Measure of Delight: The Pursuit of Quality at AT&T Universal Card Services (A)

Roy D. Shapiro; Michael D. Watkins

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Case | HBS Case Collection | October 1993 (Revised July 1997)

Measure of Delight: The Pursuit of Quality at AT&T Universal Card Services (A)

by Roy D. Shapiro and Michael D. Watkins

Abstract

AT&T's Universal Card Services (UCS) has been extremely successful during its short lifetime. Dedicated to improving service quality and customer satisfaction, chief quality officer Rob Davis and his quality team have designed and put into place an unusual measurement and compensation system based on more than 100 performance measures monitored and communicated daily.

Keywords: Customer Satisfaction; Policy; Compensation and Benefits; Performance Evaluation; Quality; System; Telecommunications Industry;

Format: Print

23 pages

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Citation:

Shapiro, Roy D., and Michael D. Watkins. "Measure of Delight: The Pursuit of Quality at AT&T Universal Card Services (A)." Harvard Business School Case 694-047, October 1993. (Revised July 1997.)

About the Author

Roy D. Shapiro

Philip Caldwell Professor of Business Administration, Emeritus

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Case | HBS Case Collection | September 2017 (Revised July 2019)

Actera Group: Investing in Mars Cinema Group (A)

Victoria Ivashina and Eren Kuzucu

In summer of 2010, Murat Çavuşoğlu (HBS MBA 1994) led private equity firm Actera Group’s investment in Mars Cinema Group (Mars), the leading movie exhibitor in Turkey. Immediately after acquiring Mars and merging it with the second largest player in the market, AFM, Çavuşoğlu focused on institutionalizing and implementing value creation work streams in Mars. While transforming an entrepreneurial company into an institutionalized firm, Çavuşoğlu established adjacent businesses such as movie advertising and ticket sales. The most recent step in transforming Mars was to establish a movie distribution arm, which would help the company to monitor and manage the seasonal cycles, enhance the appeal for investors in the exit, and improve the valuation. However, while Çavuşoğlu was laying out the plans for his next move with movie distribution in 2014, Turkey’s Council of State, the highest administrative court in the country, had decided to cancel the approval for the merger of Mars and AFM, putting all of Actera’s efforts on Mars at risk. Should Çavuşoğlu push the stop button for distribution? If Çavuşoğlu decided to move forward with distribution, should he do it now or wait until the process with Turkey’s judiciary and regulatory authorities cleared out?

Keywords: Private Equity; Value Creation; Transformation; Valuation; Entertainment and Recreation Industry; Motion Pictures and Video Industry; Turkey;

Citation:
Ivashina, Victoria, and Eren Kuzucu. "Actera Group: Investing in Mars Cinema Group (A)." Harvard Business School Case 218-020, September 2017. (Revised July 2019.) View Details

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Supplement | HBS Case Collection | September 2017 (Revised July 2019)

Actera Group: Investing in Mars Cinema Group (B)

Victoria Ivashina and Eren Kuzucu

Supplements the (A) case.

Keywords: Private Equity; Value Creation; Transformation; Valuation; Motion Pictures and Video Industry; Turkey;

Citation:
Ivashina, Victoria, and Eren Kuzucu. "Actera Group: Investing in Mars Cinema Group (B)." Harvard Business School Supplement 218-021, September 2017. (Revised July 2019.) View Details

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Case | HBS Case Collection | August 2017 (Revised June 2018)

Enpara.com: Digital Bank at a Crossroad

Sunil Gupta and Eren Kuzucu

In March 2017, Elsa Pekmez Atan (MBA 2004), was wondering about the future of Enpara.com, a digital-only banking platform of QNB Finansbank. Since its launch in October 2012, Enpara had been successful in attracting over 600,000 customers by appealing to digital savvy, middle-class customers that QNB Finansbank was lacking for a long time. By the end of 2016, it accounted for 16% of QNB Finansbank's deposits. With the support of the top management, Atan was able to run Enpara as an independent company. However, as Enpara grew there were increasing pressures to integrate with the parent company. While Atan believed that this would destroy the unique culture and positioning of Enpara, senior management was wondering whether to spin it off or merge it with the parent company.

Keywords: digital transformation; innovation; banking industry; competition; strategy; business model; Banks and Banking; Business Model; Product Launch; Competitive Strategy; Integration; Decision Making; Emerging Markets; Turkey;

Citation:
Gupta, Sunil, and Eren Kuzucu. "Enpara.com: Digital Bank at a Crossroad." Harvard Business School Case 518-030, August 2017. (Revised June 2018.) View Details

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Measure of Delight: The Pursuit of Quality at AT&T Universal Card Services (A)

Abstract

Citation:

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