FORM B (specific course information)
Please fill out the following form for the core OM course(s) and key electives:
Course Name/Title
Managing Service Operations
Program
(e.g. MBA or Ph.D.)
Required or elective
Instructor(s) Name and email
address
MBA
Number of Class sessions in
course
Duration of each class (minutes)
Typical number of students
enrolled in recent course
offerings.
Textbook Used
Misc. Instructor comments
about course
29
Elective
Frances Frei ffrei@hbs.edu
Amy Edmondson aedmondson@hbs.edu
80
3 sections of 100 students
none
Case-based course
Please attach digital file (Microsoft Word or Excel) of recent course outline showing
Title/Topic of each class and teaching material used.
Case Title
Class
1
Class
2
Class
3
Class
4
Class
5
eBay: The Customer Marketplace
First Union (A): Future Bank
ZipCar
Rapid Rewards at Southwest Airlines
Dell Computers: Field Service for Corporate
Clients
Gateway: Moving Beyond the Box
Class
6
Class
7
Tiffany & Co.
Pilgrim Bank (A): Customer Profitability
Pilgrim Bank (B): Customer Retention
Pilgrim Bank (C): Electronic Billpay
Class
8
Class
9
Class
10
Class
11
Class
Big East Bank: Credit Card Approval
Case Number
HBS Case No.
602071
HBS Case No.
602013
HBS Case No.
802085
HBS Case No.
602065
HBS Case No.
603067
HBS Case No.
601038
HBS Case No.
602110
HBS Case No.
602104
HBS Case No.
602095
HBS Case No.
602103
HBS Case No.
602098
Letter Writing Exercise
MODULE TWO: MANAGING SERVICE OPERATIONS
HBS Case No.
Ninth House: e-Learning Software
601047
HBS Case No.
Celebrity Cruise, Inc.: A Taste of Luxury
603096
HBS Case No.
Four Seasons Goes to Paris
803069
Orient-Express Hotels
HBS Case No.
Brief Description
Managing customer involvement in a service setting
Attempts to influence customers to do more self-service
Influencing customer behavior through instrumental and normative controls
Focused service; managing customer perceptions
Exploration of how to outsource customer service; introduction of service
wrapper
Revitalization of customer relations by opening retail stores
Facing unexpected growth at low-end in retail stores.
Data analysis of customer-level data to understand drivers of customer
profitability
Data analysis of customer-level data to understand drivers of customer retention
Data analysis of customer-level data to understand cause and effect
Data analysis of customer-level data to manage credit card approvals
First-hand experience of customer-firm interactions
Determining how operations and service design support strategic position
Introduction of new services in highly standardized operation
Explore a high-end service produced with standardized processes
Explore a high-end service produced with customized processes
12
Class
13
Class
14
Commerce Bank
Innovation at Progressive Insurance (A)
Innovation at Progressive Insurance (B)
Class
14
Store24 (A): Managing Employee Retention
Store24 (B): Service Quality and Employee Skills
Class
15
Class
16
Class
17
Class
18
Class
19
Class
20
Class
22
Class
23
GuestFirst Hotel (A): Customer Loyalty
GuestFirst Hotel (B): Taking Advantage of Panel
Data
Data Analysis Meets Fantasy Baseball
603024
HBS Case No.
603080
HBS Case No.
602175
HBS Case No.
601138
HBS Case No.
602096
HBS Case No.
602097
HBS Case No.
602099
HBS Case No.
602111
HBS Case No.
604065
New Service Design Exercise
MODULE THREE: MANAGING THE TRANSFORMATION
HBS Case No.
Electric Maze Exercise
604046
HBS Case No.
Verizon: The Introduction of DSL
602070
HBS Case No.
Safe to Say at Prudential Financial
603093
HBS Case No.
Transformation at the IRS
603010
HBS Case No.
Large Scale Change at WSSC
603056
Explore a focused service to understand the
How to leverage operations in service design
Impact of new service offering on operational competency and cross-sell
Data analysis of store-level data to understand drivers of employee retention
Data analysis of store-level data to understand relationship of employee skill and
store-level performance
Data analysis of guest-level data to understand lagged impact on customer
loyalty
Data analysis of guest-level data to understand customer loyalty over time
Explore relationship between player performance and salary in Major League
Baseball
First-hand experience of designing a new service
Experiential introduction of collaborative learning
Challenges of a mature service leveraging its existing operations to introduce a
new service
The importance of psychological safety for innovation
How change was implemented at IRS
Change management at a public utility