Youngme Moon
Donald K. David Professor of Business Administration
Senior Associate Dean, Chair, MBA Program
Youngme Moon is the Donald K. David Professor of Business Administration and Senior Associate Dean, Chair of the MBA Program, at Harvard Business School.
At HBS, Professor Moon teaches in both the MBA program and a number of Executive Education programs. She has received the HBS Student Association Faculty Award for teaching excellence on multiple occasions; she is also the inaugural recipient of the Hellman Faculty Fellowship, awarded for distinction in research.
Professor Moon's research and course development focuses on the intersection of business, branding, and culture. Her bestselling first book, Different, was published by Crown Business/Random House in 2010. (To view the book trailer, CLICK HERE.) Her ideas have been published in a variety of journals, including the Harvard Business Review, and she has published case studies on companies ranging from Microsoft to IKEA to Intel.
Professor Moon serves on the Board of Directors of Avid Technology, and is a former member of the Board of Governors for the American Red Cross. She received her Ph.D. from Stanford University, her M.A. from Stanford University, and her B.A. from Yale University. Prior to joining HBS, she was on the faculty at MIT. She lives in Brookline with her husband and two sons.
To visit her personal website, visit: www.youngmemoon.com
Youngme Moon is the Donald K. David Professor of Business Administration and Senior Associate Dean, Chair of the MBA Program, at Harvard Business School.
At HBS, Professor Moon teaches in both the MBA program and a number of Executive Education programs. She has received the HBS Student Association Faculty Award for teaching excellence on multiple occasions; she is also the inaugural recipient of the Hellman Faculty Fellowship, awarded for distinction in research.
Professor Moon's research and course development focuses on the intersection of business, branding, and culture. Her bestselling first book, Different, was published by Crown Business/Random House in 2010. (To view the book trailer, CLICK HERE.) Her ideas have been published in a variety of journals, including the Harvard Business Review, and she has published case studies on companies ranging from Microsoft to IKEA to Intel.
Professor Moon serves on the Board of Directors of Avid Technology, and is a former member of the Board of Governors for the American Red Cross. She received her Ph.D. from Stanford University, her M.A. from Stanford University, and her B.A. from Yale University. Prior to joining HBS, she was on the faculty at MIT. She lives in Brookline with her husband and two sons.
To visit her personal website, visit: www.youngmemoon.com
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Book
| 2010
Different: Escaping the Competitive Herd
Youngme Moon
Every few years a book-through a combination of the author's unique voice, storytelling ability, spirit, and insight-simply breaks the mold. Youngme Moon's DIFFERENT is that kind of book, a book for "people who don't read business books...," a book that feels like an intimate conversation with a friend who has thought deeply about how the world works, and who inspires you to look at that world with new clarity. If there is one strain of conventional wisdom pervading every company in every industry, it is the importance of competing hard to differentiate yourself from the competition. And yet going head-to-head with the competition-with respect to features, product augmentations, and so on-has the perverse effect of making you just like everyone else. Youngme's message is simple: Get off the competitive treadmill that's taking you nowhere. Aspire to offer the world something that is meaningfully different—different in a manner that is both fundamental and comprehensive. Along the way, this award-winning teacher and scholar draws on lessons from her research, her case studies on companies such as IKEA and Google, and her experiences in the classroom to weave stories of iconoclasm and nonconformity, of imagination and delight. The result is a breathtakingly astute deconstruction of the strange and wonderful culture in which we live and consume..., a take on differentiation unlike any other found in business today. DIFFERENT shows how to succeed in a world where conformity reigns... but exceptions rule. It is also a stirring reminder of something that we too often forget: That business is, at heart, a profoundly human endeavor... which means that an essential requirement for any businessperson—in any market, in any economy—is an acute sensitivity to what makes us all spin.
Keywords: Communication Intention and Meaning;
Entrepreneurship;
Innovation and Invention;
Marketing;
Creativity;
Competition;
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Teaching Note
| HBS Case Collection
|
2009
(Revised from original 2009 version)
(PRODUCT) RED (TN) (A) and (B)
Michael I. Norton and Youngme E. Moon
Teaching Note for [509013 and 509014].
Citation: Norton, Michael I., and Youngme E. Moon. " (PRODUCT) RED (TN) (A) and (B)." Harvard Business School Teaching Note 509-054, April 2009. (Revised from original April 2009 version.)
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Case
| HBS Case Collection
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2009
The Hotel Bed Wars
Youngme E. Moon
This case describes the start of The Hotel Bed Wars, the competition among hotel chains to attract customers by offering better and more elaborate bedding. The case is written from the standpoint of Starwood Hotels & Resorts, which is credited with starting The Hotel Bed Wars with its introduction of The Heavenly Bed in its Westin hotels and resorts.
Keywords: Competitive Strategy;
Problems and Challenges;
Customization and Personalization;
Customers;
Accommodations Industry;
Citation: Moon, Youngme E. "The Hotel Bed Wars." Harvard Business School Case 509-059, March 2009.
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Supplement
| HBS Case Collection
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2009
(PRODUCT) RED Video (A) & (B)
Youngme E. Moon and Michael I. Norton
Keywords: Media;
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Case
| HBS Case Collection
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2009
(Revised from original 2008 version)
(PRODUCT) RED (A)
Youngme E. Moon, Michael I. Norton and David Chen
Describes the launch and initial results of the (PRODUCT) RED campaign, a social marketing initiative conceived by U2's Bono and Bobby Shriver to combat AIDS in sub-Saharan Africa. The company licensed the (RED) brand to partner companies, which initially included Gap, Apple, Motorola, Armani, and American Express. The business model was structured to benefit partner companies by increasing consumer purchases—of (RED)-branded products such as red iPods and phones—while also resulting in increased donations to the Global Fund.
Keywords: Investment Funds;
Giving and Philanthropy;
Brands and Branding;
Marketing Strategy;
Social Marketing;
Social Enterprise;
Africa;
Citation: Moon, Youngme E., Michael I. Norton, and David Chen. " (PRODUCT) RED (A)." Harvard Business School Case 509-013, February 2009. (Revised from original July 2008 version.)
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Supplement
| HBS Case Collection
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2009
(Revised from original 2008 version)
(PRODUCT) RED (B)
Youngme E. Moon, Michael I. Norton and David Chen
Updates the (PRODUCT) RED (A) case through early 2008, including announcements of new partner relationships (with Hallmark, Microsoft, and Dell) as well as new communications initiatives.
Keywords: Communication;
Brands and Branding;
Marketing Strategy;
Social Marketing;
Partners and Partnerships;
Social Enterprise;
Africa;
Citation: Moon, Youngme E., Michael I. Norton, and David Chen. " (PRODUCT) RED (B)." Harvard Business School Supplement 509-014, February 2009. (Revised from original July 2008 version.)
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Case
| HBS Case Collection
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2009
VOSS Artesian Water from Norway
Youngme E. Moon, Gail J. McGovern, Daniela Beyersdorfer and Vincent Marie Dessain
VOSS is a Norwegian bottled water company that produces one of the world's purest drinking waters, sold at an ultra-premium price in a sleek cylindrical glass bottle of minimalist design. In the U.S. (the company's primary market), VOSS's high-end brand presence is strongest in on-premise locations-specifically, top-of-the-line restaurants, hotels, and clubs. The brand has only recently begun penetrating the off-premise channel. In June 2007, Ole Christian Sandberg, VOSS's founder and head of U.S. operations, is considering how to grow the brand. The key question is whether VOSS should increase its distribution in the off-premise channel. Will this diminish VOSS's high-end brand cachet? A related question is whether VOSS should begin expanding its portfolio by offering, for example, flavored water for the rapidly evolving U.S. bottled water market.
Keywords: Brands and Branding;
Marketing Channels;
Marketing Strategy;
Product;
Luxury;
Food and Beverage Industry;
Norway;
United States;
Citation: Moon, Youngme E., Gail J. McGovern, Daniela Beyersdorfer, and Vincent Marie Dessain. " VOSS Artesian Water from Norway." Harvard Business School Case 509-040, January 2009.
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Case
| HBS Case Collection
|
2007
(Revised from original 2006 version)
Google Advertising
Youngme E. Moon and David Chen
In mid-2006, Google is the number one search engine in America with 99% of its revenues deriving from its simple, text-only advertising services. It is on track to bring in roughly $9.5 billion in advertising revenue in 2006, which would place it fourth among American media companies in total ad sales, ahead of giants such as NBC Universal and Time Warner. However, it has also begun to explore new ways to expand its online advertising model, experimenting with more elaborate forms of advertising (involving graphics, animation, and video). Google has also begun exploring the radio/television advertising space. Each of these forays is raising a number of key questions for Google, including whether it is possible to reconcile these advertising formats with its current business philosophy.
Keywords: Online Advertising;
Disruptive Innovation;
Media;
Expansion;
Search Technology;
Advertising Industry;
United States;
Citation: Moon, Youngme E., and David Chen. " Google Advertising." Harvard Business School Case 507-038, October 2007. (Revised from original October 2006 version.)
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Case
| HBS Case Collection
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2007
(Revised from original 2004 version)
Sony EyeToy
Anita Elberse and Youngme E. Moon
In early 2004, less than a year after its launch, Sony's EyeToy, a unique video gaming concept, had become a tremendous success across Europe. Developed for use with Sony's PlayStation 2 console, the revolutionary technology allowed users standing in front of a small camera to interact with game objects appearing on a television screen just by moving their bodies. Sales for the first EyeToy product ("Play"), a bundle of the camera and software, exceeded all expectations. However, sales for the second product ("Groove") were disappointing. Was it time for the EyeToy team to rethink its product development and marketing strategy? How could the team sustain EyeToy's initial success and prove that the concept was not a fad?
Keywords: Games, Gaming, and Gambling;
Growth and Development Strategy;
Brands and Branding;
Marketing Strategy;
Product Launch;
Product Development;
Performance Improvement;
Software;
Entertainment and Recreation Industry;
Europe;
Citation: Elberse, Anita, and Youngme E. Moon. " Sony EyeToy." Harvard Business School Case 505-024, March 2007. (Revised from original July 2004 version.)
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Teaching Note
| HBS Case Collection
|
2007
(Revised from original 2005 version)
Sony EyeToy (TN)
Anita Elberse and Youngme E. Moon
Teaching Note to (9-505-024).
Keywords: Electronics Industry;
Citation: Elberse, Anita, and Youngme E. Moon. " Sony EyeToy (TN)." Harvard Business School Teaching Note 505-074, March 2007. (Revised from original May 2005 version.)
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Class Lecture
|
2007
Brand Positioning (FSS)
Youngme E. Moon
Keywords: Brands and Branding;
Product Positioning;
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Case
| HBS Case Collection
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2006
(Revised from original 2004 version)
PROPECIA TM: Helping Make Hair Loss History
Marta Wosinska and Youngme E. Moon
In late 1997, Tom Casola, brand manager for Propecia, debates the best approach to market this breakthrough one-a-day pill for hair loss. This launch would be atypical for a prescription drug because of the key position of the consumer. As a result, the team's experience of past launches has little bearing on how its two available instruments, physician detailing and direct-to-consumer advertising, might play out in this case. Three issues present themselves as new: the form of advertising, the consumer message, and the balance between consumer and physician marketing efforts. The ensuing discussion allows participants to explore the goals of and interdependence between various marketing instruments.
Keywords: Advertising;
Communication Strategy;
Customers;
Marketing Communications;
Marketing Strategy;
Product Launch;
Product;
Performance Effectiveness;
Problems and Challenges;
Quality;
Pharmaceutical Industry;
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Case
| HBS Case Collection
|
2006
(Revised from original 2002 version)
Aqualisa Quartz: Simply a Better Shower
Youngme E. Moon and Kerry Herman
Harry Rawlinson is managing director of Aqualisa, a major U.K. manufacturer of showers. He has just launched the most significant shower innovation in recent history: the Quartz shower. The shower provides significant improvements in terms of quality, cost, and ease of installation. In product testing, the Quartz shower received rave reviews from both consumers and plumbers alike. However, early sales of the Quartz have been disappointing. Rawlinson is now faced with some key decisions about whether to change his channel strategy, promotional strategy, and the overall positioning of the product in the context of his existing product line.
Keywords: Problems and Challenges;
Product Launch;
Consumer Behavior;
Product Positioning;
Technological Innovation;
Decision Choices and Conditions;
Sales;
Strategy;
Manufacturing Industry;
Consumer Products Industry;
United Kingdom;
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Case
| HBS Case Collection
|
2006
(Revised from original 2003 version)
Starbucks: Delivering Customer Service
Youngme E. Moon and John A. Quelch
Starbucks, the dominant specialty-coffee brand in North America, must respond to recent market research indicating that the company is not meeting customer expectations in terms of service. To increase customer satisfaction, the company is debating a plan that would increase the amount of labor in the stores and theoretically increase speed-of-service. However, the impact of the plan (which would cost $40 million annually) on the company's bottom line is unclear.
Keywords: Customer Focus and Relationships;
Customer Satisfaction;
Profit;
Recruitment;
Marketing Strategy;
Service Operations;
Performance Improvement;
Planning;
Food and Beverage Industry;
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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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Teaching Note
| HBS Case Collection
|
2006
(Revised from original 2006 version)
Cabo San Viejo: Rewarding Loyalty (TN)
Youngme E. Moon
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Module Note
|
2006
(Revised from original 2005 version)
Rethinking Customer Satisfaction
Youngme E. Moon
Outlines the structure and content of a six-session module that explores the negative dynamics that can result when firm profitability becomes disconnected from customer satisfaction.
Keywords: Customer Satisfaction;
Citation: Moon, Youngme E. " Rethinking Customer Satisfaction." Harvard Business School Module Note 506-046, March 2006. (Revised from original December 2005 version.)
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Teaching Note
| HBS Case Collection
|
2006
(Revised from original 2004 version)
Vans: Skating on Air (TN)
Youngme E. Moon
Teaching Note to (9-502-077).
Keywords: Apparel and Accessories Industry;
Citation: Moon, Youngme E. " Vans: Skating on Air (TN)." Harvard Business School Teaching Note 505-008, March 2006. (Revised from original July 2004 version.)
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Teaching Note
| HBS Case Collection
|
2006
(Revised from original 2004 version)
The Birth of the Swatch (TN)
Youngme E. Moon
Teaching Note to (2-504-096).
Keywords: History;
Fashion Industry;
Citation: Moon, Youngme E. " The Birth of the Swatch (TN)." Harvard Business School Teaching Note 505-010, March 2006. (Revised from original July 2004 version.)
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Module Note
|
2006
(Revised from original 2005 version)
Rethinking Positioning
Youngme E. Moon
Outlines the structure and content of a six-session module that introduces students to a nontraditional approach to positioning strategy.
Keywords: Product Positioning;
Brands and Branding;
Marketing;
Citation: Moon, Youngme E. " Rethinking Positioning." Harvard Business School Module Note 506-025, March 2006. (Revised from original October 2005 version.)
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Course Overview Note
|
2006
Consumer Marketing: Rethinking the Core
Youngme E. Moon
Outlines the structure and content of an advanced MBA course entitled Consumer Marketing: Rethinking the Core. The course, which is part of the second-year curriculum at the Harvard Business School, focuses on a reexamination of several fundamental marketing paradigms that represent a significant piece of what is commonly regarded as the marketing core. Intended for advanced MBA students who have already completed their introductory marketing studies.
Keywords: Marketing;
Consumer Behavior;
Citation: Moon, Youngme E. "Consumer Marketing: Rethinking the Core." Harvard Business School Course Overview Note 506-059, March 2006.
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Teaching Note
| HBS Case Collection
|
2006
American Legacy: Beyond the Truth Campaign (TN)
Youngme E. Moon
Keywords: Advertising Campaigns;
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Teaching Note
| HBS Case Collection
|
2006
Alessi: Evolution of an Italian Design Factory (A)-(D) (TN)
Youngme E. Moon
Keywords: Fashion Industry;
Italy;
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Teaching Note
| HBS Case Collection
|
2006
Online Music Distribution in a Post-Napster World (TN)
Youngme E. Moon
Keywords: Online Technology;
Music Industry;
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Case
| HBS Case Collection
|
2006
Cabo San Viejo: Rewarding Loyalty
Youngme E. Moon, Gail J. McGovern and Seth Schulman
In 2005, Cabo San Viejo, a premier health and fitness spa resort located in Palm Springs, California, is debating whether to introduce a Customer Rewards Program. Describes the customer management challenges the firm is facing and outlines the various ways in which a rewards program might be structured to help address those challenges.
Keywords: Debates;
Customer Relationship Management;
Marketing Strategy;
Problems and Challenges;
Adoption;
Value Creation;
Health Industry;
California;
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Teaching Note
| HBS Case Collection
|
2006
(Revised from original 2004 version)
Inside Intel Inside (TN)
Youngme E. Moon
Teaching Note to (9-502-083).
Keywords: Semiconductor Industry;
Citation: Moon, Youngme E. " Inside Intel Inside (TN)." Harvard Business School Teaching Note 504-093, March 2006. (Revised from original April 2004 version.)
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Teaching Note
| HBS Case Collection
|
2006
(Revised from original 2004 version)
Ikea Invades America (TN)
Youngme E. Moon
Teaching Note to (2-504-094).
Keywords: Retail Industry;
Consumer Products Industry;
Citation: Moon, Youngme E. " Ikea Invades America (TN)." Harvard Business School Teaching Note 504-095, March 2006. (Revised from original April 2004 version.)
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Teaching Note
| HBS Case Collection
|
2006
(Revised from original 2003 version)
BMWFilms (TN)
Youngme E. Moon
Teaching Note for (9-502-046).
Keywords: Auto Industry;
United States;
Citation: Moon, Youngme E. " BMWFilms (TN)." Harvard Business School Teaching Note 503-073, February 2006. (Revised from original February 2003 version.)
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Module Note
|
2006
(Revised from original 2005 version)
Rethinking Branding
Youngme E. Moon
The classical branding paradigm assumes that brands should be built to last and that the role of the brand manager is to protect the long-term sustainability of the brand. Outlines the structure and content of an eight-session module that offers a more expansive perspective on branding. Contrasts two paradigms of brand management that have historically corresponded to two different worlds of consumer marketing: the classical brand management paradigm, which has traditionally been associated with the world of consumer goods; and the "hit marketing paradigm," which has traditionally been associated with the world of mass creative industries such as fashion and entertainment. If the underlying assumption in the former is that brands should be built to last, the underlying assumption in the latter is that a brand's popularity will be short-lived. Using a series of case studies, this module contends that the paradigmatic separation between the two worlds has attenuated over time. Suggests a formal synthesis of the two paradigms. Central to this synthesis is the idea that, regardless of the type of industry in which a firm competes, there are circumstances under which a firm is better off operating under an assumption of the sustainability of demand, whereas there are other circumstances under which it is better off assuming that demand for its brand is bound to be perishable.
Keywords: Brands and Branding;
Citation: Moon, Youngme E. " Rethinking Branding." Harvard Business School Module Note 506-039, February 2006. (Revised from original November 2005 version.)
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Teaching Note
| HBS Case Collection
|
2006
(Revised from original 2003 version)
NTT DoCoMo: Marketing i-mode (TN)
Youngme E. Moon
Teaching Note for (9-502-031).
Keywords: Telecommunications Industry;
Japan;
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Teaching Note
| HBS Case Collection
|
2005
(Revised from original 2003 version)
Sony AIBO: The World's First Entertainment Robot (TN)
Youngme E. Moon
Teaching Note for (9-502-010).
Keywords: Technology Industry;
Japan;
United States;
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Teaching Note
| HBS Case Collection
|
2005
(Revised from original 2004 version)
Microsoft: Positioning the Tablet PC (TN)
Youngme E. Moon
Teaching Note to (9-502-051).
Keywords: Product Positioning;
Computer Industry;
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Teaching Note
| HBS Case Collection
|
2005
(Revised from original 2003 version)
Electronic Arts Introduces The Sims Online (TN)
Youngme E. Moon
Teaching Note for (9-503-008).
Keywords: Entertainment and Recreation Industry;
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Teaching Note
| HBS Case Collection
|
2005
(Revised from original 2004 version)
Burberry (TN)
Youngme E. Moon
Teaching Note to (9-504-048).
Keywords: Apparel and Accessories Industry;
Citation: Moon, Youngme E. " Burberry (TN)." Harvard Business School Teaching Note 505-007, November 2005. (Revised from original July 2004 version.)
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Case
| HBS Case Collection
|
2005
(Revised from original 2001 version)
Sony AIBO: The World's First Entertainment Robot
Youngme E. Moon
The Sony AIBO is the world's first "entertainment" robot. Positioned as a household "companion," the $1,500 AIBO has become a smash hit in Japan, appealing to both the young and the old, including those with little technical expertise. In the United States, the AIBO is in hot demand among "techies" infatuated with high-tech gadgets; however, it has yet to catch on with the mainstream. The task for Takeshi Yazawa, VP and general manager of Sony Entertainment Robot America, is to figure out how to market the AIBO to the American masses. Includes color exhibits.
Keywords: Experience and Expertise;
Entertainment;
Innovation Strategy;
Leadership;
Marketing Strategy;
Technology;
Technology Industry;
Japan;
United States;
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Case
| HBS Case Collection
|
2005
(Revised from original 1999 version)
Autobytel.com
Youngme E. Moon
Autobytel enjoys first-mover advantage in the Internet new car buying space. According to a number of metrics, it is the online leader in this category. However, a number of competitors have sprung up, raising questions about the long-term viability of Autobytel's purchase referral model. In addition, Autobytel is struggling to accelerate revenue growth. The company has launched several new services and is now seeking to reposition itself in the market.
Keywords: Growth and Development Strategy;
Internet;
Marketing Channels;
Strategy;
Online Technology;
Competition;
Business Model;
Service Operations;
Budgets and Budgeting;
Growth and Development;
Auto Industry;
Citation: Moon, Youngme E. " Autobytel.com." Harvard Business School Case 500-015, October 2005. (Revised from original October 1999 version.)
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Case
| HBS Case Collection
|
2005
(Revised from original 2002 version)
BMWFilms
Youngme E. Moon and Kerry Herman
Jim McDowell, VP of marketing at BMW North America, is debating how to follow up the success of his latest marketing campaign, "BMWFilms." This campaign features five short films for the Internet, directed by some of the hottest young directors in Hollywood. By all indications, the nontraditional campaign has been a huge success. Now the question is, what to do for an encore?
Keywords: Consumer Behavior;
Internet;
Marketing Strategy;
Film Entertainment;
Innovation and Invention;
Auto Industry;
North and Central America;
Citation: Moon, Youngme E., and Kerry Herman. " BMWFilms." Harvard Business School Case 502-046, October 2005. (Revised from original February 2002 version.)
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Case
| HBS Case Collection
|
2005
(Revised from original 2002 version)
Marketing Antidepressants: Prozac and Paxil
Youngme E. Moon and Kerry Herman
Describes the marketing of Prozac and Paxil, two of the best-selling mental health drugs in history. Set in 2001, several months before the expiration of Prozac's patent, Eli Lilly (Prozac's manufacturer) and GlaxoSmithKline (Paxil's manufacturer) must decide how to respond to the introduction of generic Prozac into the market.
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Case
| HBS Case Collection
|
2005
(Revised from original 2002 version)
Inside Intel Inside
Youngme E. Moon and Christina L. Darwall
In early 2002, Pamela Pollace, vice president and director of Intel's worldwide marketing operations, is debating whether the company should extend its "Intel Inside" branding campaign to non-PC product categories, such as cell phones and PDAs. The "Intel Inside" campaign has been one of the most successful branding campaigns in history. However, the campaign is more than ten years old, and growth in the PC market appears to be stagnating. In contrast, sales of portable digital devices--such as PDAs and cell phones--appear to be growing at a healthy rate. Pollace is debating whether the "Intel Inside" campaign will work in these other product categories, even though Intel doesn't dominate these other markets like it does the PC market, and it isn't clear that consumers will associate Intel with these other markets.
Keywords: Advertising Campaigns;
Growth and Development;
Brands and Branding;
Marketing Strategy;
Product Positioning;
Sales;
Expansion;
Competitive Advantage;
Semiconductor Industry;
Manufacturing Industry;
California;
Citation: Moon, Youngme E., and Christina L. Darwall. " Inside Intel Inside." Harvard Business School Case 502-083, October 2005. (Revised from original June 2002 version.)
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Supplement
| HBS Case Collection
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2005
Aqualisa Quartz: Harry Rawlinson (DVD)
Youngme E. Moon
Keywords: Construction Industry;
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Case
| HBS Case Collection
|
2005
(Revised from original 2002 version)
Online Music Distribution in a Post-Napster World
Youngme E. Moon
Provides a description of the rise and decline of Napster, the free Internet music-swapping service. Also describes second-generation peer-to-peer services (e.g., Gnutella) as well as paid subscription services (e.g., MusicNet, pressplay).
Keywords: Distribution;
Online Technology;
Price;
Marketing Channels;
Service Operations;
Music Industry;
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Case
| HBS Case Collection
|
2005
(Revised from original 2003 version)
American Legacy: Beyond the Truth Campaign
Youngme E. Moon and Kerry Herman
The hard-hitting "Truth" campaign has been one of the most successful antismoking initiatives in history. The focus of the "Truth" campaign is to dissuade teenagers from smoking. The sponsor of the campaign, the American Legacy Foundation, is now trying to decide whether to readjust its priorities and focus on what it calls "the other side of the equation"--encouraging already-addicted adult smokers to quit smoking. However, the only way to do this is by diverting resources away from the "Truth" campaign, a campaign that they know is working. Includes color exhibits.
Keywords: Advertising Campaigns;
Communication Strategy;
Customer Focus and Relationships;
Decision Choices and Conditions;
Ethics;
Brands and Branding;
Corporate Social Responsibility and Impact;
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Teaching Note
| HBS Case Collection
|
2005
(Revised from original 2004 version)
Marketing Antidepressants: Prozac and Paxil (TN)
Youngme E. Moon
Teaching Note to (9-502-055).
Keywords: Marketing;
Pharmaceutical Industry;
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Supplement
| HBS Case Collection
|
2005
Intel Commercials
Youngme E. Moon and Christina L. Darwall
Presents 14 Intel television commercials.
Keywords: Advertising;
Computer Industry;
Citation: Moon, Youngme E., and Christina L. Darwall. " Intel Commercials." Harvard Business School Video Supplement 505-708, January 2005.
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Case
| HBS Case Collection
|
2004
(Revised from original 2004 version)
Birth of the Swatch, The
Youngme E. Moon
In 1993, the Swatch is the best-selling watch in history. Traces the history of the watch industry up to the early 1980s, when the Swatch was introduced. Describes the various elements that made the Swatch different from any watch the industry had ever seen. Also includes a discussion of SMH, which controls Swatch, exploring how the company has managed the Swatch brand in the context of its brand portfolio (nine global watch brands in total.)
Keywords: History;
Management;
Product Positioning;
Marketing Strategy;
Business Startups;
Brands and Branding;
Manufacturing Industry;
Citation: Moon, Youngme E. " Birth of the Swatch, The." Harvard Business School Case 504-096, November 2004. (Revised from original June 2004 version.)
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Case
| HBS Case Collection
|
2004
(Revised from original 2004 version)
IKEA Invades America
Youngme E. Moon
In 2002, the IKEA Group is the world's top furniture retailer, with 154 stores worldwide. In the United States, IKEA operates 14 stores, all of which have been enormously popular despite their self-service requirements. The company's goal is to have 50 stores in operation in the United States by 2013. Explores various options for managing this growth strategy.
Keywords: Growth and Development Strategy;
Brands and Branding;
Product Positioning;
Goals and Objectives;
Competitive Advantage;
Globalized Firms and Management;
Retail Industry;
United States;
Citation: Moon, Youngme E. " IKEA Invades America." Harvard Business School Case 504-094, September 2004. (Revised from original April 2004 version.)
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Teaching Note
| HBS Case Collection
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2004
(Revised from original 2004 version)
Starbucks: Delivering Customer Service (TN)
Youngme E. Moon and John A. Quelch
Teaching Note to (9-504-016).
Keywords: Customer Relationship Management;
Food and Beverage Industry;
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Case
| HBS Case Collection
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2004
(Revised from original 2003 version)
Alessi: Evolution of an Italian Design Factory (B)
Youngme E. Moon, Vincent Dessain and Anders Sjoman
Since the 1970s, world-renowned architect and designer, Alessandro Mendini, has acted as adviser and counselor to Alessi, the Italian household goods design factory. By discussing Mendini's role as art director, the case introduces the artistic side of Alessi, where design ambitions need to be balanced with business considerations. Includes color exhibits.
Keywords: Design;
Corporate Entrepreneurship;
Leadership Style;
Business or Company Management;
Goals and Objectives;
Consumer Products Industry;
Italy;
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Case
| HBS Case Collection
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2004
(Revised from original 2003 version)
Alessi: Evolution of an Italian Design Factory (C)
Youngme E. Moon, Vincent Dessain and Anders Sjoman
Supplements the (A) case.
Keywords: Design;
Consumer Products Industry;
Italy;
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Case
| HBS Case Collection
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2004
(Revised from original 2003 version)
Alessi: Evolution of an Italian Design Factory (A)
Youngme E. Moon, Vincent Dessain and Anders Sjoman
Alessio Alessi, head of distribution at family-run Alessi S.p.A., is facing price and brand confusion among customers and is considering reorganizing Alessi's worldwide network of distributors. By describing the challenges facing Alessi, an internationally acclaimed design and manufacturing company of household objects for the table and kitchen, the case examines consumer marketing and distribution in general, as applied in the niche market of highly designed household goods for an Italian design factory. Includes color exhibits.
Keywords: Family Business;
Transition;
Cost Management;
Brands and Branding;
Product Positioning;
Distribution;
Production;
Problems and Challenges;
Networks;
Consumer Products Industry;
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Case
| HBS Case Collection
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2004
(Revised from original 2003 version)
Alessi: Evolution of an Italian Design Factory (D)
Youngme E. Moon, Vincent Dessain and Anders Sjoman
Supplements the (A) case.
Keywords: Design;
Consumer Products Industry;
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Case
| HBS Case Collection
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2004
(Revised from original 2003 version)
Burberry
Youngme E. Moon, Erika Kussmann, Emma Penick, Susan Wojewoda and Kerry Herman
In 2003, Rose Marie Bravo, Burberry's CEO, is debating how to maintain the currency and cachet of the brand across its broad customer base, while entering new product categories and expanding distribution. In the past five years, the brand has become one of the hottest luxury brands in the world. But Bravo now faces a number of key decisions, including (1) which new product categories to enter, (2) how to deal with the appropriation of the brand by nontarget customers, and (3) how prominent the company's famed "check" pattern should be in its advertising and clothing. Includes color exhibits.
Keywords: Brands and Branding;
Management Teams;
Luxury;
Product Launch;
Distribution;
Product Positioning;
Advertising;
Market Entry and Exit;
Apparel and Accessories Industry;
Fashion Industry;
United Kingdom;
Citation: Moon, Youngme E., Erika Kussmann, Emma Penick, Susan Wojewoda, and Kerry Herman. " Burberry." Harvard Business School Case 504-048, January 2004. (Revised from original October 2003 version.)
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Teaching Note
| HBS Case Collection
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2003
(Revised from original 2003 version)
Aqualisa Quartz: Simply a Better Shower (TN)
Youngme E. Moon and Kerry Herman
Teaching Note for (9-502-030).
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Case
| HBS Case Collection
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2003
(Revised from original 2002 version)
Electronic Arts Introduces The Sims Online
Youngme E. Moon
Electronic Arts (EA), the world's largest independent game publisher, is preparing to launch an online, subscription-based version of the most popular PC game in history: The Sims. The new game is called "The Sims Online" and it differs from the original game in two key respects: the gaming experience and the payment structure. In this context, EA managers must finalize several decisions that they believe are fundamental to the game's success, including target market selection and pricing/payment structure.
Keywords: Fair Value Accounting;
Decision Making;
Price;
Product Launch;
Market Entry and Exit;
Internet;
Entertainment and Recreation Industry;
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Case
| HBS Case Collection
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2003
In-N-Out Burger
Youngme E. Moon, Lucy Cummings, Sonali Sampat, Sam Thakarar and Kerry Herman
In-N-Out Burger is a fast-food chain with 171 company-owned locations in three states--California, Nevada, and Arizona. It has an extremely hardcore customer base and the company appears to be in good financial health. The primary issue in this case concerns expansion: how quickly should the company expand and should that growth occur regionally or nationally? A secondary issue involves the question of brand stewardship, namely, who is in the best position to steward the brand as it continues to grow over the next decade?
Keywords: Customer Relationship Management;
Profit;
Leadership Development;
Brands and Branding;
Product Marketing;
Distribution;
Expansion;
Food and Beverage Industry;
Arizona;
California;
Nevada;
Citation: Moon, Youngme E., Lucy Cummings, Sonali Sampat, Sam Thakarar, and Kerry Herman. " In-N-Out Burger." Harvard Business School Case 503-096, June 2003.
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Case
| HBS Case Collection
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2003
(Revised from original 2002 version)
McDonald's Russia: Managing a Crisis
Youngme E. Moon and Kerry Herman
In August 1998, George Cohon, founder and senior chairman of McDonald's Russia, is facing an economic state of emergency. Russia is in the midst of a severe currency crisis--the ruble has plummeted in value, creating massive inflation and widespread economic disarray. Traffic in the 26 restaurants has plummeted, and Cohon is struggling to figure out how to entice consumers back to McDonald's. Cohon is debating two issues: whether to raise prices and whether to add low-priced items, such as cabbage soup, to the menu.
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Case
| HBS Case Collection
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2003
(Revised from original 2002 version)
Microsoft: Positioning the Tablet PC
Youngme E. Moon and Christina L. Darwall
Microsoft is preparing for the launch of the Tablet PC, which allows users to use a pen (stylus) to run Windows and Windows applications, annotate documents, and create handwritten documents for later reference or even conversion to text. Microsoft's original equipment manufacturing partners are developing the Tablet PC hardware, while Microsoft develops the software (the Windows XP Tablet Edition). The Microsoft Tablet PC team is grappling with two critical issues related to the final marketing plan. The first concerns the positioning of the Tablet PC. One option is to position the device as a radical breakthrough in computing technology that will dramatically change the role of computers in the workplace and home. A much more conservative option is to position the Tablet PC as merely a high-end laptop with several interesting new features. The second concerns the initial target market for the device. Includes color exhibits.
Citation: Moon, Youngme E., and Christina L. Darwall. " Microsoft: Positioning the Tablet PC." Harvard Business School Case 502-051, January 2003. (Revised from original March 2002 version.)
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Case
| HBS Case Collection
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2002
(Revised from original 2001 version)
Audio Spotlight, The
Youngme E. Moon
Joe Pompei, a graduate student at the MIT Media Lab, has invented a breakthrough audio invention. The invention is an "Audio Spotlight" that projects a narrow beam of sound in the same way a laser beam projects a narrow beam of light. He must now decide how to commercialize the technology. He has narrowed down the commercial possibilities to four markets: the autosound market, the professional audio market, the interactive kiosk market, and the home audio market.
Keywords: Corporate Entrepreneurship;
Independent Innovation and Invention;
Marketing;
Demand and Consumers;
Value Creation;
Citation: Moon, Youngme E. " Audio Spotlight, The." Harvard Business School Case 502-014, August 2002. (Revised from original November 2001 version.)
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Case
| HBS Case Collection
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2002
(Revised from original 2002 version)
NTT DoCoMo: Marketing i-mode
Youngme E. Moon
i-mode is a wireless Internet service offered in Japan by NTT DoCoMo. In just three years, the service has won over 30 million subscribers and achieved a 60% share of Japan's mobile Internet market, making it the most successful mobile data service in the world. It is now early 2002 and Keiichi Enoki, managing director of NTT DoCoMo's i-mode service, faces two challenges. On the domestic front, i-mode must fend off two strong competitors while managing the migration of i-mode's existing customer base to DoCoMo's new 3G (third-generation) wireless service. On the international front, the company must figure out a way to bring the i-mode model to U.S. and European markets, where consumers appear reluctant to adopt the mobile Internet.
Keywords: Price;
Marketing;
Marketing Channels;
Market Entry and Exit;
Market Participation;
Success;
Competition;
Internet;
Technology Adoption;
Wireless Technology;
Telecommunications Industry;
Japan;
Citation: Moon, Youngme E. " NTT DoCoMo: Marketing i-mode." Harvard Business School Case 502-031, July 2002. (Revised from original June 2002 version.)
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Case
| HBS Case Collection
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2002
Vans: Skating on Air
Youngme E. Moon and David Kiron
Vans is best known for selling footwear and apparel to skateboarders, surfers, and other alternative sports athletes. In April 2002, Gary Schoenfeld, the CEO, is facing a number of challenges. With respect to footwear, he must decide what to do about two product lines that are struggling--the outdoor line of hiking shoes and the women's collection. More broadly, Vans is currently embarking on a number of new ventures, some of with which the company has little experience. For example, Vans is in the process of promoting a full-length movie, creating its own record label, and working with video-game developers to develop games based on its sporting events. Traces the up-and-down history of a niche fashion brand in a market in which consumers are notoriously fickle. In recent years, the CEO appears to have revived the brand; however, it is unclear whether the company is in danger of losing its hardcore customer base as it ventures into the consumer mainstream.
Keywords: Brands and Branding;
Product Launch;
Demand and Consumers;
Product Development;
Value Creation;
Apparel and Accessories Industry;
Retail Industry;
California;
Citation: Moon, Youngme E., and David Kiron. " Vans: Skating on Air." Harvard Business School Case 502-077, June 2002.
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Case
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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)
Digital Angel
Youngme E. Moon and Kerry Herman
Digital Angel is considering the appropriate marketing plan for the launch of its new locator device. The device, a watch and pager worn in combination, provides GPS location information and monitors heart rate and body temperature via body sensors. Parents of young children and caregivers of Alzheimer's patients are the initial target markets for the device, but at least 26 potential markets have been identified for the product. Building a brand and generating positive word of mouth are central to the marketing plan decision. But the technology also raises concerns over privacy issues, and the benefits of the product are complex and challenging to communicate.
Keywords: Communication Strategy;
Brands and Branding;
Marketing Strategy;
Product Launch;
Market Entry and Exit;
Product Development;
Problems and Challenges;
Citation: Moon, Youngme E., and Kerry Herman. " Digital Angel." Harvard Business School Case 502-021, March 2002. (Revised from original November 2001 version.)
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Case
| HBS Case Collection
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2001
Charmed Technology
Youngme E. Moon
Charmed Technology, a California start-up known primarily for its high-profile fashion shows featuring "wearable" computers, has just released its first product. The "CharmIT" is being billed as the world's first affordable, wearable computer for consumers. The key issue facing the company is whether it is time to begin expending greater marketing resources to build a customer base for the CharmIT. The company has no marketing team. Indeed, it doesn't even have a VP of marketing or sales yet. However, if Charmed decides to hire a marketing team, it will have to fire a significant number of engineers because of budgetary constraints. Given that the CharmIT is still a first-generation product, CEO Alex Lightman is unsure whether this makes sense. Includes color exhibits.
Keywords: Entrepreneurship;
Resignation and Termination;
Technological Innovation;
Marketing Strategy;
Product Development;
Luxury;
Hardware;
Value Creation;
Computer Industry;
Fashion Industry;
Citation: Moon, Youngme E. " Charmed Technology." Harvard Business School Case 502-012, August 2001.
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Case
| HBS Case Collection
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2001
(Revised from original 2000 version)
BizRate.com
Youngme E. Moon
BizRate is a market research firm that collects point-of-purchase customer feedback data from retailing merchants. It then makes its findings available to consumers in the form of "BizRate star ratings," which are displayed on its website. To date, its primary revenue source has come directly from this market research (the company sells detailed customer feedback analysis reports to vendors). In October 1999 (Red October), BizRate introduced a number of e-commerce initiatives, which were so successful that the company's e-commerce revenues are now on the verge of eclipsing revenues from BizRate's research division. This has led to a debate over whether or not BizRate should dump the research side of its business altogether (i.e., continue to collect point-of-sale and follow-up data, but stop producing research reports for vendors) in order to focus on becoming an e-commerce referral site. Includes color exhibits.
Keywords: Business Education;
Marketing Channels;
Internet;
Customer Relationship Management;
Trust;
Business Model;
Marketing Strategy;
Web Sites;
Business Divisions;
Debates;
Retail Industry;
Citation: Moon, Youngme E. " BizRate.com." Harvard Business School Case 501-024, March 2001. (Revised from original October 2000 version.)
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Teaching Note
| HBS Case Collection
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2001
BizRate.com
Youngme E. Moon
Teaching Note for (9-501-024).
Keywords: Retail Industry;
Citation: Moon, Youngme E. " BizRate.com." Harvard Business School Teaching Note 501-026, February 2001.
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Background Note
| HBS Case Collection
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2000
(Revised from original 1999 version)
Pricing and Market Making on the Internet
Robert J. Dolan and Youngme E. Moon
Considers the impact of the Internet on how market exchanges will take place. Discusses the role of shopping agents and alternatives to fixed prices such as negotiations, auctions, and exchanges.
Keywords: Price;
Marketing Strategy;
Auctions;
Market Platforms;
Negotiation;
Internet;
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Case
| HBS Case Collection
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2000
(Revised from original 2000 version)
RadioShack
V. Kasturi Rangan, Youngme E. Moon and Marie Bell
Outlines the transformation of RadioShack stores from a parts and accessories business to a provider of high bandwidth Internet access.
Keywords: Change Management;
Marketing Strategy;
Risk and Uncertainty;
Internet;
Citation: Rangan, V. Kasturi, Youngme E. Moon, and Marie Bell. " RadioShack." Harvard Business School Case 500-081, April 2000. (Revised from original February 2000 version.)
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Background Note
| HBS Case Collection
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2000
(Revised from original 1999 version)
Interactive Technologies and Relationship Marketing Strategies
Youngme E. Moon
Outlines the role of interactive technologies in the development of relationship marketing strategies.
Keywords: Marketing Strategy;
Customer Relationship Management;
Technology;
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Background Note
| HBS Case Collection
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2000
(Revised from original 1999 version)
Network Technology and the Role of Intermediaries
Youngme E. Moon
Outlines some of the ways network technology is changing the role of intermediaries in the market.
Keywords: Technology Networks;
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Teaching Note
| HBS Case Collection
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2000
Autobytel.com (TN)
Youngme E. Moon
Teaching Note for (9-500-015).
Keywords: Auto Industry;
Citation: Moon, Youngme E. " Autobytel.com (TN)." Harvard Business School Teaching Note 500-076, January 2000.
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Case
| HBS Case Collection
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1999
(Revised from original 1999 version)
Coop, The: Market Research
Ruth Bolton and Youngme E. Moon
Daryl Buckmeister, CEO of The Chicken Coop, must decide whether to invest in market research, how much money to spend, and which programs to fund. His two vice presidents (of quality and marketing) have presented very different proposals.
Keywords: Marketing;
Cost;
Research;
Markets;
Quality;
Decisions;
Management Teams;
Food and Beverage Industry;
Retail Industry;
Citation: Bolton, Ruth, and Youngme E. Moon. " Coop, The: Market Research." Harvard Business School Case 599-113, August 1999. (Revised from original March 1999 version.)
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Teaching Note
| HBS Case Collection
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1999
Onsale, Inc. TN
Youngme E. Moon
Teaching Note for (9-599-091).
Keywords: Retail Industry;
Citation: Moon, Youngme E. " Onsale, Inc. TN." Harvard Business School Teaching Note 500-022, August 1999.
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Case
| HBS Case Collection
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1999
(Revised from original 1999 version)
Onsale, Inc.
Youngme E. Moon
Onsale has been a pioneer in electronic commerce, offering excess and refurbished goods using an online auction format. The company is now planning to become a player in the highly competitive world of first-run computer merchandise as well. However, unlike other computer resellers whose business models are based on gross margins, the new Onsale model is based on the idea of fixed commissions. The case poses a number of issues raised by the new model, including supplier relationships and brand image management.
Keywords: Business Model;
Transformation;
Customers;
Brands and Branding;
Auctions;
Network Effects;
Strategic Planning;
Competitive Strategy;
Internet;
Online Technology;
Retail Industry;
Citation: Moon, Youngme E. " Onsale, Inc." Harvard Business School Case 599-091, May 1999. (Revised from original February 1999 version.)
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Article
| Harvard Business Review
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Companies and the Customers Who Hate Them
Gail McGovern and Youngme Moon
Keywords: Customers;
Business Ventures;
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Article
| Harvard Business Review
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Break Free from the Product Life Cycle
Youngme Moon
Keywords: Product;
Business Cycles;
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Article
| Journal of Retailing
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Managing Price Expectations through Product Overlap
John T. Gourville and Youngme Moon
Keywords: Management;
Price;
Product;
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Article
| Journal of Consumer Psychology
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Don't Blame the Computer: When Self-Disclosure Moderates the Self-Serving Bias
Youngme Moon
Keywords: Technology;
Prejudice and Bias;
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Article
| Interacting With Computers
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This Computer Responds to User Frustration: Theory, Design, Results, and Implications
J. Klein, Y. Moon and R. Picard
Keywords: Theory;
Design;
Technology;
Citation: Klein, J., Y. Moon, and R. Picard. "This Computer Responds to User Frustration: Theory, Design, Results, and Implications." Interacting With Computers 14, no. 2 (February 2002): 119–140.
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Article
| Journal of Consumer Psychology
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Personalization and Personality: Some Effects of Customizing Message Style Based on Consumer Personality
Youngme Moon
Keywords: Identity;
Customers;
Customer Focus and Relationships;
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Article
| American Banker
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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
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Exploding the Self-Service Myth
Y. Moon and F. Frei
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Article
| Journal of Interactive Marketing
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Pricing and Market Making on the Internet
R. Dolan and Y. Moon
Keywords: Price;
Markets;
Web;
Online Technology;
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Article
| Journal of Social Issues
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Machines and Mindlessness
C. I. Nass and Y. Moon
Keywords: Machinery and Machining;
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Article
| Journal of Consumer Research
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Intimate Exchanges: Using Computers to Elicit Self-disclosure from Consumers
Y. Moon
Keywords: Communication;
Technology;
Customers;
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Article
| Journal of Experimental Psychology: Applied
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The Effects of Physical Distance and Response Latency on Persuasion in Computer-mediated Communication and Human-computer Interaction
Youngme Moon
Keywords: Technology;
Communication;
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Article
| Journal of Applied Social Psychology
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Are People Polite to Computers: Responses to Computer-based Interviewing Systems
C. I. Nass, Y. Moon and P. Carney
Keywords: Technology;
System;
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Article
| Advances in Consumer Research
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Computers with Personalities
Y. Moon
Keywords: Technology;
Identity;
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Article
| International Journal of Human-Computer Studies
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Are Computers Scapegoats? Attributions of Responsibility in Human-Computer Interaction
Y. Moon and C. I. Nass
Keywords: Hardware;
Behavior;
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Article
| Public Opinion Quarterly
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Impression Management in Computer-based Interviews: The Effects of Input Modality, Output Modality, and Distance
Y. Moon
Keywords: Management;
Technology;
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Article
| Journal of Applied Social Psychology
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Are Computers Gender-neutral? Gender Stereotypic Responses to Computers with Voices
C. I. Nass, Y. Moon and N. Green
Keywords: Technology;
Gender Characteristics;
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Article
| Communication Research
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How "Real" Are Computer Personalities? Psychological Responses to Personality Types in Human-Computer Interaction
Y. Moon and C. I. Nass
Keywords: Technology;
Health;
Identity;
Citation: Moon, Y., and C. I. Nass. How " Real" Are Computer Personalities? Psychological Responses to Personality Types in Human-Computer Interaction. Communication Research 23, no. 6 (December 1996): 651–674.
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Article
| International Journal of Human-Computer Studies
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Can Computers Be Teammates? Affiliation and Social Identity Effects in Human-computer Interaction
C. I. Nass, B. J. Fogg and Y. Moon
Keywords: Groups and Teams;
Identity;
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Article
| Sociological Methods & Research
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Localized Autocorrelation Diagnostic Statistic for Sociological Models: Times-series, Network, and Spatial Datasets
C. I. Nass and Y. Moon
Keywords: Society;
Data and Data Sets;
Information;
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Article
| International Journal of Human-Computer Studies
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Can Computer Personalities Be Human Personalities?
C. I. Nass, Y. Moon, B. J. Fogg, B. Reeves and D. C. Dryer
Keywords: Technology;
Personal Characteristics;
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