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HBSP (USA)
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Strengthening the Brand with Digital Marketing (Spanish version)
Avery, Jill; Dev, Chekitan S.; O'Connor, PeterCase HBS-316S10MarketingAccor, the world's leading hotel operator with a portfolio of fourteen hospitality brands (including Sofitel and Novotel) in 92 countries, prided itself on living up to its motto, "To open new frontiers in hospitality." Accor was indeed contemplating how to do just that-but not by tackling a new frontier of the geographic variety. Rather, the firm was further exploring the digital frontier via a new distribution channel that would allow it to bet...Starting at €8.20
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Diversity As Strategy (Spanish version)
Thomas, David A.Article HBS-R0409GLeadership and People Managementstrong support from company leaders, an employee base that is fully engaged with the initiative, management practices that are integrated and aligned with the effort, and a strong and well-articulated business case for action. All four elements have helped IBM make diversity a key corporate strategy tied to real growth.Starting at €8.20
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The Hybrid Model (Spanish version)
Groysberg, Boris; Thomas, David A.; Reavis, CateCase HBS-413S04Leadership and People ManagementSupplements the (A) case.Starting at €8.20
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Despedida Laboral
Thomas, David A.Case HBS-404S11Leadership and People ManagementUn supervisor de la empresa escuchas a un empleado, una mujer afroamericana, anuncian que deja la compañía y trata de comprender la situación.Starting at €8.20
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Keeping Google "Googley" (Spanish version)
Groysberg, Boris; Thomas, David A.; Wagonfeld, Alison BerkleyCase HBS-409S03EntrepreneurshipThis case, set in 2008, examines how Google has worked to avoid potential negative byproducts of rapid growth such as bureaucracy, slow decision-making, lack of visibility, and organizational inconsistency. When the case protagonist, Kim Scott, started with Google in 2004, she wondered if she would still be there in several years as she liked small, entrepreneurial companies. In 2008, she was pleased that Google still had the same entrepreneurial...Starting at €8.20
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Keeping Google "Googley" (Abridged) (Spanish version)
Groysberg, Boris; Thomas, David A.; Wagonfeld, Alison BerkleyCase HBS-410S04Leadership and People ManagementStarting at €8.20
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The Corporate Brand: Help or Hindrance (Commentary for HBR Case Study)
Dev, Chekitan S.Article HBS-R0802Z-EMarketingEach of Lilypad's boutique hotels has its own sense of place and definition of customer experience. Though loyal to their favorites, guests don't visit other luxury properties in the collection or even realize they're affiliated. To boost the lifetime value of existing customers and reach new ones, CEO Andre Cleary is thinking about positioning the hotels more directly under the corporate umbrella. The company could gain scale efficiencies and po...Starting at €8.20
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Challenge the Middlemen? (HBR Case Study and Commentary)
Dev, Chekitan S.; O'Connor, PeterArticle HBS-R1512K-EStrategyThe chief marketing officer of a Dutch hospitality group considers whether she should invest a substantial portion of her budget in partnering with a start-up whose business model involves bypassing online travel agencies. Expert commentary comes from Ted Teng, president and CEO of The Leading Hotels of the World, and Michael Levie, COO at citizenM, a Netherlands-based hotel company. This HBR Case Study includes both the case and the commentary....Starting at €8.20
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Challenge the Middlemen (HBR Case Study)
Dev, Chekitan S.; O'Connor, PeterArticle HBS-R1512X-EStrategyThe chief marketing officer of a Dutch hospitality group considers whether she should invest a substantial portion of her budget in partnering with a start-up whose business model involves bypassing online travel agencies. Expert commentary comes from Ted Teng, president and CEO of The Leading Hotels of the World, and Michael Levie, COO at citizenM, a Netherlands-based hotel company. For teaching purposes, this is the case-only version of the HB...Starting at €8.20
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Prune the Brand Portfolio (HBR Case Study)
Dev, Chekitan S.Article HBS-R1802X-ELeadership and People ManagementA global hotel company that has just completed a large merger is debating whether to retain all the brands that came with the acquisition. The company CFO argues that it would be possible for each of them to have its own "swim lane," and that the result would be $200 million in annual cost savings; greater negotiating power with online travel agencies; and the ability to boost both revenue, by cross-selling brands, and occupancy rates, by leverag...Starting at €8.20