[null, null, {"document_url": "https://hbswk.hbs.edu/Pages/browse.aspx?HBSTopic=Customer%20Satisfaction", "unformatted_src": "/PublishingImages/coldcall/181011_coldcall_datar.jpg", "src": "https://hbswk.hbs.edu/PublishingImages/coldcall/181011_coldcall_datar.jpg", "formatted_filename": "coldcall datar"}, null, null, {"document_url": "https://hbswk.hbs.edu/Pages/browse.aspx?HBSTopic=Customer%20Satisfaction", "unformatted_src": "/PublishingImages/social/buell.png", "src": "https://hbswk.hbs.edu/PublishingImages/social/buell.png", "formatted_filename": "buell"}, null, {"document_url": "https://hbswk.hbs.edu/Pages/browse.aspx?HBSTopic=Customer%20Satisfaction", "unformatted_src": "/PublishingImages/social/wk-social-graphic.jpg", "src": "https://hbswk.hbs.edu/PublishingImages/social/wk-social-graphic.jpg", "formatted_filename": "wk social graphic"}, null, {"document_url": "https://hbswk.hbs.edu/Pages/browse.aspx?HBSTopic=Customer%20Satisfaction", "unformatted_src": "/PublishingImages/social/20160913_lego-baker-library_A0104.jpg", "src": "https://hbswk.hbs.edu/PublishingImages/social/20160913_lego-baker-library_A0104.jpg", "formatted_filename": "lego baker library A"}, null, {"document_url": "https://hbswk.hbs.edu/Pages/browse.aspx?HBSTopic=Customer%20Satisfaction", "unformatted_src": "/PublishingImages/coldcall/170323_coldcall_gallani.jpg", "src": "https://hbswk.hbs.edu/PublishingImages/coldcall/170323_coldcall_gallani.jpg", "formatted_filename": "coldcall gallani"}, null, {"document_url": "https://hbswk.hbs.edu/Pages/browse.aspx?HBSTopic=Customer%20Satisfaction", "unformatted_src": "https://d3vgmmrg377kge.cloudfront.net/shared/images/framework/3.0/footer_baker_360x336.jpg", "src": "https://d3vgmmrg377kge.cloudfront.net/shared/images/framework/3.0/footer_baker_360x336.jpg", "formatted_filename": "footer baker", "alt_text": "Campus Map"}, {"document_url": "https://hbswk.hbs.edu/Pages/browse.aspx?HBSTopic=Customer%20Satisfaction", "unformatted_src": "https://d3vgmmrg377kge.cloudfront.net/shared/images/framework/3.0/footer_baker_360x336.jpg", "src": "https://d3vgmmrg377kge.cloudfront.net/shared/images/framework/3.0/footer_baker_360x336.jpg", "formatted_filename": "footer baker", "alt_text": "Campus Map"}, null]


Filter Results: (12)
 New research on customer satisfaction from Harvard Business School faculty on issues such as the distinction between understanding and listening to customers, how to determine how much of a CEO's time should be spent interacting with customers, and how satisfied employees and customers can drive lifelong profit.
Page 1 of 12 Results Customers at the Back of the Line Are Anxious—Can You Keep Them from Leaving?


The irrational anxiety associated with being last in line can lead to unhappy customers, according to new research by Ryan Buell. But there are ways to make people happier while they wait—and keep them from abandoning the queue. Open for comment; Comment(s) posted. Last Place Aversion in Queues

by Ryan W. Buell How to Design a Better Customer Experience


With the help of LEGO bricks, Stefan Thomke helps business executives discover how design principles can serve as building blocks to create a great customer experience. Open for comment; Comment(s) posted. Cost-cutting Leads to Turbulence in the Airline Industry

Re: Susanna Gallani

Disruptors Sell What Customers Want and Let Competitors Sell What They Don’t


By "decoupling" activities that consumers value from the ones they don't, enterprising digital startups are wreaking havoc on established firms. Thales Teixeira discusses his research on the second wave of Internet disruption. Open for comment; 8 Comment(s) posted.

What Loyalty? High-End Customers are First to Flee


Companies offering top-drawer customer service might have a nasty surprise awaiting them when a new competitor comes to town. Their best customers might be the first to defect. Research by Harvard Business School's Ryan W. Buell, Dennis Campbell, and Frances X. Frei. Key concepts include: Companies that offer high levels of customer service can't expect too much loyalty if a new competitor offers even better service. High-end businesses must avoid complacency and continue to proactively increase relative service levels when they're faced with even the potential threat of increased service competition. Even though high-end customers can be fickle, a company that sustains a superior service position in its local market can attract and retain customers who are more valuable over time. Firms rated lower in service quality are more or less immune from the high-end challenger. Closed for comment; 24 Comment(s) posted.

Is Groupon Good for Retailers?


For retailers offering deals through the wildly popular online start-up Groupon, does the one-day publicity compensate for the deep hit to profit margins? A new working paper, "To Groupon or Not to Groupon," sets out to help small businesses decide. Harvard Business School professor Benjamin G. Edelman discusses the paper's findings. Key concepts include: Discount vouchers provide price discrimination, letting merchants attract consumers who would not ordinarily patronize their business without a major price incentive. These vouchers also benefit merchants through advertising, simply by informing consumers of a merchant's existence via e-mail. For some merchants, the benefits of offering discount vouchers are sharply reduced if individual customers buy multiple vouchers. As a marketing tool, discount vouchers are likely to be most effective for businesses that are relatively unknown and have low marginal costs. Closed for comment; 59 Comment(s) posted.



A new case coauthored by HBS marketing professor John Deighton and research associate Leora Kornfeld offers an object lesson in the dangers social media can bring for big, recognizable companies and their brands. From the HBS Alumni Bulletin. Open for comment; 26 Comment(s) posted.

Customer Feedback Not on elBulli’s Menu


How Much Time Should CEOs Devote to Customers?


Every corporate mission statement pays lip service to respecting customer needs, but actual customer expertise is typically a mile wide and an inch deep, says Harvard Business School professor John Quelch. Here's why every CEO should spend at least 10 percent of his or her time thinking about, talking to, and steering the organization to the customer. Closed for comment; 0 Comment(s) posted.

The New Math of Customer Relationships


What Customers Want from Your Products

by Clayton M. Christensen, Scott Cook & Taddy Hall

Marketers should think less about market segments and more about the jobs customers want to do. A Harvard Business Review excerpt by HBS professor Clayton M. Christensen, Intuit’s Scott Cook, and Advertising Research Foundation’s Taddy Hall. Closed for comment; 0 Comment(s) posted.