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1. What is Jyske Banks new positioning or competitive differentiation strategy?

2. What changes did the bank make to get to its new position? What effect did these changes have?
3. Analyze Jyske Banks success using the Service Quality Gaps Model found in Chapter 2. What are
Jyske Banks strategies for closing the 5 gaps in the model?
4. In your opinion can Jyske Bank sustain its growth and success? Would you invest in Jyske Bank?


1. What does Supernova offer to Merrill Lynch? Does Merrill Lynch need Supernova to be successful to
grow in the future?
2. What is Supernova and how is it different from traditional financial advising models? What is the
value proposition for customers?
3. What changes were required to implement the Supernova processfor FAs? For Merrill Lynch
itself? What were the risks and potential benefits for both?
4. Paint a picture of a Financial Advisors day using the Supernova process. How is this different from
typical day under the old process?
5. How would you recommend Merrill Lynch as a company proceed in rolling out Supernova? What
are the challenges and hurdles that must be overcome for it to succeed? How can they overcome
these challenges?


Before the Ice Storm

Describe the JetBlue Experience. How is it related to the companys overall business


What challenges did David Neeleman and his executive team face in managing the customer
experience as the airline grew rapidly? How did they respond to those challenges?

After the Ice Storm



What exactly went wrong? Why did it go wrong? Who, or what, is responsible?
Did the airline handle the crisis well? Why or why not? What else could JetBlue have done
to improve the situation?
What are the potential negative consequences for JetBlue resulting from the situation?


What do you think of the Customers Bill of Rights as a service guarantee? Do you think it
will help the company regain customer loyalty?

Looking Ahead
What further strategic and/or leadership actions should JetBlue take to ensure the companys viability
and future success?


1. What else do you need to learn in the Listening Gap (Gap 1) about customer needs and
expectations? LACD had general information from the customer value surveys, but this
information did not tell them what service features customers expected in the CSAs. What were
they and how could they find out? In particular, how could they find out what they needed to
know to established standards in the Design and Standards Gap (Gap 2)?
2. Should they offer different CSAs to the different segments of general construction? What would
that imply for research, standards, and implementation?
3. What standards and measures should be set in the Design and Standards Gap (Gap 2) to deliver
to customer expectations? How formal should they be? How should LACD create and design
the new CSAs? How should they get everyone in the dealerships to learn about them and get on
board to deliver them?
4. How should the dealerships overcome all the Performance Gap (Gap 3) issues that they faced in
order to insure consistent delivery?
5. What internal and external materials were necessary to communicate the CSAs to salespeople
and customers? What else would be needed?

1. Why was Zappos so successful in its first 10 years from 1999-2009? What evidence is presented in the
case of the companys success? What general, high-level strategies can you identify that lead to their
2. Use the Service Triangle to illustrate and analyze Zappos success from a service strategy perspective.
What specific things did the company do to achieve its success in external marketing, interactive
marketing, and internal marketing? Is the Triangle well-aligned and where do you see potential
threats going forward?
3. What would the Zappos blueprint look like? What are the critical points of customer contact with the
company and what are customers expecting in these critical moments of truth? Where does the
fulfillment process fit in the blueprint?

4. What challenges or changes in strategy would you anticipate for Zappos following its acquisition by
Amazon? Can the company continue with the same strategy why or why not?
5. Go the Zappos website and check it out. What is one cool thing on the website that you think
reinforces a concept or strategy connected directly with service marketing and management

1. What exactly is Michelins Fleet Solution offer? Shortly present MFS (as opposed to Michelins
traditional tire-selling business model).
2) Why should Michelin move toward solutions? Investigate internal and external drivers?
3) Why would customers go ahead with MFS?
4) What causes the difficulties encountered by Michelin in deploying its solution offer?
5) Would you recommend pursuing / repackaging / abandoning Michelins solution offer?
ISS Iceland
1. Has ISS Iceland been successful? What data do you base your decision on?
2) How did ISS Iceland change after it was acquired by ISS? What specific changes were made and why?
What (or who) caused the changes?
3) What do you think of the praise initiative? What was the purpose and did it work? If it worked,
why? Do you think it would it work in other companies or countries?
4) What role do the supervisors play in ISS Iceland and how important are they? Should supervisors be
considered a cost to be minimized or a strategic tool at ISS? Why?
5) Decision point: What should ISS Iceland do to take the praise initiative to the next level?
6) Decision point: Should ISS Corporate roll out the praise program throughout ISS either regionally or
globally? Why? How?

United Breaks Guitars

1. Evaluate Uniteds response to Dave Carrolls video. What did the company do right? What did the
company do wrong?
2. Why was Dave Carrolls video seen by so many people in just a short time?

3. Describe a better approach that United could have used in this situation to recover from the poor
service they provided to Dave Carroll.
4. How should companies prepare to meet the challenges presented by user-generated complaints, videos,
and other material spreading across social media?