Harvard Business Review

MARCH 10, 2015

Aggressive moves by airlines to migrate frequent flyer metrics from miles flown to dollars spent have caused bargain-hunting road warriors worldwide to whine about “disloyalty programs.” Airlines have clearly calculated that customers who spend more are more valuable to them than customers who fly more.

Customer Loyalty 8

Customer Loyalty Loyalty Airlines Hotels 8

Harvard Business Review

DECEMBER 18, 2012

People at all levels, especially management, witness the slow undoing of good customer service, product quality, or safety standards, and they don't say a thing about it. Each of us lives with the reality of products and services that come from companies whose leaders have surrendered their truth about quality and excellence.

Airlines 15

Airlines Retail Learning-by-Doing Quality 15

Harvard Business Review

JUNE 7, 2012

Some of the most exciting — and challenging — innovations in social media are around how to enable users of sites like Facebook and Pinterest to make recommendations, referrals, or "likes" of the products and services they use. Let's say you're preparing for a major product or service launch.

Reference 15

Reference Tips Media Case Study 15

Harvard Business Review

JUNE 7, 2012

Some of the most exciting — and challenging — innovations in social media are around how to enable users of sites like Facebook and Pinterest to make recommendations, referrals, or "likes" of the products and services they use. Let's say you're preparing for a major product or service launch.

Reference 12

Reference Tips Media Case Study 12

Harvard Business Review

NOVEMBER 27, 2015

Businesses are more profitable and productive when they act ethically, treat their staff well, and communicate better with their customers, according to the latest Lady Geek Global Empathy Index. Many British firms have been slow to recognize the direct correlation between corporate empathy and growth and productivity.

Tourism 8

Tourism Telecommunications Automotive Company 8

Strategy Driven

FEBRUARY 4, 2011

The Business Tree™ has 7 major parts… 5 primary branches, a trunk (6) and the base (7): The business you’re in Running the business Financial People Business development Body of Knowledge The Big Picture No single branch (business component) constitutes a healthy tree. How much further should we extend ethics?

Ethics 59

Ethics Cost Crisis Learning-by-Doing 59

Harvard Business Review

MAY 8, 2012

Rather, behind every decision the average person makes to buy something — whether a product or service, your argument or an idea — is an unspoken emotional motivation. Your Credo: These are the values and the belief system to which you subscribe, and/or a shared behavior and code of ethics that you're working within.

Belief Systems 16

Belief Systems Tips Audience CFO 16

Harvard Business Review

AUGUST 18, 2011

To maintain high worker morale, productivity, and loyalty in such a diverse and changing conditions, IBM has placed new emphasis on the "resources" component of HR in four directions. He exemplifies IBM's unconventional attitude toward developing the talents of its unconventional workforce.

Learning Curve 12

Learning Curve Globalization Airlines Training 12

Strategy Driven

MARCH 11, 2011

Business development. So were professional development programs, rewards for random acts of kindness and other empowerment initiatives. In my opinion, deregulation, as a whole, has worked negatively upon business and society (banking, airlines, trucking, and broadcasting), and the SEC is no exception. Running the business.

Strategic Planning 57

Strategic Planning Committee Golden Handcuff Media 57