y. Moon and F. Frei
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Article
| Management Science
|
Process Variation as a Determinant of Bank Performance: Evidence from the Retail Banking Study
F. Frei, R. Kalakota, A. Leone and L. Marx
Keywords: Performance;
Information;
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Article
| Journal of Service Research
|
Measuring the Efficiency of Service Delivery Processes: With Application to Retail Banking
F. Frei and P. Harker
Keywords: Business Processes;
Measurement and Metrics;
Banking Industry;
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Article
| European Journal of Operational Research
|
Measuring Aggregate Process Performance Using AHP
Frances X. Frei and Patrick T. Harker
Keywords: Performance;
Measurement and Metrics;
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Article
| Journal of Productivity Analysis
|
Projections onto Efficient Frontiers: Theoretical and Computational Extensions to DEA
F. Frei and P. Harker
Keywords: Mathematical Methods;
Forecasting and Prediction;
Theory;
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Article
| Production and Operations Management
|
Measurement of Multiple Sites in Service Firms with Data Envelopment Analysis
R. Metters, F. Frei and V. Vargas
Keywords: Measurement and Metrics;
Data and Data Sets;
Service Industry;
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Chapter
| Operational Control in Asset Management: Processes and Costs
| 2010
Cost Structure Patterns in the Asset Management Industry
Dennis Campbell and Frances X. Frei
This chapter examines patterns in the cost structure of asset management firms and establishes two important trends in cost behavior. First, when revenues are growing, "indirect" costs related to sales, distribution, marketing, personnel, technology, and occupancy are far from fixed in this industry. In some cases they are "supervariable" or rising at a faster rate than sales. Second, and in contrast, such indirect costs appear relatively fixed in the face of sales "declines" in this industry. We discuss potential sources of these cost-structure patterns and their implications for cost management efforts as asset management firms move forward from the financial crisis of 2008.
Keywords: Financial Crisis;
Asset Management;
Cost Management;
Financial Services Industry;
Citation: Campbell, Dennis, and Frances X. Frei. "Cost Structure Patterns in the Asset Management Industry." Chap. 8 in Operational Control in Asset Management: Processes and Costs, edited by Michael Pinedo, 154–168. Denmark: SimCorp StrategyLab, 2010.
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Chapter
| Creating Value in Financial Services
| 2000
Value Creation and Process Management: Evidence from Retail Banking
Frances X. Frei and Patrick T. Harker
Keywords: Value Creation;
Business Processes;
Business or Company Management;
Commercial Banking;
Banking Industry;
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Chapter
| Financial Institutions: Efficiency, Innovation, Regulation
| 2000
Inside the Black Box: What Makes a Bank Efficient
F. Frei, P. Harker and L. Hunter
Keywords: Banks and Banking;
Performance Efficiency;
Banking Industry;
Citation: Frei, F., P. Harker, and L. Hunter. "Inside the Black Box: What Makes a Bank Efficient." In Financial Institutions: Efficiency, Innovation, Regulation, edited by P. Harker, and S. Zenios. Cambridge: Cambridge University Press, 2000.
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Chapter
| Brookings Wharton Papers on Financial Services, 1999
| 1999
How Financial Firms Decide on Technology
Lorin M. Hitt, Frances X. Frei and Patrick T. Harker
Keywords: Financial Institutions;
Decision Making;
Technology;
Banking Industry;
Financial Services Industry;
Citation: Hitt, Lorin M., Frances X. Frei, and Patrick T. Harker. "How Financial Firms Decide on Technology." In Brookings Wharton Papers on Financial Services, 1999, edited by Robert E. Litan, and Anthony M. Santomero, 93–146. Washington, D.C.: Brookings Institution Press, 1999.
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Chapter
| U.S. Industry in 2000: Studies in Competitive Performance
| 1999
Retail Banking
F. Frei, P. Harker and L. Hunter
Keywords: Commercial Banking;
Banking Industry;
Citation: Frei, F., P. Harker, and L. Hunter. "Retail Banking." In U.S. Industry in 2000: Studies in Competitive Performance, edited by David Mowrey. Washington, D.C.: National Academy Press, 1999.
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Chapter
| Banking and Finance on the Internet
| 1997
Frontiers of Online Financial Services
R. Kalakota and F. Frei
Keywords: Online Technology;
Finance;
Financial Services Industry;
Information Technology Industry;
Citation: Kalakota, R., and F. Frei. "Frontiers of Online Financial Services." Chap. 2 in Banking and Finance on the Internet, edited by M. Cronin, 19–74. New York: Van Nostrand Reinhold, 1997.
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Working Paper
| HBS Working Paper Series
| 2013
How Do Customers Respond to Increased Service Quality Competition?
Ryan W. Buell, Dennis Campbell and Frances X. Frei
When does increased service quality competition lead to customer defection, and which customers are most likely to defect? Our empirical analysis of 82,235 customers exploits the varying competitive dynamics in 644 geographically isolated markets in which a nationwide retail bank conducted business over a five-year period. We find that customers defect at a higher rate from the incumbent following increased service quality (price) competition only when the incumbent offers high (low) quality service relative to existing competitors in a local market. We provide evidence that these results are due to a sorting effect, whereby firms trade-off service quality and price, and in turn, the incumbent attracts service (price) sensitive customers in markets where it has supplied relatively high (low) levels of service quality in the past. Furthermore, we show that it is the high quality incumbent's most profitable customers who are the most attracted by superior quality alternatives. Our results appear to have long-run implications whereby sustaining a high level of service quality is associated with the incumbent attracting and retaining more profitable customers over time.
Keywords: Customer Relationship Management;
Quality;
Customer Value and Value Chain;
Service Operations;
Consumer Behavior;
Customer Satisfaction;
Price;
Market Entry and Exit;
Service Delivery;
Competitive Strategy;
Banking Industry;
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Case
| HBS Case Collection
|
2013
Zappos.com 2009: Clothing, Customer Service, and Company Culture (MM)
Frances X. Frei and Robin J. Ely
On July 17, 2009, Zappos.com, a privately-held online retailer of shoes, clothing, and other soft-line retail categories, learned that Amazon.com, a $19 billion multinational online retailer, had won its Board of Directors' approval to offer to merge the two companies. Amazon had been courting Zappos since 2005, hoping a merger would enable Amazon to expand and strengthen its market share in soft-line retail categories. While Amazon's interest intrigued Zappos' senior executives, they had not felt the time was right—until now. Amazon's offer—10 million shares of stock (valued at $807 million), $40 million in cash, restricted stock units for Zappos' employees, and a promise that Zappos could operate as an independent subsidiary—was on the table. Zappos' financial advisor, Morgan Stanley, estimated the future equity value of an IPO to be between $650 million and $905 million; this estimate skewed the Amazon offer—at least in financial terms—toward the high end of Zappos' estimated market value. Hsieh and Lin, Zappos' CEO and COO, respectively, knew that much of Zappos' growth, and hence its value, had been due to the company's strong culture and obsessive emphasis on customer service. In 2009, they were focusing on the three C's—clothing, customer service, and company culture—the keys to the company's continued growth. Hsieh and Lin had only a few days to consider whether to recommend the merger to Zappos' board at their July 21 meeting.
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Case
| HBS Case Collection
|
2012
Pret A Manger
Frances X. Frei, Rick Goldberg and Stephanie van Sice
Pret A Manger, a London-based chain of sandwich shops, was known for its fast, genuine service and pre-packaged sandwiches prepared on-site daily. Instructed by its board to grow at 15 percent per year, Pret considered opening "twin" shops in locations too small to contain kitchens; these shops would receive sandwich deliveries throughout the day from a nearby "parent" shop. Would Pret's employees and customers accept twin shops or view them as counter to the Pret culture? Through this decision point, the case frames a discussion about how companies build service models to reliably deliver customer service excellence. The case also helps students understand the role of employee management systems in creating consistent service experiences and introduces a set of innovative employee management practices.
Keywords: Customer Service Excellence;
Growth Planning and Management;
Employee Performance Management;
Information Management;
Production Planning;
Employee Attitude Development and Empowerment;
Employee Retention;
Leadership Development and Career Planning;
Service Delivery;
Growth and Development Strategy;
Business Model;
Innovation and Invention;
Employees;
Performance;
London;
Citation: Frei, Frances X., Rick Goldberg, and Stephanie van Sice. "Pret A Manger." Harvard Business School Case 612-033, April 2012.
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Case
| HBS Case Collection
|
2011
(Revised from original 2009 version)
Zappos.com 2009: Clothing, Customer Service, and Company Culture
Frances X. Frei, Robin J. Ely and Laura Winig
On July 17, 2009, Zappos.com, a privately held online retailer of shoes, clothing, and other soft line retail categories, learned that Amazon.com, a $19 billion multinational online retailer, had won its board of directors' approval to offer to merge the two companies. Amazon had been courting Zappos since 2005, hoping a merger would enable Amazon to expand and strengthen its market share in soft line retail categories. While Amazon's interest intrigued Zappos' senior executives, they had not felt the time was right, until now. Amazon's offer—10 million shares of stock (valued at $807 million), $40 million in cash and restricted stock units for Zappos' employees, and a promise that Zappos could operate as an independent subsidiary—was on the table. Zappos' financial advisor, Morgan Stanley, estimated the future equity value of an IPO to be between $650 million and $905 million; this estimate skewed the Amazon offer—at least in financial terms—toward the high end of Zappos' estimated market value. Hsieh and Lin, Zappos' CEO and COO respectively, knew that much of Zappos' growth, and hence its value, had been due to the company's strong culture and obsessive emphasis on customer service. In 2009, they were focusing on the three C's—clothing, customer service, and company culture—the keys to the company's continued growth. Hsieh and Lin had only a few days to consider whether to recommend the merger to Zappos' board at their July 21st meeting.
Keywords: Mergers and Acquisitions;
Customer Focus and Relationships;
Decision Choices and Conditions;
Governing and Advisory Boards;
Service Delivery;
Organizational Culture;
Online Technology;
Valuation;
Apparel and Accessories Industry;
Retail Industry;
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Case
| HBS Case Collection
|
2010
(Revised from original 2009 version)
Discovering Hidden Gems: The Story of Daryl Morey, Shane Battier, and the Houston Rockets (A)
Frances X. Frei and Matthew Todd Perlberg
As NBA Commissioner David Stern approached the podium, silent anticipation gripped the 4,000 Houston Rockets fans gathered at the Rockets Draft Party. "With the 8th pick in the 2006 NBA draft," Stern began, "the Houston Rockets select Rudy Gay from the University of Connecticut." The 4,000 Rockets faithfully erupted into euphoric cheers. Rudy Gay was a highly touted college prospect who some analysts projected could have been one of the top three selections in the draft. To be able to select him in the eighth spot seemed like a steal for the Rockets and their newly hired assistant general manager, Daryl Morey. Moments later, the assembled crowd's jubilation turned to horror as television analysts covering the draft announced breaking news. The Rockets traded the rights to Rudy Gay along with another Rockets fan favorite, Stromile Swift, to the Memphis Grizzlies for Shane Battier. Jeers of frustration rang from the Rockets fans. How could the Rockets trade Rudy Gay and Stromile Swift for Shane Battier?
Keywords: Human Capital;
Managerial Roles;
Operations;
Organizational Structure;
Performance Evaluation;
Groups and Teams;
Sports Industry;
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Supplement
| HBS Case Collection
|
2010
(Revised from original 2009 version)
Discovering Hidden Gems: The Story of Daryl Morey, Shane Battier, and the Houston Rockets (B)
Frances X. Frei and Matthew Todd Perlberg
Supplement to the (A) case.
Keywords: Sports;
Talent and Talent Management;
Sports Industry;
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Teaching Note
| HBS Case Collection
|
2008
(Revised from original 2006 version)
Celebrity Cruises, Inc.: A Taste of Luxury (TN)
Frances X. Frei
Keywords: Tourism Industry;
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Teaching Note
| HBS Case Collection
|
2008
(Revised from original 2006 version)
YUM! Brands, Inc: A Corporate Do-Over (TN)
Frances X. Frei and Amy C. Edmondson
Keywords: Food and Beverage Industry;
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Teaching Note
| HBS Case Collection
|
2008
(Revised from original 2007 version)
Tiffany & Co. (TN)
Frances X. Frei
Keywords: Apparel and Accessories Industry;
Consumer Products Industry;
Citation: Frei, Frances X. "Tiffany & Co. (TN)." Harvard Business School Teaching Note 608-042, April 2008. (Revised from original July 2007 version.)
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Teaching Note
| HBS Case Collection
|
2008
(Revised from original 2007 version)
Innovation at Progressive (TN) (A) & (B)
Frances X. Frei
Keywords: Innovation and Invention;
Insurance Industry;
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Teaching Note
| HBS Case Collection
|
2008
(Revised from original 2007 version)
Dell Computers: Field Service for Corporate Clients (A) and Transition (B) (TN)
Frances X. Frei
Teaching Note to (603-067) and (607-081).
Keywords: Customers;
Transition;
Computer Industry;
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Teaching Note
| HBS Case Collection
|
2008
(Revised from original 2007 version)
Gateway: Moving Beyond the Box (TN)
Frances X. Frei
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Teaching Note
| HBS Case Collection
|
2008
(Revised from original 2007 version)
Rapid Rewards at Southwest Airlines (TN)
Frances X. Frei
Keywords: Motivation and Incentives;
Air Transportation Industry;
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Teaching Note
| HBS Case Collection
|
2008
(Revised from original 2007 version)
Verizon: The Introduction of DSL (TN)
Frances X. Frei and Amy C. Edmondson
Teaching Note for (2-602-070).
Keywords: Technology;
Communications Industry;
Citation: Frei, Frances X., and Amy C. Edmondson. "Verizon: The Introduction of DSL (TN)." Harvard Business School Teaching Note 608-056, April 2008. (Revised from original September 2007 version.)
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Teaching Note
| HBS Case Collection
|
2008
(Revised from original 2007 version)
Commerce Bank (TN)
Frances X. Frei
Keywords: Banks and Banking;
Banking Industry;
Citation: Frei, Frances X. " Commerce Bank (TN)." Harvard Business School Teaching Note 608-058, April 2008. (Revised from original September 2007 version.)
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Teaching Note
| HBS Case Collection
|
2008
(Revised from original 2008 version)
Orient-Express Hotels (TN)
Frances X. Frei
Teaching Note for [603024].
Keywords: Accommodations Industry;
Citation: Frei, Frances X. " Orient-Express Hotels (TN)." Harvard Business School Teaching Note 608-059, April 2008. (Revised from original January 2008 version.)
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Teaching Note
| HBS Case Collection
|
2008
(Revised from original 2008 version)
Pilgrim Bank (B): Statistics Review with Data Desk
Frances X. Frei
Teaching Note for 602095.
Keywords: Banks and Banking;
Mathematical Methods;
Banking Industry;
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Teaching Note
| HBS Case Collection
|
2008
(Revised from original 2008 version)
First Union Corporation (A): Future Bank (TN)
Frances X. Frei
Teaching Note for [602013].
Keywords: Banks and Banking;
Banking Industry;
Citation: Frei, Frances X. "First Union Corporation (A): Future Bank (TN)." Harvard Business School Teaching Note 608-049, April 2008. (Revised from original January 2008 version.)
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Background Note
| HBS Case Collection
|
2008
Introduction to Data Analysis with Data Desk
Frances X. Frei
Keywords: Theory;
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Teaching Note
| HBS Case Collection
|
2008
Managing Service Operations: The Managerial Research Design Process
Frances X. Frei and Dennis Campbell
Keywords: Service Operations;
Management;
Citation: Frei, Frances X., and Dennis Campbell. "Managing Service Operations: The Managerial Research Design Process." Harvard Business School Teaching Note 608-155, April 2008.
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Teaching Note
| HBS Case Collection
|
2008
Exercise: Challenging Operational Assumptions
Frances X. Frei and Christine van Keuren
Teaching Note for [608128].
Keywords: Service Operations;
Performance Improvement;
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Teaching Note
| HBS Case Collection
|
2008
(Revised from original 2005 version)
Store24 (A): Statistics Review with Data Desk (TN)
Frances X. Frei
Presents an overview of the statistical analysis covered in the case discussion.
Keywords: Retail Industry;
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Teaching Note
| HBS Case Collection
|
2008
(Revised from original 2005 version)
Store24 (B): Statistics Review with Data Desk (TN)
Frances X. Frei
Presents an overview of the statistical analysis covered in the case discussion.
Keywords: Retail Industry;
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Teaching Note
| HBS Case Collection
|
2008
(Revised from original 2005 version)
GuestFirst Hotel (A): Statistics Review with Data Desk (TN)
Frances X. Frei
Presents an overview of the statistical analysis covered in the case discussion.
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Teaching Note
| HBS Case Collection
|
2008
(Revised from original 2006 version)
Store24 (TN) (A) and (B)
Frances X. Frei and Dennis Campbell
Keywords: Retail Industry;
Citation: Frei, Frances X., and Dennis Campbell. " Store24 (TN) (A) and (B)." Harvard Business School Teaching Note 606-107, April 2008. (Revised from original March 2006 version.)
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Teaching Note
| HBS Case Collection
|
2008
(Revised from original 2007 version)
Zipcar: Influencing Customer Behavior (TN)
Frances X. Frei
Keywords: Customers;
Behavior;
Transportation Industry;
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Teaching Note
| HBS Case Collection
|
2008
(Revised from original 2008 version)
Pilgrim Bank (A): Customer Profitability (TN)
Frances X. Frei and Dennis Campbell
Teaching Note for 602104.
Keywords: Customers;
Profit;
Banks and Banking;
Banking Industry;
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Teaching Note
| HBS Case Collection
|
2008
(Revised from original 2008 version)
Pilgrim Bank (B): Customer Retention (TN)
Frances X. Frei and Dennis Campbell
Teaching Note for [602095].
Keywords: Customers;
Banks and Banking;
Customer Focus and Relationships;
Banking Industry;
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Teaching Note
| HBS Case Collection
|
2008
(Revised from original 2008 version)
Pilgrim Bank (C): Electronic Billpay (TN)
Frances X. Frei and Dennis Campbell
Teaching Note for [602103].
Keywords: Banks and Banking;
Online Technology;
Banking Industry;
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Teaching Note
| HBS Case Collection
|
2008
(Revised from original 2008 version)
Pilgrim Bank (C): Statistics Review with Data Desk
Frances X. Frei
Teaching Note for [602103].
Keywords: Banks and Banking;
Mathematical Methods;
Banking Industry;
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Teaching Note
| HBS Case Collection
|
2008
(Revised from original 2008 version)
Transformation at the IRS (TN)
Frances X. Frei and Amy C. Edmondson
Teaching Note for [603010].
Keywords: Government and Politics;
Taxation;
Transformation;
Citation: Frei, Frances X., and Amy C. Edmondson. " Transformation at the IRS (TN)." Harvard Business School Teaching Note 608-057, April 2008. (Revised from original January 2008 version.)
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Teaching Note
| HBS Case Collection
|
2008
(Revised from original 2008 version)
Cleveland Clinic (TN)
Frances X. Frei, Amy C. Edmondson and Christine Harris-Van Keuren
Teaching Note for [607143].
Keywords: Health Industry;
Citation: Frei, Frances X., Amy C. Edmondson, and Christine Harris-Van Keuren. " Cleveland Clinic (TN)." Harvard Business School Teaching Note 608-124, April 2008. (Revised from original March 2008 version.)
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Teaching Note
| HBS Case Collection
|
2008
Exercise: Customer-Operator Letter Writing (TN)
Frances X. Frei
Teaching Note for [608126].
Keywords: Customer Relationship Management;
Operations;
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Teaching Note
| HBS Case Collection
|
2008
New Service Design Exercise (TN)
Frances X. Frei
Teaching Note for [605053].
Keywords: Service Operations;
Design;
Strategy;
Product Positioning;
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Module Note
|
2008
(Revised from original 2006 version)
Conceptualizing the Customer Operating Role
Frances X. Frei
The module introduces students to the concept and implications of a customer operating role. Building on the first year operations curriculum in which only employees' and machines' operating roles are considered, it provides the additional perspectives needed to bring the customer into this set. The module identifies the unique challenges posed by customer-operators and presents guidelines to help mitigate their impact. It then presents a taxonomy of the variability introduced by the presence of customer-operators and addresses the danger of misdiagnosing the type of variability. Finally, the module presents management techniques for handling this variability, with an emphasis on those that overcome the classic tension between operational efficiency and the service experience.
Keywords: Customers;
Performance Efficiency;
Perspective;
Management Analysis, Tools, and Techniques;
Service Operations;
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Course Overview Note
|
2008
(Revised from original 2006 version)
Managing Service Operations: Understanding the Customer Operating Role
Frances X. Frei
Describes Managing Service Operations: Understanding the Customer Operating Role, a second-year MBA course that consists of three modules. The first module, Conceptualizing the Customer Operating, explores the operational challenges and opportunites of managing customer-operators. The second module, Service Design in the Context of Customer-Operators, adresses the design and management of service operations with significant customer operating roles. The third module, Improvement with Customer-Operators, addresses how firms can systematically leverage customer-operators in the organizational improvement process.
Keywords: Service Operations;
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Module Note
|
2008
Improvement with Customer-Operators
Frances X. Frei and Dennis Campbell
Taught as the third module in a Harvard Business School course on Managing Service Operations: Understanding the Customer Operating Role (606-092). Explores how firms can systematically leverage their customer-operators in the organizational improvement process is investigated in the third module. This opportunity is addressed in two ways, (1) by surfacing and evolving the assumptions about customer-operators that are often built into service models, and (2) by utilizing the operational insight of customers. Both focal points build on firms' traditional use of employees to improve operations.
Keywords: Service Operations;
Performance Improvement;
Customer Focus and Relationships;
Framework;
Employees;
Business Model;
Management Practices and Processes;
Organizational Design;
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Module Note
|
2008
Service Design in the Context of Customer-Operators
Frances X. Frei
Taught as the second module in a Harvard Business School course on Managing Service Operations: Understanding the Customer Operating Role (606-092). Addresses the design and management of service operations with significant customer operating roles. The focus is on service operations because services are a dominant part of most economies, because customer-operators are typically involved in service production, and because many firms struggle in their efforts to achieve service excellence. These struggles are often marked, paradoxically, by increased costs and declining satisfaction. The module argues that an insufficient understanding of customers in the operating environment is a primary culprit.
Keywords: Customer Satisfaction;
Management;
Design;
Service Operations;
Cost;
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Exercise
|
2008
Exercise: Customer-Operator Letter Writing
Frances X. Frei
The exercise involves having students write letters to an organization of their choice describing their operating experience at a detailed level. The companies' responses are paired with the students' letters and the entire collection is made available to the class. The collection can be compelling. Students are quick to sense which organizations value customer communications as meaningful operational input. They find highly instructive the frequency with which situations laboriously recounted by their "valued customers" elicit generic responses from companies, and replies to detailed letters of praise get the tone dramatically wrong. At HBS, it is incorporated in a second-year elective, taught in a module devoted to utilizing customer-operators to improve operations (HBS No. 608-135).
Keywords: Customer Relationship Management;
Customer Satisfaction;
Customer Value and Value Chain;
Knowledge Sharing;
Knowledge Use and Leverage;
Performance Improvement;
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Teaching Note
| HBS Case Collection
|
2008
(Revised from original 2005 version)
GuestFirst Hotel (B): Statistics Review with Data Desk (TN)
Frances X. Frei
Presents an overview of the statistical analysis covered in the case discussion.
Keywords: Accommodations Industry;
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Teaching Note
| HBS Case Collection
|
2008
(Revised from original 2006 version)
GuestFirst Hotel (TN) (A) and (B)
Frances X. Frei and Dennis Campbell
Keywords: Accommodations Industry;
Citation: Frei, Frances X., and Dennis Campbell. " GuestFirst Hotel (TN) (A) and (B)." Harvard Business School Teaching Note 606-062, April 2008. (Revised from original March 2006 version.)
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Exercise
|
2008
Exercise: Challenging Operational Assumptions
Frances X. Frei
This exercise provides students with an opportunity to thoroughly test an operating assumption. Students state an assumption as a testable hypothesis, collect and analyze relevant data, and communicate the results. At HBS, it is incorporated in a second-year elective taught in a module devoted to utilizing customer-operators to improve service operations (HBS 608-135). The exercise is taught in three parts: in-class workshop, project presentation, and post-exercise poll.
Keywords: Customers;
Employees;
Knowledge Acquisition;
Knowledge Use and Leverage;
Service Operations;
Performance Improvement;
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Exercise
|
2008
(Revised from original 2005 version)
New Service Design Exercise
Frances X. Frei
Used in the second module of a course on Managing Service Operations, which addresses the design of sustainable service models (606-031). Provides an opportunity for students to design a new service offering, paying careful attention to the link between strategic position, service offerings, and operations design. The corresponding module note further describes the exercise.
Keywords: Design;
Management;
Service Operations;
Strategy;
Citation: Frei, Frances X. " New Service Design Exercise." Harvard Business School Exercise 605-053, March 2008. (Revised from original January 2005 version.)
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Teaching Note
| HBS Case Collection
|
2008
(Revised from original 2002 version)
eBay: The Customer Marketplace (A) and Combating Fraud (B) (TN)
Frances X. Frei
Teaching Note for (9-602-071) and (9-602-152).
Keywords: Web Services Industry;
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Supplement
| HBS Case Collection
|
2008
BigEast Bank (A): Credit Card Approval (CW)
Frances X. Frei
Keywords: Credit;
Banks and Banking;
Banking Industry;
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Supplement
| HBS Case Collection
|
2008
GuestFirst Hotel (A) and (B) (CW)
Frances X. Frei
Keywords: Accommodations Industry;
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Supplement
| HBS Case Collection
|
2008
Store24 (A) and (B) (CW)
Frances X. Frei
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Supplement
| HBS Case Collection
|
2008
Pilgrim Bank (A), (B) and (C) (CW)
Frances X. Frei
Keywords: Banks and Banking;
Banking Industry;
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Teaching Note
| HBS Case Collection
|
2008
Pilgrim Bank (A): Statistics Review with Data Desk
Frances X. Frei
Teaching Note for 602104.
Keywords: Decision Making;
Policy;
Banks and Banking;
Management Teams;
Motivation and Incentives;
Customers;
Mathematical Methods;
Service Operations;
Banking Industry;
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Case
| HBS Case Collection
|
2007
(Revised from original 2007 version)
Cleveland Clinic
Frances X. Frei, Amy C. Edmondson, Christine van Keuren and Eliot Sherman
Cleveland Clinic is consistently ranked among the nation's most eminent hospitals, and for decades has been a leader in pioneering cardiac care. This case evaluates the methods, processes, and personnel that the hospital has cultivated over the years in order to develop its track record of excellence. In light of this, three expansion opportunities are explored and the operational fit of each is investigated.
Keywords: Health Care and Treatment;
Medical Specialties;
Innovation and Invention;
Service Delivery;
Expansion;
Health Industry;
Cleveland;
Citation: Frei, Frances X., Amy C. Edmondson, Christine van Keuren, and Eliot Sherman. " Cleveland Clinic." Harvard Business School Case 607-143, September 2007. (Revised from original May 2007 version.)
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Exercise
|
2007
(Revised from original 2005 version)
Letter Writing Exercise
Frances X. Frei and Hanna Rodriguez-Farrar
Provides an opportunity for students to experience first-hand how service companies respond to customer feedback. The corresponding module note further describes the exercise.
Keywords: Customer Focus and Relationships;
Communication;
Service Industry;
Citation: Frei, Frances X., and Hanna Rodriguez-Farrar. "Letter Writing Exercise." Harvard Business School Exercise 605-056, August 2007. (Revised from original January 2005 version.)
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Supplement
| HBS Case Collection
|
2007
(Revised from original 2007 version)
Dell Computers (B): The Transition
Frances X. Frei and Christine van Keuren
The case presents the outcome of the (A) case and explores challenges in the PC industry up to early 2007. Michael Dell's return as CEO is also discussed.
Keywords: Customer Relationship Management;
Managerial Roles;
Service Delivery;
Service Operations;
Hardware;
Technology Industry;
Citation: Frei, Frances X., and Christine van Keuren. " Dell Computers (B): The Transition." Harvard Business School Supplement 607-081, August 2007. (Revised from original March 2007 version.)
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Supplement
| HBS Case Collection
|
2007
(Revised from original 2001 version)
Store24 (B): Service Quality and Employee Skills
Frances X. Frei and Dennis Campbell
Supplements the (A) case.
Keywords: Customer Satisfaction;
Employees;
Service Delivery;
Retail Industry;
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Case
| HBS Case Collection
|
2007
Westin Hotels and Resorts: Operations of a Lifestyle Experience
Frances X. Frei, Chekitan S. Dev and Laure Mougeot Stroock
Westin Hotels and Resorts adopted a new "lifestyle" brand strategy which provided guests with a new service experience. The dilemma Westin faced was how to operationally build a brand that delivered consistent service on intangible values.
Keywords: Customer Relationship Management;
Decision Choices and Conditions;
Growth Management;
Brands and Branding;
Service Operations;
Value Creation;
Tourism Industry;
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Case
| HBS Case Collection
|
2007
(Revised from original 2002 version)
Dell Computers (A): Field Service for Corporate Clients
Frances X. Frei, Amy C. Edmondson and Corey B. Hajim
Explores the highly successful PC and low-end server manufacturer's entry into the large-scale server market in the United States. A key difference of this new market is the intense service element required to support the larger hardware. Specifically, the industry standard is to have a technician onsite with a required part within four hours of problem diagnosis. This type of service presents a problem for Dell, as its potential customers are widely dispersed throughout the United States. Should Dell create an in-house field service team to ensure service quality and maintain control of its customer relationships or outsource the field service to a third-party provider? Complicating the issue is the presence of IBM, the biggest player in the large-scale server market.
Keywords: Hardware;
Customer Relationship Management;
Job Cuts and Outsourcing;
Service Operations;
Business or Company Management;
Emerging Markets;
Problems and Challenges;
Service Delivery;
Computer Industry;
United States;
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Case
| HBS Case Collection
|
2006
(Revised from original 2005 version)
Magazine Luiza: Building a Retail Model of "Courting the Poor"
Frances X. Frei and Ricardo Reisen de Pinho
Describes the innovative retail model of the Brazilian firm Magazine Luiza. Magazine Luiza enables low-income consumer credit by applying a flexible and nuanced evaluation system. Additionally, its dedication to customer service, employee motivation, and progressive use of technology have driven its success and expansion.
Citation: Frei, Frances X., and Ricardo Reisen de Pinho. Magazine Luiza: Building a Retail Model of " Courting the Poor". Harvard Business School Case 606-048, December 2006. (Revised from original October 2005 version.)
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Case
| HBS Case Collection
|
2006
(Revised from original 2001 version)
GuestFirst Hotel (A): Customer Loyalty
Frances X. Frei and Dennis Campbell
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.
Keywords: Motivation and Incentives;
Mathematical Methods;
Finance;
Performance;
Relationships;
Customer Focus and Relationships;
Data and Data Sets;
Accommodations Industry;
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Background Note
| HBS Case Collection
|
2006
(Revised from original 2005 version)
Using Data Desk for Statistical Analysis
Frances X. Frei and Dennis Campbell
Describes how to use the Data Desk software package to perform statistical analysis.
Keywords: Mathematical Methods;
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Case
| HBS Case Collection
|
2006
(Revised from original 2002 version)
Commerce Bank
Frances X. Frei and Corey B. Hajim
Commerce Bank has become one of the fastest growing banks in the country, despite having defied conventional wisdom about how to grow deposits. Banks historically have grown either by competing on deposit rates or through acquisitions that expand their deposit base. Commerce has the lowest deposit rates in each of the local markets it serves and has acquired no other banks, yet its growth rate is unparalleled. Its secret? Commerce differentiates itself on service. Explores the highly refined service model that guides the design of its operations and service features and considers the trade-offs involved in competing on service.
Keywords: Business Model;
Design;
Growth and Development Strategy;
Service Operations;
Competition;
Banking Industry;
Citation: Frei, Frances X., and Corey B. Hajim. " Commerce Bank." Harvard Business School Case 603-080, October 2006. (Revised from original December 2002 version.)
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Case
| HBS Case Collection
|
2006
(Revised from original 2002 version)
Great Dakota Bank: Online Banking
Frances X. Frei, Youngme E. Moon and Hanna Rodriguez-Farrar
In 2002, Great Dakota Bank's retail division is considering how heavily it should be promoting the company's online banking service. A recent promotional campaign appears to have significantly increased enrollments in online banking, but it is unclear whether the bank should continue to trade promotional incentives for online subscriptions. Contains data that force students to consider the impact of adding a new low-cost channel (the Internet) on consumer behavior; this analysis raises questions about whether the new channel does, in fact, lower the cost to serve customers.
Keywords: Banks and Banking;
Internet;
Customer Relationship Management;
Consumer Behavior;
Demand and Consumers;
Technological Innovation;
Customer Value and Value Chain;
Customer Satisfaction;
Management;
Service Operations;
Banking Industry;
Citation: Frei, Frances X., Youngme E. Moon, and Hanna Rodriguez-Farrar. " Great Dakota Bank: Online Banking." Harvard Business School Case 603-011, June 2006. (Revised from original August 2002 version.)
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Background Note
| HBS Case Collection
|
2006
Informing Service Management with Customer Data
Frances X. Frei and Dennis Campbell
Taught as the third module in a Harvard Business School course on Managing Service Operations. Explores the role of data analysis in ongoing service management. Describes how to realize the maximum amount of value from analyses and use this information in decision-making while overcoming associated organizational resistance. Also addresses common pitfalls to designing and applying data analysis methods.
Keywords: Decision Making;
Design;
Data and Data Sets;
Service Operations;
Mathematical Methods;
Value;
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Background Note
| HBS Case Collection
|
2006
Designing Sustainable Service Models
Frances X. Frei
Taught as the second module in a Harvard Business School course on Managing Service Operations. Addresses the challenge of designing service models that effectively incorporate a customer operating role, as well as how to align operations to deliver value to both the firm and the customer. Also explores the role of customer discretionary behavior as well as developing mechanisms to influence.
Keywords: Business Model;
Customers;
Design;
Managerial Roles;
Consumer Behavior;
Service Operations;
Power and Influence;
Value;
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Background Note
| HBS Case Collection
|
2006
(Revised from original 2002 version)
Economics of Retail Banking Note
Frances X. Frei and Dennis Campbell
Explains the financial operations of retail banking, highlighting profitability challenges facing the industry. For U.S. banks, it is quite common for more than half of the customer base to be unprofitable and to have relatively few customers make up the vast majority of profits. Attempts to explain how retail banks generate revenue and incur costs while serving their customer base.
Keywords: Customers;
Economics;
Cost;
Banks and Banking;
Profit;
Revenue;
Service Operations;
Banking Industry;
United States;
Citation: Frei, Frances X., and Dennis Campbell. " Economics of Retail Banking Note." Harvard Business School Background Note 602-153, March 2006. (Revised from original April 2002 version.)
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Exercise
|
2006
(Revised from original 2005 version)
Data Analysis Exercise
Frances X. Frei
Keywords: Operations;
Service Delivery;
Management;
Citation: Frei, Frances X. " Data Analysis Exercise." Harvard Business School Exercise 606-034, March 2006. (Revised from original August 2005 version.)
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Background Note
| HBS Case Collection
|
2006
Customer-Introduced Variability in Service Operations
Frances X. Frei
Presents a typology of customer-introduced variability and offers guidance on how to manage each type. Central to the ideas developed is how to mitigate the effects of the apparent trade-off between reducing variability and diminishing the service experience or accommodating variability and compromising operational efficiency.
Keywords: Customers;
Six Sigma;
Consumer Behavior;
Service Operations;
Performance Efficiency;
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Background Note
| HBS Case Collection
|
2006
Influencing Customer Behavior in Service Operations
Frances X. Frei and Amy C. Edmondson
Explores ways in which service firms can influence the behavior of their customers. Drawing from research on employee motivation and applying it to customer motivation, the note describes two levels of managerial control: instrumental control, which shapes behavior through the use of rational incentives, and normative control, which engages human emotions, motivating through the near-universal desire to be perceived in a positive light.
Keywords: Customers;
Governance Controls;
Consumer Behavior;
Service Operations;
Emotions;
Motivation and Incentives;
Power and Influence;
Service Industry;
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Case
| HBS Case Collection
|
2006
(Revised from original 2005 version)
Yum! Brands, Inc: A Corporate Do-Over
Frances X. Frei, Amy C. Edmondson, James Weber and Eliot Sherman
Describes the successful turnaround of the restaurant company Yum! Brands after its spin off from PepsiCo and covers how the company's leadership planned and executed on virtually every dimension of the employee experience. The main dilemma centers on what the company should do in terms of multibranding--housing two brands in one physical location.
Keywords: Product;
Brands and Branding;
Service Operations;
Expansion;
Trade;
Leadership Development;
Business or Company Management;
Food and Beverage Industry;
Retail Industry;
Citation: Frei, Frances X., Amy C. Edmondson, James Weber, and Eliot Sherman. " Yum! Brands, Inc: A Corporate Do-Over." Harvard Business School Case 606-041, January 2006. (Revised from original September 2005 version.)
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Case
| HBS Case Collection
|
2005
(Revised from original 2001 version)
eBay (A): The Customer Marketplace
Frances X. Frei and Hanna Rodriguez-Farrar
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.
Keywords: Customers;
Multi-Sided Platforms;
Problems and Challenges;
Opportunities;
Trust;
Internet;
Web Services Industry;
Citation: Frei, Frances X., and Hanna Rodriguez-Farrar. " eBay (A): The Customer Marketplace." Harvard Business School Case 602-071, September 2005. (Revised from original August 2001 version.)
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Case
| HBS Case Collection
|
2005
(Revised from original 2003 version)
Celebrity Cruises, Inc.: A Taste of Luxury
Frances X. Frei, Corey B. Hajim and Christian Hempell
Describes the complex operations of the cruise industry. Positioned between luxury cruise lines and mass market lines, Celebrity struggles to find ways to create customer loyalty and increase profitability.
Keywords: Customer Satisfaction;
Profit;
Product Positioning;
Operations;
Luxury;
Shipping Industry;
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Case
| HBS Case Collection
|
2005
(Revised from original 2001 version)
GuestFirst Hotel (B): Taking Advantage of Panel Data
Frances X. Frei and Dennis Campbell
Supplements the (A) case.
Keywords: Accommodations Industry;
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Case
| HBS Case Collection
|
2005
(Revised from original 2001 version)
Pilgrim Bank (C): Electronic Billpay
Frances X. Frei and Dennis Campbell
Supplements the (A) case.
Keywords: Information Technology;
Product;
Banking Industry;
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Case
| HBS Case Collection
|
2005
(Revised from original 2001 version)
Pilgrim Bank (A): Customer Profitability
Frances X. Frei and Dennis Campbell
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.
Keywords: Banks and Banking;
Customers;
Profit;
Banking Industry;
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Case
| HBS Case Collection
|
2005
(Revised from original 2001 version)
BigEast Bank (A): Credit Card Approval
Frances X. Frei and Dennis Campbell
BigEast is considering adopting a relationship-centric view in its credit card approval process. This would shift the bank's current practice of analyzing applications based on the merits of a single product to one where the customer's existing relationship is considered in the approval process.
Keywords: Customers;
Forecasting and Prediction;
Banks and Banking;
Data and Data Sets;
Managerial Roles;
Relationships;
Adoption;
Banking Industry;
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Case
| HBS Case Collection
|
2005
(Revised from original 2001 version)
Pilgrim Bank (B): Customer Retention
Frances X. Frei and Dennis Campbell
Supplements the (A) case.
Keywords: Customer Relationship Management;
Banking Industry;
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Case
| HBS Case Collection
|
2005
(Revised from original 2001 version)
Store24 (A): Managing Employee Retention
Frances X. Frei and Dennis Campbell
Provides a retailing context in which employee retention strategies are explored through analyzing detailed store-level data.
Keywords: Retention;
Management Analysis, Tools, and Techniques;
Data and Data Sets;
Strategy;
Mathematical Methods;
Retail Industry;
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Case
| HBS Case Collection
|
2005
(Revised from original 2005 version)
Zipcar: Influencing Customer Behavior
Frances X. Frei and Hanna Rodriguez-Farrar
At Zipcar, customers share the use of cars and, as a result, rely on each other for their service experience. Customers are required to keep the car clean and the gas tank full and to return the car on time. Told from the perspective of two customers: Sal Fishman, who has a car and is running late at an interview, and Anita Karr, who has just arrived at her reserved car's empty parking spot.
Citation: Frei, Frances X., and Hanna Rodriguez-Farrar. " Zipcar: Influencing Customer Behavior." Harvard Business School Case 605-054, June 2005. (Revised from original January 2005 version.)
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Background Note
| HBS Case Collection
|
2005
(Revised from original 2005 version)
Simple Regression Mathematics
Frances X. Frei and Dennis Campbell
Describes the underlying mathematics of regression.
Keywords: Mathematical Methods;
Citation: Frei, Frances X., and Dennis Campbell. " Simple Regression Mathematics." Harvard Business School Background Note 605-061, March 2005. (Revised from original February 2005 version.)
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Class Lecture
|
2004
Capitalizing on the Power of the Customer
Frances X. Frei
Keywords: Customers;
Competitive Advantage;
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Case
| HBS Case Collection
|
2004
(Revised from original 2001 version)
Rapid Rewards at Southwest Airlines
Frances X. Frei and Corey B. Hajim
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.
Citation: Frei, Frances X., and Corey B. Hajim. " Rapid Rewards at Southwest Airlines." Harvard Business School Case 602-065, August 2004. (Revised from original September 2001 version.)
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Case
| HBS Case Collection
|
2004
(Revised from original 2001 version)
Innovation at Progressive (B): Homeowners Insurance
Frances X. Frei and Hanna Rodriguez-Farrar
Analyzes whether Progressive, strictly an auto insurer, should enter the home owner's insurance market. The critical decision is whether the competencies that made Progressive succeed in the auto insurance industry can translate to the home owner's insurance industry.
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Case
| HBS Case Collection
|
2004
(Revised from original 2002 version)
Innovation at Progressive (A): Pay-As-You-Go Insurance
Frances X. Frei and Hanna Rodriguez-Farrar
Consumer auto insurance is a price-sensitive industry in which customers rarely pay a premium to a provider even for additional service features. Progressive spends more on additional service features than its competitors do; consumers don't pay extra for these features, yet the company makes money on a product its competitors often do not. Central to Progressive's success is its ability (a) to turn operational savings into value-added service and (b) to capitalize on its unique competencies through clever service design. Progressive is considering a national rollout of Autograph, a pay-as-you-go insurance service offering that recently completed a successful pilot in Texas.
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Case
| HBS Case Collection
|
2004
(Revised from original 2001 version)
Ninth House: e-Learning Software
Amy C. Edmondson, Frances X. Frei and Corey B. Hajim
Jeff Snipes, CEO of the Ninth House Network, a San Francisco-based E-Learning company, considers a strategy shift to address a recent slump in sales and to attract more customers. The revised strategy would require creating shorter, more directed content that could be delivered cheaply and quickly. A CD-ROM was being built as well to address customer concerns about bandwidth. The sales team was considering a narrow focus on companies with a connection to broadband services. But how would this affect the Ninth House culture? Would the organizational structure have to change? Would new content require a different selling model?
Citation: Edmondson, Amy C., Frances X. Frei, and Corey B. Hajim. " Ninth House: e-Learning Software." Harvard Business School Case 601-047, January 2004. (Revised from original January 2001 version.)
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Class Lecture
| 2004
Capitalizing on the Power of the Customer
Frances X. Frei
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Case
| HBS Case Collection
|
2003
(Revised from original 2002 version)
Intrawest Corporation
Frances X. Frei, Daniel Rethazy and Corey B. Hajim
Describes the dilemma surrounding Intrawest's growth strategy for the future. The organization must decide whether to continue its present development tactic or use its expertise to diversify its resort products in terms of location and type or spin off associated services such as reservation and real estate sales systems.
Citation: Frei, Frances X., Daniel Rethazy, and Corey B. Hajim. " Intrawest Corporation." Harvard Business School Case 603-001, January 2003. (Revised from original September 2002 version.)
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Case
| HBS Case Collection
|
2002
(Revised from original 2002 version)
Transformation at the IRS
Amy C. Edmondson, Frances X. Frei and Corey B. Hajim
Describes the service transformation occurring at the U.S. Internal Revenue Service. Plagued by a history of poor service, enormous complexity, and an insular employee base, the 100,000-person organization grapples with a turnaround process that attempts to change virtually every aspect of the organization, including IT systems, This case includes information regarding share services organizational structure, organizational culture, and customer service. This case includes information regarding shared services.
Citation: Edmondson, Amy C., Frances X. Frei, and Corey B. Hajim. " Transformation at the IRS." Harvard Business School Case 603-010, November 2002. (Revised from original September 2002 version.)
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Case
| HBS Case Collection
|
2002
(Revised from original 2001 version)
Virgin Group, The: Filling in the Value Gap
Frances X. Frei, Hanna Rodriguez-Farrar and Corey B. Hajim
Chronicles the successes and failures of the Virgin Group. By examining these examples, students discover attributes of Virgin's overall service concept, which, at its core, competes on quality rather than on price. Students are challenged to consider how Virgin might extend its operations into the U.S. market.
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Case
| HBS Case Collection
|
2002
(Revised from original 2002 version)
Orient-Express Hotels
Frances X. Frei and Corey B. Hajim
Describes how a hotel and leisure company provides high-end service through its distinctive hotels and trains. Provides an opportunity to learn about the company's unusual quality practices and puts into doubt the unquestioned use of well-known practices, such as managing for consistency, offering incentives based on nonfinancial measures, and creating a unified message for a high-end brand. The main dilemma is whether the company should develop a loyalty program across its collection of hotels.
Keywords: Service Operations;
Quality;
Management;
Opportunities;
Practice;
Programs;
Motivation and Incentives;
Brands and Branding;
Service Industry;
Accommodations Industry;
Citation: Frei, Frances X., and Corey B. Hajim. " Orient-Express Hotels." Harvard Business School Case 603-024, October 2002. (Revised from original September 2002 version.)
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Teaching Note
| HBS Case Collection
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2002
(Revised from original 2002 version)
Creating New Services, Module Overview Note TN
Frances X. Frei
Taught in Managing Service Operations, an elective course in the Harvard Business School MBA program. Appropriate for any service course or service module within an operations or new product development course that targets MBA or executive education students. Supplements case teaching notes and provides guidance in the positioning of the cases and in the overarching themes.
Keywords: Service Operations;
Product Development;
Business Education;
Product Positioning;
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Case
| HBS Case Collection
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2002
Abercrombie & Kent
Frances X. Frei, Brian Corbett, Mark Partin and Daniel Rethazy
Describes Abercrombie & Kent, the outdoor adventure company that has provided services throughout the entire history of the outdoor adventure industry. Provides an opportunity to learn how the company successfully grown into a premier player in the industry by adapting to the maturing needs of its customer base. The dilemma is to determine what the company should do now that its target market has aged and the primary growth in the industry is with younger travelers.
Keywords: History;
Financial Management;
Activity Based Costing and Management;
Service Operations;
Marketing Reference Programs;
Product Development;
Business Growth and Maturation;
Balance and Stability;
Marketing Channels;
Transportation;
Growth and Development Strategy;
Travel Industry;
Citation: Frei, Frances X., Brian Corbett, Mark Partin, and Daniel Rethazy. " Abercrombie & Kent." Harvard Business School Case 603-002, September 2002.
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Case
| HBS Case Collection
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2002
eBay (C): PayPal Merger
Frances X. Frei and Hanna Rodriguez-Farrar
Supplements the (A) case.
Keywords: Mergers and Acquisitions;
Internet;
Web Services Industry;
Financial Services Industry;
Citation: Frei, Frances X., and Hanna Rodriguez-Farrar. " eBay (C): PayPal Merger." Harvard Business School Case 603-042, August 2002.
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Case
| HBS Case Collection
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2002
(Revised from original 2002 version)
eBay (B): Combating Fraud
Frances X. Frei and Hanna Rodriguez-Farrar
Supplements the (A) case.
Keywords: Crime and Corruption;
Management;
Web Services Industry;
Citation: Frei, Frances X., and Hanna Rodriguez-Farrar. " eBay (B): Combating Fraud." Harvard Business School Case 602-152, July 2002. (Revised from original April 2002 version.)
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Case
| HBS Case Collection
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2002
(Revised from original 2001 version)
Fraud Prevention at Omni Bank
Frances X. Frei and Hanna Rodriguez-Farrar
Omni Bank is undergoing a merger and has two important decisions ahead. First, should it enforce the use of its model-driven approach to interacting with customers at the recently acquired Friends Savings and Loan branches. Friends has a culture of personal touch with its customers and there will likely be resistance to impersonal changes. However, the impersonal models are much better at detecting fraud, which is increasing in the banking industry. The second decision is whether to use biometrics to help prevent fraud. Biometrics, such as eye and finger scans, can virtually wipe out certain types of fraud, but its implementation has serious consequences in terms of managing customer relationships.
Keywords: Mergers and Acquisitions;
Business Model;
Crime and Corruption;
Customer Relationship Management;
Decisions;
Banks and Banking;
Banking Industry;
Citation: Frei, Frances X., and Hanna Rodriguez-Farrar. " Fraud Prevention at Omni Bank." Harvard Business School Case 602-068, July 2002. (Revised from original September 2001 version.)
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Case
| HBS Case Collection
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2002
(Revised from original 2000 version)
Oracle Corporation
Frances X. Frei and Hanna Rodriguez-Farrar
Oracle Corp., the world's second-largest independent software company (behind Microsoft) was the world's dominant supplier of database software. Oracle also sold application software, such as the popular enterprise resource planning and customer relationship management applications. This case explores how, in less than one year, Oracle trimmed $1 billion in its internal cost structure. Nearly every aspect of Oracle's business, including operations, sales, and fulfillment, was affected. While reducing costs, Oracle also attempted to create a "pull" environment for sales by touting the results of using its own products as an example of potential cost savings. By understanding how Oracle reduced its internal expenses through automating, standardizing, and centralizing its internal and external business processes, students explore several questions: 1) When is off-the-shelf software appropriate for implementation, and when does "best of breed" or custom software make more sense? 2) How does delivering application hosting services differ from traditional software development?
Citation: Frei, Frances X., and Hanna Rodriguez-Farrar. " Oracle Corporation." Harvard Business School Case 601-043, May 2002. (Revised from original November 2000 version.)
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Teaching Note
| HBS Case Collection
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2002
(Revised from original 2000 version)
Oracle Corporation TN
Frances X. Frei and Hanna Rodriguez-Farrar
Teaching Note for (9-601-043).
Keywords: Information Technology Industry;
Citation: Frei, Frances X., and Hanna Rodriguez-Farrar. " Oracle Corporation TN." Harvard Business School Teaching Note 601-089, May 2002. (Revised from original December 2000 version.)
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Case
| HBS Case Collection
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2002
(Revised from original 2000 version)
FleetBoston Financial: Online Banking
Frances X. Frei and Hanna Rodriguez-Farrar
As the ninth largest bank holding company in the United States in 2000, FleetBoston Financial Corp. provided a myriad of financial services, including retail banking, loan origination, and brokerage accounts. This case explores how FleetBoston responded to the Internet and the rise of new competition from both within and outside the banking industry. The majority of the case acquaints students with how customers interact with financial services, how these firms make money, and what are their challenges and opportunities. The majority of retail banking customers are unprofitable, making for a unique operating environment in which innovations are consistently aimed at reducing costs. Because customer behavior contributes directly to costs, innovations center on providing lower cost channels for customer transactions. Unfortunately, each new channel increases overall costs, and banks are still faced with reducing costs. In addition, the Internet has given rise to new competitors, many with lower cost structures and revenue potential outside banking.
Keywords: Business Model;
Borrowing and Debt;
Cost Management;
Banks and Banking;
Consumer Behavior;
Service Operations;
Competition;
Online Technology;
Banking Industry;
United States;
Citation: Frei, Frances X., and Hanna Rodriguez-Farrar. " FleetBoston Financial: Online Banking." Harvard Business School Case 601-042, May 2002. (Revised from original November 2000 version.)
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Teaching Note
| HBS Case Collection
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2002
(Revised from original 2001 version)
FleetBoston Financial: Online Banking TN
Frances X. Frei and Hanna Rodriguez-Farrar
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Case
| HBS Case Collection
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2002
(Revised from original 2000 version)
Gateway: Moving Beyond the Box
Frances X. Frei, Youngme E. Moon and Hanna Rodriguez-Farrar
Gateway has opened retail stores to differentiate itself from its competitors (e.g., Dell). Describes how the company has created an excellent service experience, but has struggled financially as a result.
Keywords: Marketing Strategy;
Service Delivery;
Information Technology;
Service Operations;
Competitive Strategy;
Distribution Channels;
Corporate Finance;
Computer Industry;
Electronics Industry;
United States;
Citation: Frei, Frances X., Youngme E. Moon, and Hanna Rodriguez-Farrar. " Gateway: Moving Beyond the Box." Harvard Business School Case 601-038, May 2002. (Revised from original July 2000 version.)
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Case
| HBS Case Collection
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2002
(Revised from original 2001 version)
Innovation at Progressive (C): Auto Repair
Frances X. Frei and Hanna Rodriguez-Farrar
Analyzes whether Progressive should enter the auto repair industry. The critical decision is whether the competencies that made Progressive succeed in the auto insurance industry can translate to the auto repair industry.
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Case
| HBS Case Collection
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2001
(Revised from original 2001 version)
Vicinity Corporation: Turning Web Traffic into Store Traffic
Frances X. Frei, David Margalit and Amanda Yelsh
Vicinity uses its Internet and m-commerce technology to help drive traffic into its customers' physical distribution outlets. The company has terrific technology and is seemingly successful in getting more consumers into its customers' stores, yet it is in a precarious position. To date, Vicinity has not been able to identify which consumers it has influenced to go to the retail outlets. Without this ability, Vicinity can continue to get subscription-based fees from its customers but cannot get the much needed transaction-based fees. At the time of the case, Vicinity is in an unstable financial position and is facing the difficult dilemma of "closing the loop" and positively identifying consumers at the point of sale.
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Case
| HBS Case Collection
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2001
(Revised from original 2001 version)
Club Med (C): The "Re-New" Plan
Frances X. Frei, Daniel Rethazy and Hanna Rodriguez-Farrar
Supplements the (A) and (B) cases.
Keywords: Business Subsidiaries;
Industry Structures;
Competitive Advantage;
Organizational Culture;
Cost;
Customer Satisfaction;
Accommodations Industry;
United States;
Citation: Frei, Frances X., Daniel Rethazy, and Hanna Rodriguez-Farrar. Club Med (C): The " Re-New" Plan. Harvard Business School Case 602-089, November 2001. (Revised from original October 2001 version.)
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