HBR’s 10 Must Reads January 19, 2011Posted by McGraw-Hill Education (Asia) in Management & Organization, Strategy.
Tags: Harvard Business Review, Harvard Business School, HBR's 10 Must Reads, Managing People, Strategy
HBR’s 10 Must Reads paperback series is the definitive collection of books for new and experienced leaders alike. Leaders looking for the inspiration that big ideas provide, both to accelerate their own growth and that of their companies, should look no further.
The “10 Must Reads” series focuses on the core topics that every ambitious manager needs to know: leadership, strategy, change, managing people, and managing yourself. Harvard Business Review has sorted through hundreds of articles and selected only the most essential reading on each topic. Each title includes timeless advice that will be relevant regardless of an ever-changing business environment. Classic ideas, enduring advice, the best thinkers: HBR’s 10 Must Reads.
Author: HARVARD BUSINESS REVIEW
ISBN: 9781422157985 / 1422157989
©2011 | 1st Edition | 288 pages, Paperback
Pub Date: FEB-11
Price: US$ 24.95
Is your company spending too much time on strategy development with too little to show for it?
If you read nothing else on strategy, read these 10 articles. We’ve combed through hundreds of Harvard Business Review articles and selected the most important ones to help you catalyze your organization’s strategy development and execution.
HBR’s 10 Must Reads on Strategy will inspire you to:
- Distinguish your company from rivals
- Clarify what your company will and won’t do
- Craft a vision for an uncertain future
- Create blue oceans of uncontested market space
- Use the Balanced Scorecard to measure your strategy
- Capture your strategy in a memorable phrase
- Make priorities explicit
- Allocate resources early
- Clarify decision rights for faster decision making
Author: HARVARD BUSINESS REVIEW
ISBN: 9781422158012 / 1422158012
©2011 | 1st Edition | 304 pages, Paperback
Pub Date: FEB-11
Price: US$ 24.95
Managing people is fraught with challenges even if you’re a seasoned manager. Here’s how to handle them.
If you read nothing else on managing people, read these 10 articles. We’ve combed through hundreds of Harvard Business Review articles and selected the most important ones to help you maximize your employees’ performance.
HBR’s 10 Must Reads on Managing People will inspire you to:
- Tailor your management styles to fit your people
- Motivate with more responsibility, not more money
- Support first-time managers
- Build trust by soliciting input
- Teach smart people how to learn from failure
- Build high-performing teams
- Manage your boss
Tags: After-sales service, Breakthrough Services, Clayton Christensen, customer focus, Customer Needs, customer service, customers, developing countrie, developing countries, front-end of service, GDP, Harvard Business School, Innovation, Lance Bettencourt, service, service innovation, Tony Ulwick, United States
How to Go from Customer Needs to Breakthrough Services
Don’t ask your customers, “How is OUR service doing?”
Ask them, “How are YOU doing?”Services now make up nearly 75% of the GDP in the United States and other developing countries. Current approaches to service innovation begin with a presumed service solution, focusing on requirements and unique characteristics of services rather than the needs of customers. Such approaches lead to incremental service improvements and more confusion than insight.
The secret to true service innovation is to shift the focus away from the service solution and back to the customer. Rather than asking, “How are we doing” a company must ask, “How is the customer doing”. A proper focus on the jobs that customers are trying to achieve and the outcomes that they use to measure success when hiring a service enables a company to systematically uncover opportunities to both improve current services and innovate entirely new services.
This book offers the first detailed consideration of service innovation from the perspective of customer needs. It offers universal frameworks that draw from practical experience and academic models for understanding the jobs and outcomes of customers and designing innovative service concepts around them. At every point, this book will offer practical guidance for the so-called “fuzzy” front-end of service innovation.
This book will enable a company to:
- Understand the distinct types of customer needs that can guide service innovation
- Capture and prioritize customer needs that guide service innovation
- Discover opportunities for new service innovation
- Discover opportunities for core service innovation
- Discover opportunities for innovation of supplementary services
- Discover ways to improve a current service from a customer and provider perspective
- Design innovative service concepts based on unmet customer needs
- Deliver innovation concepts that are aligned with customer needs
Review on the topic of service innovation:
“Strategyn’s global leadership team consists of expert consultants and powerful thought leaders in the United States, United Kingdom, France, Germany, Austria, Switzerland, Australia, The Netherlands, Central and Eastern Europe and South America. Strategyn’s outcome-driven programs bring discipline and predictability to the often random process of innovation.” — Clayton Christensen, Harvard Business School
Advance praise for Service Innovation:
“To the CEOs of all service companies I deal with: READ THIS BOOK!” — Dave Wascha, senior director, Bing Product Management, Microsoft Corporation
“Lance Bettencourt deftly blends his academic and consulting experience to provide an example-rich, readable, practical, and innovative discussion of service innovation.” — Leonard Berry, coauthor of Management Lessons from Mayo Clinic
“Provides the robust framework to design services that unlock growth opportunities for every business.” — Lance Reschke, vice president, Ceridian Corporation
“The tools and guidance in this book will inspire companies, small and large, to create effective and innovative services that are desperately needed.” — Mary Jo Bitner, Ph.D., W. P. Carey School of Business, Arizona State University, and coauthor of Services Marketing: Integrating Customer Focus Across the Firm
“Cracks the code from the fuzzy front end through the complete life cycle of Service Innovation.” — Angelo Rago, division vice president, Global Customer Services, Abbott Medical Optics
“Filled with rich examples of how firms can innovate service through helping customers get jobs done.” — Stephen W. Brown, Ph.D., W. P. Carey School of Business, Arizona State University
“Any leader intent on providing distinctive value to customers must read Service Innovation.” — Michael Reynolds, staff vice president, Commercial Marketing, WellPoint, Inc.
About the Author
Lance Bettencourt (PhD, Arizona State University) (Bloomington, IN) brings a combination of academic rigor and practical insight to the innovation process. A former professor of marketing at Indiana University, he is an expert in product and service innovation, marketing strategy, and research design and analysis.
As a thought leader on the topic of marketing strategy and innovation, Dr. Bettencourt has published dozens of articles on marketing strategy and innovation in both academic and practitioner publications. Recent contributions including The Customer-Centered Innovation Map (Harvard Business Review, May 2008), Giving Customers a Fair Hearing (Sloan Management Review, Spring 2008), and Client Co-Production in Knowledge Intensive Business Services (California Management Review, Summer 2002).
As a Strategyn senior consultant, Dr. Bettencourt has supported innovation initiatives at some of the world’s leading companies, including Microsoft Corporation, Colgate-Palmolive, Hewlett-Packard Company, State Farm Group, TD Bank Financial Group, Kimberly-Clark, Advanced Medical Optics, Mead Johnson Nutritionals (a division of Bristol-Myers Squibb), Chiquita Brands, and Ethicon Endo-Surgery (a division of Johnson & Johnson).
In addition, Dr. Bettencourt is a key member of Strategyn’s education division. He is a regular teacher/mentor at the Strategyn Institute and has provided customized education programs to Rockwell Collins, Neenah Paper, Trend Micro, Masco Corporation, and Covidien.
The New Science of Retailing: How Analytics Are Transforming the Supply Chain and Improving Performance June 14, 2010Posted by McGraw-Hill Education (Asia) in Highlights, Management & Organization.
Tags: Ananth Raman, Assortment Planning, case studies, customer, discounting, end-to-end agility, forecasting, Harvard Business Press, Harvard Business School, How Analytics Are Transforming the Supply Chain and Improving Performance, Incentives, Information, inventory, loyalty cards, Marshall Fisher, objectives, overstock, playbook, point-of-sale, pricing strategies, Product Life Cycle, products, profit margins, Reinvent, Retail Valuation, Retailers, sales data, scanners, stock-outs, supply chain, Technological Risk, technologies, The New Science of Retailing, Wharton School of the University of Pennsylvania
The New Science of Retailing
How Analytics Are Transforming the Supply Chain and Improving Performance
Retailers today are drowning in data but lacking in insight: They have huge volumes of information at their disposal. But they’re unsure of how to sort through it and use it to make smart decisions. The result? They’re struggling with profit-sapping supply chain problems including stock-outs, overstock, and discounting.
It doesn’t have to be that way. In The New Science of Retailing, supply chain experts Marshall Fisher and Ananth Raman explain how to use analytics to better manage your inventory for faster turns, fewer discounted offerings, and fatter profit margins.
Featuring case studies of retailing exemplars from around the world, this practical new book shows you how to:
- Mine your sales data to identify “homerun” products you’re missing
- Reinvent your forecasting and pricing strategies
- Build end-to-end agility into your supply chain
- Establish incentives that align your supply chain partners behind shared objectives
- Extract maximum value from technologies such as point-of-sale scanners and customer loyalty cards
Highly readable and compelling, The New Science of Retailing is your playbook for turning all that data into a wellspring for new profits and unprecedented efficiency.
About the Authors
Marshall Fisher is the UPS Professor of Operations and Information Management at the Wharton School of the University of Pennsylvania and co-director of the Fishman-Davidson Center for Service and Operations Management. He lives in Philadelphia.
Ananth Raman is UPS Foundation Professor of Business Administration at Harvard Business School in Boston, specifically Professor in the Technology and Operations Management unit, specializing in supply chain management. He lives in the Boston area