James TEBOUL, Affiliate Professor of Production and...

"DE—INDUSTRIALIZE SERVICE

FOR QUALITY"

byJames TEBOUL*

N° 88 / 03

* James TEBOUL, Affiliate Professor of Production and OperationsManagement, INSEAD, Fontainebleau, France

Director of Publication :

Charles WYPLOSZ, Associate Deanfor Research and Development

Printed at INSEAD,Fontainebleau, France

DE-INDUSTRIALIZE SERVICE FOR QUALITY

by

James TEBOUL

European Institute of Business Administration (INSEAD)Fontainebleau, France

January 1988

ABSTRACT


James TEBOUL

There is no precise frontier between a service and an industrial product.This appears clearly with the operational definition of services: interfaceand support or front office and back office. The larger the interface, thepurer the service, the smaller the interface, the more industrial theservice.

But, the interface is difficult to deal with because of interactions betweenclients, employees and technology. Hence the tendency to "industrializeservices", to standardize the interface, define precise requirements andtransfer some of it in the support. In that case, quality means conformanceto requirements and a zero defect policy is readily specified if notimplemented.

However, it then becomes very difficult for the firm following this path todifferentiate itself from competition and to satisfy the evolutive needs ofthe customer. We recommend avoiding this vicious circle and taking theopposite stand. The interface, when used well, can give quality a boost,and a long term approach to quality must take into consideration an adequateuse of the multiple interactions between customers, employees and technologyin order to satisfy the client. Hence, enlarging the interface and givingit proper attention is not more costly if quality is adequately planned andbuilt into the process and if participation of customers and automation isjudiciously resorted to.


James TEBOUL

In recent years, we have witnessed a lively interest in services and therehas been a move towards the industrialisation of services to improve theirproductivity. The main thrust has been "Why don't we apply the methods ofproductivity improvement that have already proved themselves throughout theindustrial world?" And by way of proof we have the famous example of fastfood restaurants such as McDonald's and Burger King in Levitt's article onthe Industrialisation of Services where "the same rational system ofdivision of labor and specialization is rigorously followed to producespeed, quality control, cleanliness, and low prices".

At first sight, this approach to services seems to bear its fruit as itshows clear cost reductions with the standardisation of the service. Butthis can only be a short term approach as the motto is "productivity andcost reduction" and the centre of interest is less the service itself thanthe product delivered with the service.

It is my firm belief that there is another option, that in many casesservices should be de-industrialised in order to obtain both better qualityand customer satisfaction. And to prove this point, I would first like tomake the difference between a service and an industrial product very clear.

Making a product is starting from raw material and transforming it into afinal product. For example, you begin with a pig and you end up withsausages.

Delivering a service, on the other hand, is dealing directly with customersand transforming them from an initial state of non-satisfaction or need intoone of contentment. For example, "I'm starving" becomes "I feel great".

When you deliver a service, you essentially interact with a customer even ifyou actually give him something which has been prepared beforehand. Aservice should be considered as being made up of two systems: an interfaceand a support, a front office and a back office, the dining room in arestaurant and the kitchen.

Figure 1 - Service Definition

SERVICE

SUPPORT CUSTOMER INTERFACE

Up front servicein contact withcustomerFRONT OFFICE

"Behind the scenes"support service

BACK OFFICE

Now what makes a service really a service is the interface: the frontoffice, the dining room, and the actual difference between a service and amanufacturing facility is the size of the interface. Therefore whenindustrialising a service one should be careful not to over-simplify it, notto reduce the interface too much, not to concentrate attention only on thesupport. For the interface is a very specific system, with the followingcharacteristics.

interactioncustomer

interactionprocess

interactionequipment

— 2 —

Firstly, the customer is physically present in the interface. This impliesthat there may be a greater number of problems because the customer'sdemands do vary widely. Yet, at the same time, the customer is able toparticipate not only in the design of the service, but in production, or inquality control or even in the diffusion of the service.

Secondly, in the interface, the service and the delivery process areinterdependent. One cannot exist without the other. Production andconsumption are simultaneous. In the classroom, the teaching and thelearning process go together. The customer has to be in the plane in orderto be transported. If he misses his plane, the service is lost. And thisis why we say services are immaterial.

Thirdly, when the customer is in the interface, he is visiting the factory--the place where the service is delivered. And the larger the interface themore visible the service is.

Given the above characteristics of services, the natural question arises:What should be done with the interface? Should it be reduced? We'll askthe customer to telephone or to write instead of visiting. Should it bedeveloped? We'll spend more time with the customer. We'll enhance thepremises, the personnel will be more available.

The obvious short term answer is "Let's standardise it, let's reduce it".The advantages are cost reduction and conformity to well definedrequirements; but the clear drawback is the loss of differentiation andless customer satisfaction. And to make this last point clearer, we must goback to the definition of quality. Quality means satisfaction of the userand this can be seen in the diagram below where the customer needs arerepresented by a circle and the service offer by a square.

Figure 2 — Quality as perceived user satisfaction

interaction

Customer Needs employees

Service Offer

Quality = perceived customer satisfaction

Arr Non valuefor customer

Company's A offer

- 3 --

Quality or customer satisfaction is the customer's perception of theservice offer, that is, the shaded area. And the perception of the customerin the interface includes more than WHAT is delivered, it includes HOW it isdelivered. And the HOW is all the inter-actions of the customer with thepremises, with the machines, with the technology, with the employees andeven with the other customers. So then in order to give quality, to liveup to the promise of an offer, thousands of details must be supervised as

the customer perception is global. All elements of the WHAT and the HOwcontribute to this perception and you may even have transfers from oneelement to another to give a global perception of satisfaction.

Take, for example, Benihana restaurants. The WHAT, that is the food and therecipe, is very standardised but the HOW, that is the exotism, the show andthe enthusiasm of the chef makes the service more customized or specific orexotic and gives more value hence higher prices.

But what makes quality so very difficult to control is that one minormistake, one minus, can ruin the best offer and this non-conformity can be aserious drawback when a competitor offers defect free service. This is whymany companies opt for the reduction or the standardisation of theinterface. However the company that is offering the service does not standalone. There are competitors. And the competitor will try to do betterthan you. He will offer something more, something different to thecustomer. He will try to get what we call a competitive advantage, a plus.

Figure 3 - The Plus and Minus of Quality

Company's B offer

(-) Non conformity(+) Differentiation

Competitive Advantage

- 4 -

The problem with customers is that they vote everyday when they buy yourservice and what is important is WHAT makes the difference. Take, forexample, the airline industry. A ticket is a ticket is a ticket and whatmakes the difference is perhaps having more room in which to stretch outyour legs, or simply the steward or stewardess' smile. So the interface andthe quality of the service in the interface may provide that not-to-be-missed opportunity to keep one step ahead.

Controlling those thousands of details better than anyone else is of utmostimportance. And to find ways of differentiation not only in what you give(the service itself) but in how you give it (the delivery process) isequally important.

Now perhaps you are saying "Oh yes, what what about cost? Will thisenlarging and developing of the interface cost more? Will it cost a lot?"

I would now like to review some of the strategies that will increasecustomer satisfaction and will not increase the cost.

STRATEGY 1

Enhance the Interface to get that Competitive Advantage

This strategy will give greater importance to the interface. It may bephysically enlarged as in the Benihana restaurant example, where the size ofthe kitchen is reduced and that of the dining area is enlarged. There aretwo reasons for this:

1) The customer is served by the chef in the dining room and so the chefplays many roles--he cooks, he serves, he controls the length of themeal, he cleans up and he controls quality, he gives the show and statusto the customer.

2) The customer does not wait in a queue but he is invited to sit in alarge, comfortable bar where he is entertained while he has a drinkor two.

And this policy of a larger interface is, in fact, less costly than aclassical restaurant of the same size.

Another example can be seen in certain supermarkets where the fish ispresented on a bed of ice instead of in a standardised plastic pack. Ittakes up more space this way and a qualified salesman is needed, but thecustomer's greater satisfaction when he has the impression he is buyingfreshly caught fish compensates for the higher costs.

When this strategy is followed, however, some problems do arise and thesecome from the wide variety of customer needs and demands that may exceed thecapabilities of the service, but customers can be selected and prepared forthe service offered.

- 5 -

This is the idea of fan clubs or of customer clubs where people who havealready experienced the service tell the newcomer what to expect and how tobehave. Shouldice Hospital, in Canada, for example, is a private clinicwhich specialises in hernia operations. The patient is first selected bymeans of a questionnaire and a medical examination, and then, when he getsto the hospital he meets with Other patients who have already undergone theoperation and in this way he is directly prepared for his own operation.Later on, he may join an "old patients' club" and he will meet with themfrom time to time for dinner to revive the experience and even to diffuseit.

Along the same line of thought, the welcoming ceremony of the Club Med isvery important for preparing the future guests for their holiday experience.

The customer is not passive and he can also be used to control the qualityof his interaction with the employees and the evolution of the servicedesign. There are two important advantages here other than the competitiveadvantage. Firstly, the barrier to entry as it is not as easy to copysuccessful personal interactions as it is to copy physical goods. Comparethe special, supposedly exotic atmosphere of Benihana to that of somestandardised hamburger eating places. Secondly, the importance of theinteraction experienced in the interface: the memory of this experience maybe more significant than any other means of communication, and by word-of-mouth a good experience will be passed on more effectively than byadvertising.

STRATEGY 2

Keep interface but reduce its cost

Here are a few examples of how to do this:

1) As already mentioned, selection and training of customers.

2) Shift demand when the capacity is insufficient--for example, on and offseason advantages; giving appointments to avoid queueing.

3) Simplify the interface and focus it on a specific group of customers whohave similar needs.

4) Encourage customer participation in the actual production and delivery ofthe service, i.e. self-service of all sorts. We still have the interfacebut the customer is doing part of the job. As long as he has the feelingthat he is saving time, using his knowledge and getting what he wants, heis better off than with a mail order system where interface is reduced tominimum.

- 6 -

STRATEGY 3

In any case, give the promised quality and build it into the interface

Quality, that is, customer satisfaction, has two aspects: a positive aspect--differentiation and the competitive advantage; a negative aspect--a lackof conformity to requirements. It is very important to keep yourpromise:

a) Planning Quality. It is essential at the design stage to anticipatepotential problems and to build quality into the system. For thispurpose different tools are available such as value analysis, flowcharting, project reviews, capability analysis, selection and trainingof employees. Another essential aspect is to check the coherence of theoffer. We have already referred to the perception of the customer asbeing global so it is very important to check that all aspects of theservice are coherent and give a global positive impression. Investmentin prevention is much less costly than corrective action. This isespecially true in services where it is difficult, if not impossible, tocorrect a bad service. You will not easily be forgiven if your customeris ill after a meal. It is difficult to console a customer when hislonged-for and much needed holiday has been ruined by bad organisation.

b) Quality Control. While delivering the service, quality can becontrolled by the employees, the customers, or even by peers. After-delivery quality can be reviewed by audits and consumer surveys(preferable to complaints analysis).

c) Quality Improvement. Needs of customers change, standards improve underthe pressure of competition, thus quality must improve on a continuousbasis. One must resort to quality improvement teams and programmes.

CONCLUSION

Take any book on management and open it. What message will you find? Thecustomer, the customer, the customer is king, tune in to the customer. butin the interface, the customer is right there, physically accessible. Whydeny yourself such an opportunity?

Enlarging the interface, investing in the interface, selecting and trainingthe customer, selecting and training the labour force may seem moreexpensive in the short term, but when we look at the total system, the longterm positioning of the company, and the opportunity to build barriers toentry, these strategies become a must.

REFERENCES

Irving D. Canton, Learning to love the Service Economy, Harvard BusinessReview, May-June 1984;

Richard B. Chase, Where does the Customer Fit in a Service Operation?,Harvard Business Review, November-December 1978.

Richard B. Chase, The Customer Contact Approach to Services: Theoretical Bases and Practical Extensions, Operations Research, Vol.29, No. 4, July-August 1981.

Richard B. Chase, Decoupling Operations in Service Production Systems, 14thAnnual Meeting American Institute for Decision Sciences, San Francisco,November 1982.

P. Eigler, E. Langeard, Servuction, McGraw-Hill.

E. C. Etienne, La Gestion de Production dans les Entreprises de Services,Gestion, February 1981.

J. P. Flipo, Le Management des Entreprises de Services, Editionsd'Organisation, Paris, 1984.

J. I. Gershuny & I. D. Miles, The New Service Economy, Frances Pinter(Publishers), London, 1983, p.20.

Christian Gronroos, A Service Quality Model and its Marketing Implications,European Journal of Marketing, 18,4.

G. M. Hostage, Quality Control in a Service Business, Harvard BusinessReview, July-August 1975.

John C. Killeya and Colin G; Armistead, The Transfer of Concepts and Techniques Between Manufacturing and Service Systems, International Journalof Operations and Production Management, Vol.3, no. 3, 1983.

E. Langeard, J.E.G. Bateson, C. Lovelock and P. Eiglier, Service Marketing: New Insights from Consumers and Managers, Boston, Mass.: Marketing ScienceInstitute, 1981.

E. Langeard, La Strategie Marketing des Services aux Entreprises, L'actionMarketing des Entreprises Industrielles, Collection ADETEM Marketing Demain,1981b.

Theodore Levitt, Production-Line Approach to Service, Harvard BusinessReview, September -October 1972.

Theodore Levitt, The Industrialization of Service, Harvard Business Review,September-October 1976.

Theodore Levitt, La Productivite dans le Tertiaire, Harve l'Expansion, Hiver1976-77.

Theodore Levitt, Marketing Intangible Products and Products Intangibles,Harvard Business Review, May-June 1981.

C. H. Lovelock & R. F. Young, Look to Consumers to Increase Productivity,Harvard Business Review, May-June 1979.

Richard J. Matteis, The New Back Office Focuses on Customer Service, HarvardBusiness Review, March-April 1979.

H. Mintzberg, The Structuring of Organizations, Prentice Hall, 1979.

R. Normann, Service Management: Strategy and Leadership in Service Business,John Wiley & Sons.

Thomas J. Peters, Robert H. Waterman, In Search of Excellence, Harper & Row,1982.

J. Reed, Sure it's a Bank, but I think of it as a Factory, Innovation, Vol.62, no. 1048, 16 December 1982.

Stephen R. Rosenthal, Managing Government Operations, Scott, Foresman andCompany, 1982.

W. E. Sasser, Match Supply and Demand in Service Industries, HarvardBusiness Review, November-December 1976.

W. E. Sasser, R. P. Olsen, D. D. Wyckoff, Management of Service Operations:Texts, Cases and Readings, Boston 1978.

G. Lynn Shostack, Designing Services that Deliver, Harvard Business Review,January-February 1984.

Dan R. E. Thomas, Strategy is Different in Service Businesses, HarvardBusiness Review, July-August 1978.

C. A. Voss, The Service Despatcher/Receptionist Role, International Journalof Operations & Production, 1983, Vol. 3, No. 3, p. 35.

S. Zvegintzov, Services: towards a unified view, International Journal ofOperations & Production, 1983, Vol. 3, No. 3, p. 29-34.

1985

85/01 Jean DERMINE

INSEAD WORKING PAPERS SERIES

"The measurement of interest rate risk byfinancial intermediaries", December 1983,

Revised December 1984.

85/17 Manfred P.R. KETS DEVRIES and Danny MILLER

85/18 Manfred F.R. KETSDE VRIES

85/19 Manfred P.R. KETS DEVRIES and Dany MILLER

"Personality, culture and organization".

"The darker side of entrepreneurship".

"Narcissism and leadership: an objectrelations perspective".

85/27 Arnoud DE MEYER

85/02 Philippe A. NAERTand Els GIJSBRECHTS

85/03 Philippe A. NAERTand Els GIJSBRECHTS

85/04 Philippe A. NAERTand Marcel WEVERBERGH

85/05 Ahmet AYKAC,Marcel CORSTJENS,David GAUTSCHIand Ira HOROWITZ

85/06 Kasra FERDOWS

85/07 Kasra FERDOWS,Jeffrey G. MILLER,Jinchiro NAKANE andThomas E.VOLLMANN.

85/08 Spyros MAKRIDAKISand Robert CARBONE

85/09 Spyros MAKRIDAKISand Robert CARBONE

85/10 Jean DERMINE

85/11 Antonio M. BORGES andAlfredo M. PEREIRA



85/14 Ahmet AYKAC,Marcel CORSTJENS,David GAUTSCHI andDouglas L. MacLACHLAN

85/15 Arnoud DE MEYER andRoland VAN DIERDONCK

85/16 Hervig M. LANGOHR andAntony M. SANTOMERO

"Diffusion model for new product introduction

in existing markets" .

"Towards a decision support system forhierarchically allocating marketing resourcesacross and within product groups" ."Market share specification, estimation andvalidation: towards reconciling seemingly

divergent vievs" .

"Estimation uncertainty and optimaladvertising decisions",Second draft, April 1985.

"The shifting paradigms of manufacturing:inventory, quality and now versatility", March

1985.

"Evolving manufacturing strategies in Europe,Japan and North-America"

"Forecasting when pattern changes occurbeyond the historical data" , April 1985.

"Sampling distribution of post-sampleforecasting errors" , February 1985.

"Portfolio optimization by financialintermediaries in an asset pricing model".

"Energy demand in Portuguese manufacturing: atwo-stage model".

"Defining a manufacturing strategy - a surveyof European manufacturers".

"Large European manufacturers and themanagement of R i D".

"The advertising-sales relationship in theU.S. cigarette industry: a comparison ofcorrelational and causality testingapproaches".

"Organizing a technology jump or overcomingthe technological hurdle".

"Commercial bank refinancing and economicstability: an analysis of European features".

"Interpreting organizational texts".

"Nationalization, compensation and wealthtransfers: Prance 1981-1982" 1, Final versionJuly 1985.

"Takeover premiums, disclosure regulations,and the market for corporate control. Acomparative analysis of public tender offers,controlling-block trades and minority buyout InPrance", July 1985.

"Barriers to adaptation: personal, culturaland organizational perspectives".

"The art and science of forecasting: anassessment and future directions".

"Financial innovation and recent developmentsin the French capital markets", October 1985.

"Patterns of competition, strategic groupformation and the performance case of the USpharmaceutical industry, 1963-1982",October 1985.

"European manufacturing: a comparative study(1985)".

"The R D/Production interface".

"Subjective estimation in integratingcommunication budget and allocationdecisions: a case study", January 1986.

"Sponsorship and the diffusion oforganizational innovation: a preliminary vier".

"Confidence intervals: an empiricalinvestigation for the series in the M-Competition" .

"A note on the reduction of the workweek",July 1985.

85/20 Manfred F.R. KETS DEVRIES and Dany MILLER

85/21 Hervig M. LANGOHRand Claude J. VIALLET

85/22 Hervig M. LANGOHR andB. Espen ECKBO

05/23 Manfred P.R. KETS DEVRIES and Dany MILLER

85/24 Spyros MAKRIDAKIS

85/25 Gabriel HAWAVINI

85/26 Karel 0. COOL andDan E. SCHENDEL

1986


86/02 Philippe A. NAERTMarcel VEVERBERGHand Guido VERSVIJVEL

86/03 Michael BRIMM

86/04 Spyros MAKRIDAKISand Michele HIBON

86/05 Charles A. VYPLOSZ

86/06 Francesco GIAVAllI,Jeff R. SHEEN andCharles A. VYPLOSZ

86/07 Douglas L. MacLACHLANand Spyros MAKRIDAKIS

86/08 Jose de la TORRE andDavid H. NECKAR

"The real exchange rate and the fiscalaspects of a natural resource discovery",Revised version: February 1986.

"Judgmental biases in sales forecasting",February 1986.

"Forecasting political risks forinternational operations", Second Draft:March 3, 1986.

86/22 Albert CORHAY,Gabriel A. HAWAVINIand Pierre A. MICHEL


86/24 David GAUTSCHIand Vithala R. RAO

"Seasonality in the risk-return relationshipssome international evidence", July 1986.

"An exploratory study on the integration ofinformation systems in manufacturing",July 1986.

"A methodology for specification andaggregation in product concept testing",July 1986.

86/09 Philippe C. HASPESLAGH "Conceptualizing the strategic process Indiversified firms: the role and nature of thecorporate influence process", February 1986.

"Protection", August 1986.

"The economic consequences of the FrancPoincare", September 1986.

"Negative risk-return relationships inbusiness strategy: paradox or truism?",October 1986.

"Interpreting organisational texts.

86/10 R. MOENART,Arnoud DE MEYER,J. BARBE andD. DESCHOOLMEESTER.

86/11 Philippe A. NAERTand Alain BULTEZ

86/12 Roger BETANCOURTand David GAUTSCHI

86/13 S.P. ANDERSONand Damien J. NEVEN

86/14 Charles WALDMAN

86/15 Mihkel TOMBAK andArnoud DE MEYER

"Analysing the issues concerningtechnological de-maturity".

"Prom "Lydiametry" to "Pinkhamization":■isspecifying advertising dynamics rarelyaffects profitability".

"The economics of retail firms", RevisedApril 1986.

"Spatial competition A la Cournot".

"Comparaison Internationale des marges brutesdu commerce", June 1985.

"How the managerial attitudes of firms withFMS differ from other manufacturing firms:survey results", June 1986.

"Vhy follow the leaden".

"The succession game: the real story.

"Flexibility: the next competitive battle",October 1986.

"Flexibility: the next competitive battle",Revised Version: March 1987

86/25 H. Peter GRAYand Ingo WALTER

86/26 Barry EICHENGREENand Charles WYPLOS2

86/27 Karel COOLand Ingemar DIERICKX

86/28 Manfred KETS DEVRIES and Danny MILLER

86/29 Manfred KETS DE VRIES



86/31 Arnoud DE MEYER,Jinichiro NAKANE,Jeffrey G. MILLERand Kasra FERDOVS

86/16 B. Espen ECKBO andHervig M. LANGOHR

86/17 David B. JEMISON

86/18 James TEBOULand V. MALLERET

86/19 Rob R. VEITZ

86/20 Albert CORHAY,Gabriel HAVAVINIand Pierre A. MICHEL

86/21 Albert CORHAY,Gabriel A. HAVAVINIand Pierre A. MICHEL

"Les primes des offres publiques, la noted'information et le marche des transferts decontrele des societes".

"Strategic capability transfer in acquisitionintegration", May 1986.

"Towards an operational definition ofservices", 1986.

"Nostradamus: a knowledge-based forecastingadvisor".

"The pricing of equity on the London stockexchange: seasonality and size premium",June 1986.

"Risk-premia seasonality in U.S. and Europeanequity markets", February 1986.

86/32 Karel COOLand Dan SCHENDEL

86/33 Ernst BALTENSPERGERand Jean DERMINE

86/34 Philippe HASPESLAGHand David JEMISON

86/35 Jean DERMINE

86/36 Albert CORHAY andGabriel HAVAVINI

86/37 David GAUTSCHI andRoger BETANCOURT

86/38 Gabriel HAVAVINI

Performance differences among strategic groupmembers", October 1986.

"The role of public policy in insuringfinancial stability: a cross-country,comparative perspective", August 1986, RevisedNovember 1986.

"Acquisitions: myths and reality",July 1986.

"Measuring the market value of a bank, aprimer", November 1986.

"Seasonality in the risk-return relationship:some international evidence", July 1986.

"The evolution of retailing: a suggestedeconomic interpretation".

"Financial innovation and recent developmentsin the French capital markets", Updated:September 1986.

86/39 Gabriel HAWAWINIPierre MICHELand Albert CORHAY

86/40 Charles WYPLOSZ

86/41 Kasra FERDOWSand Wickham SKINNER

86/42 Kasra FERDOWSand Per LINDBERG

86/43 Damien NEVEN

86/44 Ingemar DIERICKXCarmen MATUTESand Damien NEVEN

1987


87/02 Claude VIALLET

87/03 David GAUTSCHIand Vithala RAO

87/04 Sumantra GHOSHAL andChristopher BARTLETT

87/05 Arnoud DE MEYERand Kasra FERDOWS

87/06 Arun K. JAIN,Christian PINSON andNaresh K. MALHOTRA

87/07 Rolf BANZ andGabriel HAVAVINI


87/09 Lister VICKERY,Mark PILKINGTONand Paul READ

87/10 Andre LAURENT

87/11 Robert FILDES andSpyros MAKRIDAKIS

"The pricing of common stocks on the Brusselsstock exchange: a re-examination of theevidence", November 1986.

"Capital flows liberalization and the EMS, aFrench perspective", December 1986.

"Manufacturing in a Rev perspective",July 1986.

"FMS as indicator of manufacturing strategy",December 1986.

"On the existence of equilibrium in hotelling'smodel", November 1986.

"Value added tax and competition",December 1986.

"Prisoners of leadership".

"An empirical investigation of internationalasset pricing", November 1986.

"A methodology for specification andaggregation in product concept testing",Revised Version: January 1987.

"Organizing for innovations: case of themultinational corporation", February 1987.

"Managerial focal points In manufacturingstrategy", February 1987.

"Customer loyalty as a construct in themarketing of banking services", July 1986.

"Equity pricing and stock market anomalies",February 1987.

"Leaders who can't manage", February 1987.

"Entrepreneurial activities of European MBAs",March 1987.

"A cultural viev of organizational change",March 1987

"Forecasting and loss functions", March 1987.

87/13 Sumantra GHOSHALand Nitin NOHRIA

87/14 Landis GABEL


87/16 Susan SCHNEIDERand Roger DUNBAR

87/17 Andre LAURENT andFernando BARTOLOME

87/18 Reinhard ANGELMAR andChristoph LIEBSCHER

87/19 David BEGG andCharles WYPLOSZ


87/21 Susan SCHNEIDER

87/22 Susan SCHNEIDER

87/23 Roger BETANCOURTDavid GAUTSCHI

87/24 C.B. DERR andAndre LAURENT

87/25 A. K. JAIN,N. K. MALHOTRA andChristian PINSON

87/26 Roger BETANCOURTand David GAUTSCHI

87/27 Michael BURDA

87/28 Gabriel HAVAVINI

87/29 Susan SCHNEIDER andPaul SHRIVASTAVA

"Multinational corporations as differentiatednetworks", April 1987.

"Product Standards and Competitive Strategy: AnAnalysis of the Principles", May 1987.

"METAFORECASTINC: Hays of improvingForecasting. Accuracy and Usefulness",May 1987.

"Takeover attempts: what does the language tellus?, June 1987.

"Managers' cognitive maps for upward anddownward relationships", June 1987.

"Patents and the European biotechnology lag: astudy of large European pharmaceutical firms",June 1987.

"Why the EMS? Dynamic games and the equilibriumpolicy regime, May 1987.

"A new approach to statistical forecasting",June 1987.

"Strategy formulation: the impact of nationalculture", Revised: July 1987.

"Conflicting ideologies: structural andmotivational consequences", August 1987.

"The demand for retail products and thehousehold production model: new views oncomplementarity and substitutability".

"The internal and external careers: atheoretical and cross-cultural perspective",Spring 1987.

"The robustness of MDS configurations In theface of incomplete data", March 1987, Revised:July 1987.

"Demand complementarities, household productionand retail assortments", July 1987.

"Is there a capital shortage in Europe?",August 1987.

"Controlling the interest-rate risk of bonds:an introduction to duration analysis andimmunization strategies", September 1987.

"Interpreting strategic behavior: basicassumptions themes in organizations", September1987

87/12 Fernando BARTOLOMEand Andre LAURENT

"The Janus Head: learning from the superiorand subordinate faces of the manager's Job",April 1987. 87/30 Jonathan HAMILTON "Spatial competition and the Core", August

W. Bentley MACLEOD and 1987.Jacques-Francois TIIISSE

87/31 Martine QUINZII and "On the optimality of central places",Jacques-Francois THISSE September 1987.

88/01 Michael LAWRENCE andSpyros MAKRIDAKIS

87/32 Arnoud DE MEYER "German, French and British manufacturingstrategies less different than one thinks",


September 1987.

87/33 Yves DOZ and "A process framework for analyzing cooperationAmy SHUEN between firms", September 1987.

87/34 Kasra FERDOWS and "European manufacturers: the dangers ofArnoud DE MEYER complacency. Insights from the 1987 European

manufacturing futures survey, October 1987.

87/35 P. J. LEDERER and "Competitive location on networks underJ. F. THISSE discriminatory pricing", September 1987.

87/36 Manfred KETS DE VRIES "Prisoners of leadership", Revised versionOctober 1987.

87/37 Landis GABEL "Privatization: its motives and likelyconsequences", October 1987.

87/38 Susan SCHNEIDER "Strategy formulation: the impact of nationalculture", October 1987.

87/39 Manfred KETS DE VRIES "The dark side of CEO succession", November1987

87/40 Carmen MATUTES and "Product compatibility and the scope of entry",Pierre REGIBEAU November 1987

87/41 Gavriel HAVAVINI and "Seasonality, size premium and the relationshipClaude VIALLET betveen the risk and the return of French

common stocks", November 1987

87/42 Damien NEVEN and "Combining horizontal and verticalJacques-F. THISSE differentiation: the principle of max-min

differentiation", December 1987

87/43 Jean GABSZEVICZ and "Location", December 1987Jacques-F. THISSE

87/44 Jonathan HAMILTON, "Spatial discrimination: Bertrand vs. CournotJacques-F. THISSE in a model of location choice", December 1987and Anita WESKAMP

87/45 Karel COOL, "Business strategy, market structure and risk-David JEMISON and return relationships: a causal interpretation",Ingemar DIERICKX December 1987.

87/46 Ingemar DIERICKX "Asset stock accumulation and sustainabilityand Karel COOL of competitive advantage", December 1987.

"Factors affecting judgemental forecasts andconfidence intervals", January 1988.

"Predicting recessions and other turningpoints", January 1988.

James TEBOUL, Affiliate Professor of Production and...

Documents

Transcript of James TEBOUL, Affiliate Professor of Production and...