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• Case | HBS Case Collection | August 2016 (Revised January 2020)

  Breakfast at the Paramount

  Ryan W. Buell

  The Paramount is a 44-seat diner on Charles Street in the Beacon Hill neighborhood of Boston. A frequent "Best of Boston" award winner, the restaurant is a perennial favorite among locals and tourists, particularly for brunch on the weekends, when lines often stretch down the street. The case focuses on the restaurant's interesting seating policy and a recent increase in the popularity of carryout orders, which poses a threat to the service experiences of customers and the sustainability of the operation.

  Keywords: Food; Management Practices and Processes; Service Delivery; Service Industry; Food and Beverage Industry; Boston;

  Citation:

  Buell, Ryan W. "Breakfast at the Paramount." Harvard Business School Case 617-011, August 2016. (Revised January 2020.)  View Details

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• Teaching Note | HBS Case Collection | July 2017 (Revised December 2019)

  The $70K CEO at Gravity Payments

  Mitchell Weiss, Ryan W. Buell, Michael I. Norton, Sarah McAra and Michael Norris

  Citation:

  Weiss, Mitchell, Ryan W. Buell, Michael I. Norton, Sarah McAra, and Michael Norris. "The $70K CEO at Gravity Payments." Harvard Business School Teaching Note 818-014, July 2017. (Revised December 2019.)  View Details

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• Teaching Note | HBS Case Collection | September 2019

  Commonwealth Bank of Australia: Unbanklike Experimentation

  Ryan W. Buell and Leslie K. John

  Email mking@hbs.edu for a courtesy copy.
  
  This Teaching Note explains the theory of the case and teaching plan for the case: Commonwealth Bank of Australia: Unbanklike Experimentation (619-018). In August 2017, Commonwealth Bank of Australia was looking for ways to differentiate itself from competing banks and was also trying to improve the financial well-being of its customers. One domain where this was particularly relevant was in its bank-issued credit card business, where customers routinely selected cards that although profitable for the bank could be a poor fit for customers’ needs—leading to low satisfaction scores, cancellations, and occasionally, financial distress. To that end, the company’s Behavioral Economics team had developed a provocative experiment dubbed “The Good and the Bad.” Rather than just presenting the strengths of its various credit card offerings, they proposed also promoting each credit card’s less-obvious drawbacks. Being transparent with customers might help them make better choices, but would those choices come at the expense of bank performance? Should a company choose to be in the sales prevention business?

  Keywords: transparency; experimentation; Banks and Banking; Credit Cards; Customer Focus and Relationships; Competitive Strategy; Banking Industry; Australia;

  Citation:

  Buell, Ryan W., and Leslie K. John. "Commonwealth Bank of Australia: Unbanklike Experimentation." Harvard Business School Teaching Note 620-041, September 2019. (Email mking@hbs.edu for a courtesy copy.)  View Details

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