National Customer Satisfaction Survey To Support The: Fill & Download for Free

In order to keep track of your customer success best practices and workflows -- like collecting and analyzing customer feedback, managing customer communications, and setting up self-service customer education -- you need insight and tools to help you track, organize, and manage everything.So I've made this list of out-of-the-box customer success tools that work for every budget, whether you're a startup or an enterprise company. Learn more about the different solutions to see which would be the best fit for your team, your budget, and your customers.It's worth noting that there are other customer success tools available that didn't disclose their pricing structures on their websites, so I didn't include them on this list. To learn more about solutions not listed here, you could request a demo or speak with a salesperson.I also didn't include tools that were strictly customer support tools -- tools on this list needed to include an element of customer analytics that allowed agents to work proactively to prevent churn.HubSpot Service HubHubSpot's all-in-one customer success solution starts free and grows to meet the needs of an enterprise team. Our products and tools include:Tickets to organize incoming customer requests and issuesTeam inbox to share messages and assign tickets amongst your reps and agentsCustomer feedback to deploy surveys and analyze feedback and customer satisfaction scoresKnowledge base to create educational resources to help customers self-serveConversations to connect all channels of customer communications so you can have context whenever you get in touch with themAutomation to use customer feedback responses to kick off workflows that route customers to the solutions they need automaticallyIf you're already using HubSpot's free CRM, Service Hub integrates with it to use and update the customer data you're already tracking, too.ZendeskZendesk, another freemium customer success solution, offers another full-stack solution to use at every stage of your customers' journeys. Products and tools include:Channel integration to allow customers to connect with you across different channelsTicket forms to create different support requests to make it easy to provide support for different issuesSLA views to see how your team is stacking up against your sales and marketing teams to make sure you're all working together effectivelyMultilingual and multi-brand support to coordinate your approaches to customer service, even if you're managing multiple multi-national brands at onceCustomer feedback analytics to track and predict customer satisfaction scores over timeIntercomIntercom is affordable customer support and success software that gives customers the option to buy individual tools or use them all together to provide a cohesive customer experience. These tools include:Messages to send and receive email, app, and chat messages to and from customersInbox to organize messages and respond to customers as a teamArticles to create helpful content for customers to use to answer questions without your team's help

Harvard Business School Brief CasesAccountingBiovail Corporation: Revenue Recognition and FOB Sales AccountingBiovail Corporation, a major Canadian pharmaceutical company, announces that it will miss its quarterly earnings target by $25 to $45 million, blaming $10 to $15 million of the shortfall on a truck accident that occurred on the last day of the quarter. Explores the concepts of revenue recognition, the ethics of earnings management, relationships with analysts, and the enforcement role of the SEC.Danshui Plant No. 2A plant in southern China has a contract to assemble 2.4 million Apple iPhones. Three months into the contract, the plant is operating at a loss. The plant manager analyzes the budget and considers whether changing from a static to flexible budget can help uncover the performance problems.Depreciation at Delta Air Lines: The "Fresh Start"After Delta adopts fair value accounting as part of its "fresh start" emergence from bankruptcy, the company changes its approach to depreciating its aircraft. Introduces students to depreciation policy and links between accounting policies and financial reporting choices.Jimmy Fu and Moog, Inc.: Understanding Shareholders' EquityJimmy Fu is interviewing for a job at Moog, Inc. In the job offer, the vesting and termination language for the stock plan leads Jimmy to investigate the Shareholders' Equity section of the Moog balance sheet and he finds more activity than he expects.Luotang Power: Variances ExplainedThe general manager of a coal-fired power plant in central China prepares for a presentation to the board of directors. He believes his company performed well in the previous year in several key metrics but the performance is not reflected in the financial results.Lyons Document Storage Corporation: Bond MathA manager must analyze the refunding of bonds issued in 2000, when interest rates were higher. Students must calculate the present value of interest and principal payments.Merrimack Tractors and Mowers: LIFO or FIFO?A CFO proposes use of FIFO to maintain earnings growth, accepting possible tax consequences. The case demonstrates that firms often have choices about accounting policies.The Talbots, Inc. and Its Subsidiaries: Accounting for GoodwillFocusing on the firm's acquisition of J. Jill, the case demonstrates what goodwill is, how it originates, how it is measured at acquisition, and how it is amortized or impaired.FinanceBlaine Kitchenware: Capital StructureIn response to an unsolicited takeover, a kitchen appliance maker contemplates using excess liquidity and additional borrowing for a stock repurchase. The company must determine the effects of increasing leverage on the cost of capital, firm value, and share price.Ceres Gardening Company: Funding Growth in Organic ProductsAn aggressive player in the organic gardening industry offers steep discounts and vendor financing to its retailers in an effort to increase market penetration. Students analyze the company's financial statements and make projections.Flash Memory, Inc.A small firm in the computer and electronic device memory market must invest heavily in new product development to stay competitive. The Chief Financial Officer is in the process of preparing the investing and financing plans for the next three years and must consider alternatives for additional funding in light of increased working capital requirements.Groupe Ariel S.A.: Parity Conditions and Cross-Border ValuationGroupe Ariel evaluates a proposal from its Mexican subsidiary to purchase and install cost-saving equipment at a manufacturing facility. Ariel corporate policy requires a discounted cash flow (DCF) and an estimate for the net present value (NVP) for capital expenditures in foreign markets. A major challenge of the case is which currency to use, the Euro or the peso.Hansson Private Label, Inc.: Evaluating an Investment in ExpansionA manufacturer of private-label personal care products must decide whether to fund an unprecedented expansion of manufacturing capacity. This case requires students to complete a fundamental analysis of the project, including the development of cash flow projections and net present value calculations.Harmonic Hearing Co.Two employees from a small manufacturer of hearing aids consider purchasing the company from the founder. Two financing alternatives are presented: one is virtually all debt-financed, the other all equity. The financing structure will significantly affect future products and firm performance.Hill Country Snack Food Co.The CEO of a snack food company believes in maximizing shareholder value by maintaining large cash balances and funding new initiatives internally using equity finance over debt finance. As he approaches retirement, analysts and investors want the company to adopt a more aggressive capital structure.Jones Electrical DistributionDespite several years of rapid sales growth and good profits, Jones Electrical Distribution experiences short-term cash shortages. The company is unable to take discounts on accounts payable and increasingly relies on loans from the bank to cover expenses. Company owner Nelson Jones weighs the options for managing sales growth against additional financing needs.Mercury Athletic: Valuing the OpportunityThe head of business development at Active Gear Advantage, a mid-size athletic footwear company, sees the opportunity to acquire Mercury Athletic and double the size of his business. Students gain exposure to basic DCF valuation using WACC.Midland Energy Resources, Inc.: Cost of CapitalThe senior vice president of project finance for a global oil and gas company must determine the weighted average cost of capital for the company as a whole and each of its divisions. Students become familiar with WACC and CAPM and associated data and formulas.Monmouth, Inc.A leading producer of engines and massive compressors for the natural gas industry considers whether to acquire a tool company. Students must choose an approach for valuing the company and consider how the offer should be structured.New Heritage DollA mid-sized, privately-owned, domestic firm evaluates two investment alternatives. The case explores basic issues in capital budgeting and requires students to analyze financial information from competing capital budgeting projects and choose a single investment project.Pacific Grove Spice CompanyA manufacturer, marketer, and distributor of spices and seasonings utilizes debt to fund the necessary growth in assets to support sales. The bank is concerned about the total amount of interest-bearing debt on the firm's balance sheet and has asked the company to provide a plan to reduce it.Polar Sports, Inc.A fashion skiwear company generates over 80% of sales between September and January and relies on seasonal production to respond promptly to customer orders. The VP of operations considers the costs and benefits of switching to level production.Sterling Household Products CompanyA manufacturer of laundry soap, cosmetics, cleaning and disinfecting products, and other consumer goods consider acquiring the germicidal and sanitation product unit from a company in the health care industry. A complete investment analysis may reveal whether the purchase price adds enough value to the firm.Valuation of AirThread ConnectionsA senior associate in the business development group at American Cable Communications must prepare a preliminary valuation for acquiring AirThread Connections, a regional cellular provider. This case can be used as a capstone valuation exercise for first-year MBA students in an introductory finance course.Winfield Refuse Management: Raising Debt vs. EquityA small, publicly traded company specializing in non-hazardous waste management considers a major acquisition in the Midwestern U.S. The chief financial officer wants the company to reconsider a long-standing policy to avoid long term debt and fund the acquisition through a bond issue.General ManagementApplied Research Technologies, Inc.: Global Innovation's ChallengesStudents analyze the decisions and the leadership styles of both a unit manager and a division VP of ART, Inc., an organization whose culture of innovation has spawned many successful brands—but this same culture might also be putting one division and its leader at risk.Calveta Dining Services, Inc.: A Recipe for Growth?Calveta Dining Services enjoyed three decades of growth under its founder Antonio Calveta. Now that Antonio is retired, can his son Frank carry out Antonio's directive to double revenue within five years while still maintaining Calveta's distinctive pro-employee culture?Clayton Industries: Peter Arnell, Country Manager for ItalyIn Italy, the new country manager of a U.S.-based HVAC company is under pressure to solve a range of problems that thwart the home office's strategic plans. His options are constrained by a depressed economy, difficult union relations, rising materials prices, intense competition, and nationalistic buying preferences.A Day in the Life of Alex Sander: Driving in the Fast Lane at Landon Care ProductsA driven superstar performer at a cosmetics firm has an impressive record of accomplishments but is limited by an inability to function effectively in a team setting, as a 360 performance evaluation makes clear.Evergreen Natural Markets 2012Kathleen Norton, the CEO of a successful food retailer with a track record of growth through local acquisition, has her leadership skills tested when her company purchases seven stores outside of the home base.Sugar BowlShelby Givens, the Westlake Lanes general manager, has successfully transformed her family-owned bowling alley into an urban lounge called Sugar Bowl. When investors offer to buy the business, Givens must evaluate whether she should accept the offer or retain involvement in the venture she worked so hard to create.Westlake Lanes: How Can This Business Be Saved?A general manager tries to improve a failing business that is owned and operated by her family. She uses her recent MBA training to devise a short term turnaround strategy while also proposing a longer term transformation plan to the board.HR ManagementCeleritas, Inc.: Leadership Challenges in a Fast-Growth IndustryCeleritas is a leading data communications company in a crowded and highly competitive market. With sales suddenly declining after years of record growth, Celeritas has begun to lose its status as a top player. The CEO calls for an offsite meeting to address several problems he believes are causing the recent slide.Raleigh & Rosse: Measures to Motivate Exceptional ServiceIn January 2010, U. S. luxury goods retailer Raleigh & Rosse is being sued by its employees for encouraging "off the clock" hours. At the center of the class action lawsuit is the famous Raleigh & Rosse performance measurement system previously thought to be the core of the retailer's success.International BusinessBella Healthcare IndiaBella Healthcare India was originally established as a low-cost manufacturing facility for a U.S.-based cardiology equipment developer but has since evolved into its own research and development center. After a failed joint product development effort with its parent company in the U.S., is the Bella Bangalore team ready to launch a new product and if so, which project should it choose?Kent Chemical: Organizing for International GrowthWith a global expansion strategy placing increasing demands on his organization, the president of Kent Chemical International is proposing a third reorganization effort after two failed attempts to better align his business with its U.S.-based parent company.Levendary Cafe: The China ChallengeLevendary Cafe has grown from a small Colorado-based restaurant into a $10 billion business with international expansion plans. Despite its solid track record, Wall Street is nervous about Levendary and its new CEO, Mia Foster. Foster is working hard to prove herself worthy of the job and her first order of business is to address concerns about the Levendary Chinese expansion plan.Meli MarineAn inter-Asian container shipping company is facing an important strategic decision after an interesting acquisition opportunity presents itself— if the board purchases larger ships, should they enter the global Asian-North American shipping business?United Cereal: Lora Brill's Eurobrand ChallengeThe European division for a multinational breakfast foods company prepares to launch a new cereal product. The VP for the division must decide whether to make the new cereal the first branded cereal product for the European division and how to create an organizational structure to support the new product strategy.MarketingAlpen Bank: Launching the Credit Card in RomaniaAlpen Bank considers whether to launch a credit card business in Romania. The firm rejected the idea several years earlier because of poor economic conditions in Romania. However, the country is emerging from a recession and incomes are rising along with disposable income. Students decide whether to launch the new business and how to acquire new customers.Atius GolfA maker of high-performance golf balls considers introducing a new product line called Elevate to appeal to casual golfers. The new line will be available through "off-course" specialty stores and big box retailers at lower price. The board of directors is divided on whether to support the decision.Atlantic Computer: A Bundle of Pricing OptionsAtlantic Computer, a leading player in the high-end server market, has developed a new server, the Tronn, and a software tool, called the "Performance Enhancing Server Accelerator," or PESA, that allows the Tronn to perform up to four times faster than its standard speed. How should Atlantic price the Tronn and PESA?Brannigan Foods: Strategic Marketing PlanningThe vice president and general manager of the soup division is concerned about declining sales and profitability. Hoping to reverse the trends, he asks 4 managers to review an analysis of the soup industry and recommend a turnaround strategy. Students must perform a quantitative analysis of each proposal before making a final recommendation.Classic Knitwear and Guardian: A Perfect Fit?In response to shareholder demands for margin improvements, the CMO of Classic Knitwear, a private-label non-fashion knitwear manufacturer, considers partnering with another company to produce a new line of high-margin, insect-repellant clothing.Clean Edge Razor: Splitting Hairs in Product PositioningA health and beauty manufacturing company launches a new technologically advanced vibrating razor into the highly competitive men's market for shaving products. The product manager struggles with positioning the product either as a "niche" razor for the high-end market or as a mainstream razor for the average consumer.Cottle-Taylor: Expanding the Oral Care Group in IndiaThe director for oral care products in India develops a marketing plan to support 20% growth in India but her boss wants to see 30% growth. To reach the revised goal, she must develop a new marketing plan while considering many factors including the regional differences between rural and urban consumers and the level of acceptance for modern dental standards across India.Culinarian Cookware: Pondering Price PromotionFaced with ambiguous results from a previous price promotion, Culinarian must decide if a new promotion will damage its premium brand or improve brand awareness and stimulate sales. What role should price promotion play in the company's sales growth goals?The Fashion ChannelThe new Senior Vice President of Marketing for The Fashion Channel is preparing to recommend a change in the company's traditional marketing approach by introducing a market segmentation program. Students must evaluate consumer research results, calculate financial scenarios, and make their own recommendation.Flare Fragrances Company, Inc: Analyzing Growth OpportunitiesFlare Fragrances experiences a decline in annual sales growth and considers introducing a new line of perfume or expanding distribution. Students study a wide range of factors including brand management, consumer demographics, product positioning, and pricing.Giant Consumer Products: The Sales Promotion Resource Allocation DecisionIn an effort to boost sagging sales, the Frozen Food Division undertakes a risky trade promotion. Focuses on cannibalization, brand equity erosion, and strategic channel issues.Harrington Collection: Sizing Up the Active-Wear MarketIn the wake of slumping sales and sagging profit margins, a leading manufacturer and retailer of high-end women's apparel must decide whether to expand into the high-growth active-wear market. The case explores the financial implications, assesses trade and competitor reactions, considers the risks, and determines whether the company's Vigor division will be able to successfully launch and manage a new product line.Launching Krispy Natural: Cracking the Product Management CodeA market leader for the sweet snack market wants to enter the salty snacks market with a reinvented line of premium crackers. Market test results exceed expectations in one city and fall short in 3 others. The marketing director must interpret the test market results, consider possible competitive response, and develop a recommendation for a national rollout.Manchester Products: A Brand Transition ChallengeManchester, a furniture company, has acquired an extremely powerful brand but can use its name for only three years-so the VP of Marketing must design a plan that transitions the new brand's power back to the company. The case examines decision-making related to brand equity, communications, and other aspects of marketing strategy.MedNet.com Confronts "Click-Through" CompetitionIn January 2007, "MedNet.com" is a leading website that provides science-based health information free of charge to online visitors. Its business model relies on advertising sales, primarily to pharmaceutical companies. In the face of fierce advertising competition, MedNet is forced to defend this model. However, in defending the value MedNet delivers, company executives may be building the case for why niche sites may be a better investment for the advertiser's budget.Metabical: Positioning and Communications Strategy for a New Weight Loss DrugThe marketing director at a pharmaceutical company must carefully consider the positioning and communications strategy for the launch a new weight-loss drug. Poor positioning of the drug in the highly competitive market for weight-loss solutions could spell disaster.Metabical: Pricing, Packaging, and Demand Forecasting Recommendations for a New Weight-Loss DrugA pharmaceutical company develops a new weight loss drug called Metabical. The senior marketing manager explores three different pricing models and considers the effects on profitability before making a final recommendation.Mountain Man Brewing Co.: Bringing the Brand to LightMountain Man Beer Company brews just one beer, Mountain Man Lager, known as "West Virginia's beer," popular among blue-collar workers. When the company experiences declining sales, the CEO considers launching a new beer, Mountain Man Light, in the hope of attracting younger drinkers. Mountain Man Lager's brand equity is a key asset for the company. Will Mountain Man Light enhance, detract from, or irreversibly damage the brand?Natureview FarmNatureview Farm, a Vermont-based producer of organic yogurt with $13 million in revenues, is the leading national brand sold into natural foods stores. When the company faces financial pressure to increase revenues to $20 million due to a planned exit by its venture capital investors, the VP of marketing must decide whether to expand into the supermarket channel.Olympic Rent-A-Car U.S.: Customer Loyalty BattlesA rental car company must decide how to respond after a competitor changes its loyalty rewards program. Marketing and operations managers review the firm's financial performance and the current loyalty reward program as they consider their options.P.V. Technologies, Inc.: Were They Asleep at the Switch?A leading manufacturer of photovoltaic inverters used in solar energy technology receives a bad evaluation from its largest customer. The company must consider the consequences to its reputation while considering among four possible responses to the situation.Reed Supermarkets: A New Wave of CompetitorsThe marketing VP at a high-end, conventional supermarket chain is concerned about increased competition from dollar stores and limited-assortment stores offering very low price points. She must decide how to change the current marketing and positioning plan to increase market share.Reliance Baking Soda: Optimizing Promotional SpendingThe new Domestic Brand Director needs to create a marketing budget that delivers a profit increase of 10%, weighing the value of advertising, price increases, and the role of the brand within the company. Students are expected to create and defend a similar budget.Rosewood Hotels and Resorts: Branding to Increase Customer Profitability and Lifetime ValueRosewood Hotels & Resorts is a small firm running 12 individually branded luxury properties. Its new leadership is contemplating whether the firm should significantly increase the prominence of the corporate identity, making Rosewood a corporate brand. Students must calculate how customer lifetime value would be affected by a shift from individual branding to corporate branding.Saxonville Sausage CompanySaxonville Sausage, a $1.5 billion manufacturer of pork sausage products, is experiencing financial stress because its leading product lines have lately produced declining revenues-except an Italian sausage named Vivio, which has recently experienced a significant increase in revenues, as has the entire Italian sausage category nationwide. What steps should the company take to expand Vivio into a powerful national brand?Soren Chemical: Why Is the New Pool Product Sinking?Soren Chemicals launches a new water clarifier for residential swimming pools called Coracle and is surprised by poor sales. Coracle is chemically similar to the company's highly successful water clarifier for large pools at recreational facilities and offers the same superior product performance. The marketing manager suspects the go-to-market strategy may be flawed but can she diagnose the problem before the end of the selling season?The Springfield Nor'easters: Maximizing Revenues in the Minor LeaguesThe marketing director of a new minor-league baseball team must design, conduct, and then interpret survey research to determine optimal ticket pricing that will yield large attendance figures and contribute to the owner's goal of breaking even in the first year of play. The pricing assignment becomes more challenging when other variables like concessions revenue are considered. Students are asked to complete a quantitative assignment as part of case analysis, and they must also grapple with less quantifiable factors.TruEarth Healthy Foods: Market Research for a New Product IntroductionTruEarth Healthy Foods wants to build on its successful introduction of fresh whole grain pasta by introducing a similar product concept for pizza. Acting as brand managers, students analyze the data and decide whether to bring the new product to market.Operations ManagementAIC Netbooks: Optimizing Product AssemblyA manufacturer of printed circuit boards diversifies it product portfolio by launching its own line of mobile consumer electronics. After three months of production, the production manager must consider ways to increase efficiency and lower costs.Baria Planning Solutions, Inc.: Fixing the Sales ProcessA consulting firm that specializes in using spend analysis to help companies identify savings is concerned about the disappointing performance of the sales team in signing up new clients. The sales director must analyze the current process flow to identify the problems facing the sales organization.Bayonne Packaging, Inc.A printer and paper converter specializes in delivering innovative packaging solutions for its customers. Despite tripling sales, the firm posted its first loss in over 10 years. The VP of Operations must analyze the production process and recommend improvements.Bergerac Systems: The Challenge of Backward IntegrationA manufacturer of diagnostic instruments for veterinary practices relies on two suppliers for the plastic cartridges used for a range of blood and blood chemistry tests. The CEO is concerned about inconsistent deliveries and considers acquiring one of the suppliers or expanding existing capacity.FoldRite Furniture Company: Planning to Meet a Surge in DemandFoldRite improves manufacturing quality and efficiency by developing stylish, environmentally friendly products. Now a new plan is needed to meet high demand, control manufacturing and inventory costs, and mitigate risk.The Morrison CompanyA developer and manufacturer of radio frequency identification tags (RFID) experiences a dramatic increase in sales over the past year. The increase exacerbates existing manufacturing problems and has led to increased shipping delays and inadequate inventory on hand.Scientific Glass Incorporated: Inventory ManagementScientific Glassware provides specialized glassware for laboratory and research facilities. Excess inventory is tying up extra capital needed to fund the company's expansion plans. The inventory manager is tasked with developing a more effective strategy for managing inventory.Organizational BehaviorAndrew Ryan at VC BrakesAndrew Ryan's excitement over a change initiative at VC Brakes turns to concern when organizational challenges surface. A subsequent restructuring puts him on the wrong side of politics and he must decide whether to leave or stay with the losing initiative.BoldFlash: Cross-Functional Challenges in the Mobile DivisionA new leader makes organizational changes to improve the product development process, but the changes may not go far enough.Campbell and Bailyn's Boston Office: Managing the ReorganizationCompetitive pressures drive organizational changes at a securities brokerage firm, with serious potential consequences for customers, employees, and the firm as a whole.Engstrom Auto Mirror Plant: Motivating Through Good and Bad TimesA plant manager confronts morale issues when, on the heels of an industry downturn, an incentive program stops producing payouts that employees have come to expect.Jamie Turner at MLI, Inc.Set in an industrial lighting company, this Brief Case describes the evolution of an interpersonal mismatch between a previously successful manager, Jamie Turner, and his new boss.Johannes Linden: Managing the Global Executive CommitteeIn the wake of an unexpected drop in manufacturing costs, the director of a large Swiss appliance manufacturer must convince his Global Executive Committee to revise revenue forecasts and sales targets for the upcoming year.Kay Sunderland: Making the Grade at Attain LearningAccount manager Kay Sunderland is surprised that her colleague Mike Morgan is potentially jeopardizing an important account by ignoring their employer's communication policy. Sunderland must decide how to handle the situation with both the client and her colleague Morgan.Martha Rinaldi: Should She Stay or Should She Go?Martha Rinaldi has been an assistant product manager at leading beverage company Potomac Waters since graduating from business school. Rinaldi is frustrated by her relationships with her boss and a close co-worker.MediSys Corp.: The IntensCare Product Development TeamMedical equipment maker MediSys is developing an innovative system for monitoring intensive care patients. Six months into the project, the product development team struggles through significant problems with design, schedule, a large competitive threat, and their own group dynamics.RL Wolfe: Implementing Self-Directed TeamsPlastic pipe manufacturer RL Wolfe introduces the concept of self-directed teams (SDTs) to its Corpus Christi plant in 2004. By 2007, Corpus Christi is outperforming the firm's other plants, and the production director seeks to understand which aspects of SDTs are working, which are not, and whether the other plants might be persuaded to accept the SDT approach.Ron Ventura at Mitchell Memorial HospitalStar vascular surgeon Ron Ventura's contract is up for renewal. He has improved the vascular surgery practice and generated much new case flow but is abrasive. How should his boss approach the upcoming performance feedback interview?Teaching Note available.Stone Finch, Inc.: Young Division, Old DivisionTo stimulate innovation and hasten growth in a young technology solutions division, an aggressive CEO milks the firm's cash cow, an old manufacturing unit. That unit soon faces key employee departures and sinking morale - and the newer unit runs into similar difficulties.TerraCog Global Positioning Systems: Conflict and Communication on Project AerialWhen a new product launch is threatened by cost problems, the firm's units are unable to come together and make a critical decision and a young executive must lead them forward.Thomas Green: Power, Office Politics, and a Career in CrisisA promising career appears to be headed off the rails as conflict deepens between a young marketing manager and his boss. Can this career be saved?Treadway Tire Company: Job Dissatisfaction and High Turnover at the Lima PlantLine foremen in a manufacturing plant are caught in the middle of an adversarial relationship between workers and management.SalesDesigns by Kate: The Power of Direct SalesThe sales representatives at Designs by Kate sell private-label jewelry at hosted parties. They also recruit, train, and manage teams of new sales reps. Sales have started to decline and the company must revisit the commission structure to determine if it is still effective.Service ManagementComfort Class Transport: Does Customer Service Need an Overhaul?Customer satisfaction with vehicles and drivers at a chauffeured limousine transport company is high and management has plans to expand the company into new markets. However, underperformance in the customer service call center could threaten the company's future.Delwarca Software Remote Support UnitA software firm provides telephone support for customers facing complex software integration issues. The manager of the remote support unit implements a new call triage process that fails to decrease customer waiting times and overall dissatisfaction. He must analyze the process and make recommendations for improvement.Playa Dorada Tennis Club: Expansion StrategyPlaya Dorada Beach & Resort in Boca Raton, Florida faces a growing seasonal demand for tennis services. The director of the tennis operations analyzes court capacity and pricing structure as he considers plans for expansion.Porcini's Pronto: "Great Italian cuisine without the wait!"Looking for expansion opportunities, a chain of full-service Italian restaurants considers launching a new chain of lower-cost, limited-menu restaurants. The vice president of marketing must develop the concept and also analyze three expansion strategies before the project can be approved.WrapItUp: Developing a New Compensation PlanA restaurant chain based in California offers made-to-order sandwich wraps using fresh, healthy ingredients. Management pilots a profit-sharing program at two restaurants to address concerns that employee turnover is high, customer satisfaction is decreasing, and revenue growth is flat.

1/ Baby Box - a jam-packed box of baby essentials to help new parents at the start of a child's life.2/ Childcare - 800 hours of early learning and childcare, saving families up to £2,500 per child per year @theSNP3/ Free Tuition - students in England face tuition fees up to £27,750 - Scottish students receive university tuition free4/ Period Poverty - Scotland is the first in the world to make sanitary products available free to all pupils and students5/ Prescriptions - prescription charges abolished in Scotland - now £9 per item south of the border6/ Cheaper Council Tax - every Scottish household benefits from cheaper tax bills - on average £500 less than England7/ Care For All - Free personal and nursing care extended to everyone who needs it, regardless of age8/ Free Bus Travel - Over one million Scots now enjoy free travel, including over-60s and disabled people9/ Record Health funding - over £13.9 billion in 2019/20, £4 billion more than when we took office10/ 13,600 more staff in Scotland's NHS, that's over 10% more since 200711/ Health spending in Scotland is £185 per person higher than in England12/ Patient satisfaction is at a five-year high in Scotland, with 86% of patients rating their inpatient experience positively13/ Scotland's A&E services are the best performing in the UK - for almost four years running14/ We are investing £110 million to support implementation of a new GP contract to support wider primary care reform15/ We are investing £200 million in a network of elective and diagnostic treatment centres across the country, as well as expanding the Golden Jubilee, to help meet the needs of an ageing population16/ Over £5 billion has been invested in Scotland's health infrastructure since 2007, includingScotland's superhospital in Glasgow, Dumfries Infirmary, Orkney Hospital & Aberdeen's Emergency Care Centre17/ Most nurses in Scotland are better paid than anywhere else in the UK, and none are paid less than their counterparts in NHS England18/ We've committed £40 million for 2,600 extra nursing and midwifery training places over this Parliament, & are investing £3 million more to train 500 advanced nurse practitioners19/ Scotland has the highest number of GP's per head of population in the UK.20/ We're training more paramedics, with a commitment to train 1,000 more by 202121/ We've expanded IVF to more families - making access in Scotland the fairest and most generous in the UK.22/ Scotland is leading the world on alcohol pricing, being the first country to implement minimum unit pricing23/ Our patient safety record is amongst the best in the world, infection from C.Diff and MRSA has dramatically reduced in over 65's by 88% and 94% under our government24/ We are implementing our new Cancer Strategy, investing £100 million to improve the prevention, early diagnosis and treatment of cancer.25/ The risk from cervical cancer for the next generation of young women has been cut by providing the HPV vaccine for girls in second year of secondary school26/ Parking charges at all NHS-run hospitals scrapped - saving patients and staff around £27 million.27/ Scotland led the UK by introducing a mental health waiting times target, and our spending on mental health services exceeded £1 billion in 2018.28/ 94% of the Scottish population are now registered with an NHS dentist - double what it was when we took office in 200729/ Free tuition and bursaries for student nurses have been scrapped in England.In Scotland, we've protected free tuition and the nursing and midwifery bursary rises to £8,100 for 2019 and £10,000 for 2020.30/ Irresponsible alcohol discounts in supermarkets and off-licences are now banned, and we've raised the legal age for buying tobacco to 18.31/ We've made it illegal to smoke in a car with anyone under the age of 18.32/ Everyone who uses social care services can now control their individual care budget through the Self-directed Support Act.33/ We've provided extra funding for Scotland's veteran charities, and ensured our ex-service men & women receive priority treatment in the NHS and other services.34/ We are investing record amounts in schools to close the attainment gap - £120 million going direct to schools in 2019 alone.35/ All 135,000 pupils in primaries 1 to 3 now benefit from free school meals, saving families around £380 per child per year.36/ We've launched the Scottish Attainment Challenge, with investment of £750 million over the life of this parliament.37/ We've provided extra resources to local councils, allowing spending on education to increase in real terms for the past three years, up by £189 million in 2018/19.38/ 847 schools upgraded since 2007, providing well-designed, accessible and inclusive learning environments for pupils.39/ Record number of Scots are being accepted to study at university with record numbers from our most deprived communities too.40/ We've launched the First Minister's Reading Challenge to encourage all children to read for pleasure.41/ We've introduced a national £100 school clothing grant to help relieve family pressure.42/ Since 2012, we have invested over £1 billion per year in Scotland's universities.43/ We have protected the Disabled Students Allowance and bursaries for students, both abolished elsewhere in the UK.44/ We've expanded the Education Maintenance Allowance in Scotland- now scrapped south of the border - to support even more school pupils and college students from low income families.45/ We maintain the funding for at least 116,000 full-time college places.46/ We're providing our further education students with record levels of support. £111 million in 2018/19 - up 33% under the SNP.47/ We are supporting the college sector to maintain colleges and to deliver new campuses, including investment of over £228 million in the new City of Glasgow College super campus.48/ The number of higher education qualifiers from college is at an all-time high.49/ Graduates from Scottish universities are earning more than their counterparts in the rest of the UK.50/ Full-time college students in Scotland can now benefit from the highest bursary of anywhere in the UK.51/ Scotland provides the best package of support for university students in the UK - with free tuition, low interest rates for student loan repayments, and a minimum income guarantee of £7,625.52/ We've introduced a £20,000 bursary for career changers aiming to become teachers in priority science, technology, engineering or maths (STEM) subjects, with home-economics included for the first time last year.53/ Scotland's unemployment rate has fallen to its lowest rate on record, under the SNP.54/ Scotland is the top destination in the UK, outside of London, for foreign direct investment.55/ We have delivered a new progressive tax system, supporting additional investment in our public services while safeguarding those on lower incomes.56/Scotland has the most generous business rates relief package in the UK - worth more than £750 million.57/ Scotland's international exports are up 57.2% under the SNP - valued at £32.4 billion in 2017.58/ We're leading the way on fair pay. Over 1,300 organisations are now accredited Living Wage employers - over one quarter of the total across the UK.59/ We've met our target to reduce youth unemployment by 40% - four years early.60/ Business research and development spend in Scotland increased by 13.9% in 2017 to reach a record £1.25 billion, compared to a UK increase of just 2.9%.61/ To help protect jobs and businesses through the recession, we've slashed or abolished business rates for over 100,000 premises - saving small businesses around £1.7 billion to date.62/ Scotland has the highest pay anywhere in the UK outside of London, the South East and East regions.63/ Scotland's productivity is outperforming the UK as a whole. Since 2007 productivity in Scotland has grown 10.3%, compared to growth of 2.9% in the UK.64/ Over 230,000 young people have had the opportunity to undertake a Modern Apprenticeship since 2007. And by 2020, a further 30,000 opportunities will be available every year.65/ We've made relentless efforts to protect manufacturing job, notably saving Scotland's remaining steel works from closure.66/ The number of private sector businesses in Scotland is at the highest level since records began.67/ £500 million to stimulate and support economic growth in Glasgow and the Clyde Valley.68/ £125 million to stimulate and support economic growth in the city as part of the Aberdeen City Region Deal, £254 million more for infrastructure projects across the north east of Scotland.69/ £135 million in the Inverness and Highland City Region Deal - two and a half times the UK government investment.70/ £300 million to deliver inclusive economic growth in Edinburgh and the south east of Scotland.71/ £200 million for the Tay Cities Region Deal, focusing on innovation, internationalisation, connectivity and empowerment.72/ £45 million for the Stirling and Clackmannanshire City Region Deal to unlock investment, deliver new jobs and economic growth, alongside an additional £5 million for infrastructure projects in the region.73/ £85 million for the Borderlands Growth Deal - £20 million more than the UK government.74/ By the end of 2021 we will have committed £1 billion to tackling fuel poverty, and over one million energy efficiency measures have already been installed in almost one million households across Scotland.75/ Our reforms to Land and Buildings Transaction Tax mean that more than 80% of taxpayers either paid less tax compared to Stamp Duty Land Tax or no tax at all.76/ We are establishing a Scottish National Investment Bank, with funds for pre-cursor activities of £130 million.77/ Public sector procurement has been simplified, with more small and medium-sized enterprises now competing for and winning public sector contracts.78/ Scotland's tourism industry is going from strength to strength - spending by tourists in Scotland generates around £12 billion, and in 2015 the tourism industry accounted for around 8.5% of employment in Scotland.79/ We have established innovation and Investment Hubs in London, Brussels, Dublin, Berlin and Paris.80/ We have introduced a new £50 million fund for regenerating run down high streets.81/ We are providing support for our manufacturing sector - £48 million for the National Manufacturing Institute to deliver benefits for companies of all sizes in sectors across Scotland.82/ We are investing a further £60 million to deliver innovative low carbon energy solutions, such as electricity storage and sustainable heating systems - to improve energy efficiency as we look to a low carbon future.83/ We have begun delivering new and improved social security benefits through Social Security Scotland, the first new Scottish public service since devolution.Our mission is to bring a new culture of fairness, dignity and respect to Scottish social security.84/ £226 carers allowance paid twice yearly to over 77,000 carers.85/ Best Start baby grant paid to over 7,000 families - £600 on the birth of a first child, and £300 on the birth of any siblings. From 2019, low income families will get a further £250 when their child starts nursery, and the same again when their child starts school.86/ We have delivered more than 82,000 affordable homes since 2007, including 55,920 for social rent.87/ Scotland's same-sex marriage legislation is widely considered to be one of the most progressive equal marriage laws in the world.88/ Scotland is best in Europe, second only to Malta ???? for LGBTI ?????? equality and human rights.89/ We introduced the first gender-balanced Cabinet in the UK, one of only a handful of gender parity cabinets around the world.90/ In 2011, we became the first government in the UK to pay the real Living Wage to our staff, including all NHS workers.We have now extended the real Living Wage to all adult social care workers.91/ We have mitigated the Bedroom Tax, protecting over 70,000 Scottish households from the charge.92/ We have introduced a Fair Work Action Plan to support employers to embed fairer working practices.93/ Over 316,000 low income households in crisis have been helped to buy essentials such as nappies, food and cookers through our Scottish Welfare Fund since it was established in 2013.94/ We are investing £50 million to support the delivery of our Ending Homelessness Together action plan.95/ We have passed a Child Poverty Act that set targets to end child poverty by 2030, and introduced a new £50 million fund to tackle poverty at a grassroots level.96/ We've kept Scottish Water in public hands.Customers pay less for a better service in Scotland - saving £46 on average compared to the privatised services in England and Wales.97/ We have introduced the Scottish Government's first Gender Pay Gap Action Plan, with steps to tackle gender discrimination and inequalities in the workplace.98/ We are investing an extra £5 million over the next three years to support around 2,000 women to return to work after career breaks.99/ Almost 600 companies have signed the Scottish Business Pledge - a voluntary code for companies to commit to policies that boost productivity, recognise fairness and increase diversity.100/ A 300,000 Sports Equality Fund has benefited 14 projects with the aim of increasing women's engagement in sport.101/ Councils have been enabled to build new homes for the first time in years - with 10,943 council homes delivered since 2007.102/ We have passed a new law requiring public bodies to work towards gender balance on their boards - the only part of the UK with such a statutory objective.103/ 15,500 social houses for rent have been safeguarded by ending Right to Buy.104/ Last year, almost half a million households were supported by Scotland's Council Tax Reduction scheme.105/ We have safeguarded the rights of 2,600 of the most severely disabled by establishing the Scottish Independent Living Fund.106/ Since 2007, more than 28,000 households have been supported into affordable home ownership through our help to buy scheme.107/ We are helping first-time buyers get on the property ladder by lending them a chunk of their deposit. The new £150 million scheme provides loans of up to £25,000 to those who have managed to save up to 5% of the value of their first home.108/ Since taking office, recorded crime is down 42% in Scotland - this is the lowest level ever estimated by the Scottish Crime and Justice Survey.109/ We are protecting the police revenue budget in real terms - delivering an additional £100 million of investment over the course of this parliament.110/ Police forces in England and Wales have lost more than 20,000 officers over the last decade.In Scotland, officer numbers have increased significantly since the SNP came into power.111/ We have invested more than £17 million in violence prevention since 2007.112/ Violent crime is down by 46%, and property crime by 41% since we took office.113/ The Scottish Crime Campus provides a focal point for excellence in intelligence-sharing, evidence gathering and forensic science to tackle serious organised crime.114/ Automatic early release has been ended, meaning that long-term prisoners who pose an unacceptable risk to public safety will serve their sentence in full115/ The reconviction rate has been reduced to its lowest level in 19 years, thanks to tough community sentences116/ Since 2008, £92 million has been seized from criminals and has been reinvested in community projects for young people across Scotland117/ We've introduced the world leading Domestic Abuse Act that makes psychological domestic abuse and controlling behaviour a crime118/ HMP Low Moss opened in March 2012 & HMP Grampian opened in March 2014, two major parts of our prison building programme.119/ Since 2012, we've invested record funding of £13.5 million to support anti-sectarian education in schools, prisons, workplaces & communities120/ The new Scottish Fire and Rescue Service has been created.121/ We have made the sharing of so-called 'revenge porn' a specific criminal offence, carrying a maximum penalty of five years imprisonment.122/ Scotland has the UK's first national action plan on human rights, showing our ambition to be an example of how to realise human rights and tackle injustice at home and abroad.123/ We have introduced a Bill to the Scottish Parliament to raise the minimum age a child can be held criminally responsible from eight to 12, keeping children out of the court system and reinforcing Scotland's commitment to international human rights standards.124/ We have doubled the walking and cycling budget to £80 million per year.125/ We delivered the £1.35 billion marvel on the Forth - the Queensferry Crossing.126/ We've connected Glasgow to Edinburgh with continuous motorway for the first time.127/ We scrapped bridge tolls on the Forth and Tay crossings - saving individual commuters around £2,280 to date.128/ £8 billion has been invested in our rail infrastructure since 2007.129/ We delivered the Borders Railway, the longest new domestic railway to be built in Britain in over 100 years. 4 million passengers have used the service to date.130/ Our £5 billion investment programme in Scotland's railways will deliver longer, greener trains, new stations, new track upgrades, more seats, and more services.131/ The first section - between Kincraig and Dalraddy - of our £3 billion project to dual the A9 from Perth to Inverness has been completed.132/ The £745 million Aberdeen By-pass opened in February 2019, cutting the 36-mile journey time by half.133/ In the South of Scotland we're taking forward the construction of the Maybole bypass on the A77, making further improvements to the A75 and exploring how to better connect Dumfries and the M74.134/ Scotland has now achieved 95% fibre broadband coverage - and we'll reach 100% superfast coverage by 2021.135/We have demonstrated global leadership on climate change, and were the first part of the UK to declare a 'climate emergency'136/ Scotland is to target net zero greenhouse gas emissions by 2045, by far the toughest statutory target in the world.137/ Scotland outperforms the UK as a whole in cutting greenhouse gas emissions. Only Sweden ???? has achieved greater reduction in Western Europe.138/ Renewable energy generation in Scotland reached record levels in 2018, providing the equivalent of 75% of gross electricity consumption.139/ In 2016, our low carbon and renewable energy sector supported 49,000 jobs and generated £11 billion in turnover.140/ No fracking and other unconventional oil and gas activity can take place in Scotland.141/ We are on track to achieve our target of recycling 70% of all waste by 2025.142/ Scotland was one of the first countries to commit to the United Nations Sustainable Development Goals.143/ Carrier bag use was reduced by 80% - the equivalent of 650 million bags - in the first year of the carrier bag charge.144/ We have passed a law to ban the use of wild animals in travelling circuses in Scotland.145/ We've helped make our communities safer from flooding with investment in flood defences and new measures in the Flooding Act.Since 2008, we have made £42 million available each year to help local authorities invest in flood protection measures.146/ By 2021, £21 million will have been distributed through the world-leading Climate Justice Fund, which is now supporting projects in Malawi ???? Zambia ???? and Rwanda ????147/ We are ensuring the clean, green status of our valuable food and drink sector is protected by opting out of the cultivation of genetically modified crops.148/ We passed a law to fully devolve forestry to Scotland, helping us make more effective use of Scotland's land.149/ We are introducing Low Emissions Zones in our four largest cities by 2020 to improve urban air quality.150/ We invest £20 million per year in support of animal health and welfare.151/ In 2017/18, Scotland created 78% of all new woodland in the UK, and we are on track to meet our target of creating 15,000 hectares per year from 2024/25.152/ Scotland's Natural Capital Accounts estimate that Scotland's natural capital is valued at over £273 billion - 34% of the UK figure.153/ Scotland's independence referendum was the biggest democratic exercise in Scotland's history - with a turnout of 85% of all electors.154/ 16 and 17 year olds now have the right to vote in Scottish Parliament and local government elections.155/ We launched a £200,000 Access to Politics Fund to help disabled people stand for the 2017 local government elections - continuing the fund for the Scottish Parliament elections in 2021.156/ Local communities have been given a voice in the planning and delivery of local services - backed up by an annual £20 million of funding - through the Community Empowerment Act.157/ The Scottish Land Fund has already helped over 100 communities across the country to purchase land.158/ The radical and ambitious Land Reform Act has been passed to transform rules around the ownership, accessibility and benefits of land in Scotland.159/ A record £1 billion has been invested in vessels, ports and ferry services since 2007 as part of our commitment to our islands and remote communities.160/ We introduced and are implementing Scotland's first ever Islands Act to help our island communities thrive.161/ Road Equivalent Tariff has been rolled out to all ferry routes in the Clyde and Hebrides network, delivering significantly reduced ferry fares and the highest passenger numbers since 1997.162/ Residents of Caithness and north-west Sutherland, Colonsay, Islay, Jura, Orkney, Shetland and the Western Isles are eligible for a 50% discount on air fares.163/ With produce output worth around £2.3 billion a year and around 65,000 people directly employed, we work tirelessly to get the best deal for Scotland's farmers, crofters and growers.164/ We are legislating to create a new South of Scotland Enterprise Agency to support businesses, jobs, economic growth and skills in the region.165/ With food and drink worth almost £6 billion in 2017 and 14,000 new jobs estimated to be created in the sector by 2020, we strive to promote Scotland's top quality produce.166/ Through funding from the EU and the Scottish Government, we are investing over £92 million in our fisheries fleet, in harbours, equipment and facilities.167/ The clean, green status of our valuable food and drink sector has been protected by opting out of the cultivation of genetically modified crops in Scotland.168/ Scotland's first National Marine Plan aims to achieve the sustainable development of our seas.169/ We are investing £6 million in a Rural Tourism Infrastructure Fund to help ensure the services and facilities tourists and communities need are provided.170/ To support the building of new affordable housing in island communities, we are investing £5 million in an Islands Housing Fund.171/ We have published a new National Forestry Strategy and invested over £20 million to plant trees on Scotland's national forests.172/ In 2018/19, we invested nearly £118 million to help grow Scotland's food and drink sector - supporting production, marketing, promotion, collaboration, research and innovation.173/ We are investing almost £270 million in Scotland's culture and heritage.174/ Free access has been maintained to our national museums and galleries, which now welcome over five million visitors every year.175/ We have provided £21 million investment in Edinburgh's major festivals since 2008, and have now opened up funding to Glasgow's Celtic Connections.176/ Following the success of the Commonwealth Games and Ryder Cup in 2014, we are ensuring Scotland is on the centre stage for major events, providing funding for the European Championships in 2018, the Solheim Cup 2019, and the UEFA Euro 2020.177/ We invested £38 million in the construction of the world-class V&A Museum of Design in Dundee which opened in 2018.We are investing an additional £1 million a year for the next 10 years to ensure it reaches its full potential.178/ Glasgow will host the inaugural UCI Cycling World Championships in 2023 - reaffirming Scotland's place as a world leader for major events.179/ Over 900 schools and nurseries take part in the 'Daily Mile' challenge.We want Scotland to become the first 'Daily Mile Nation', with all nurseries and schools plus colleges, universities and workplaces involved across the country.180/ 99% of primary and secondary schools across Scotland are now providing two hours of physical education a week - up from just 10% in 2005.181/ Since 2007 our screen sector has gone from strength to strength and production spend in Scotland has increased by 200%.182/ We have invested £20 million to support the establishment of Screen Scotland - a dedicated unit for film and television - and funded the establishment of a National Film & Television School for Scotland in Glasgow.183/ We have improved the supporting infrastructure for sport in Scotland, including investing £24 million in the National Sports Performance Centre, Oriam.184/ We are committed to supporting MG Alba, which operates BBC Alba and receives £12.8 million a year from the Scottish Government.2/ Childcare - 600* hours of early learning and childcare, saving families up to £2,500 per child per year.A Healthier ScotlandA Smarter ScotlandA Wealthier ScotlandA Fairer ScotlandA Safer ScotlandInvesting for the FutureA Greener ScotlandEmpowering CommunitiesSupporting Rural & Island CommunitiesEnabling Creativity & Sport'Stronger For Scotland'