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Triumph: comercializando acero británico (A)
Mitchell, Jordan; Villanueva, Julian; Iniesta, FranciscoCaso M-1217MarketingA principios de 2007, Tue Mantoni, director comercial de Triumph, abrió su Financial Times y leyó: "Triumph, el fabricante de las emblemáticas motocicletas británicas, ha aumentado sus ventas gracias en parte a los moteros renacidos, clientes mayores que intentan recuperar el espíritu despreocupado de su juventud" . Las ventas de unidades de Triumph se habían incrementado un 18,3%, de 31.600 en 2005 a 37.400 en 2006 . En los cinco últimos años, l...Desde 8,20 €
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Triumph: Marketing British Steel (A)
Mitchell, Jordan; Villanueva, Julian; Iniesta, FranciscoCaso M-1217-EMarketingIn early 2007, Tue Mantoni, commercial director for Triumph, opened up the Financial Times, and read: "Triumph, the manufacturer of iconic British motorcycles, has raised sales thanks partly to "Born-again bikers" - older customers trying to recapture the carefree spirit of their youth. Triumph's unit sales had increased by 18.3% growing from 31,600 units in 2005 to 37,400 units in 2006. Over the past five years, the company's sales had grown at...Desde 8,20 €
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The New M&A Playbook
Christensen, Clayton M.; Alton, Richard; Rising, Curtis; Waldeck, AndrewArtículo HBS-R1103B-EDirección estratégicaCompanies spend more than $2 trillion on acquisitions every year, yet the M&A failure rate is between 70% and 90%. Executives can dramatically increase their odds of success, the authors argue, if they understand how to select targets, how much to pay for them, and whether and how to integrate them. The most common reasons for making an acquisition include holding on to a premium position or cutting costs. But to realize those benefits, the acqui...Desde 8,20 €
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M-TRONICS (A)
Bower, Joseph L.; Applegate, Lynda M.Caso HBS-807156-EIniciativa emprendedoraThe new CEO of a small manufacturing firm pursues growth through the launch of Entrepreneurial Subsidiaries. While the firm grows revenues from $600 million to over $2 billion in 10 years, problems surface as the subsidiaries are integrated into the established businessDesde 8,20 €
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M-TRONICS (B)
Bower, Joseph L.; Applegate, Lynda M.Caso HBS-807157-EIniciativa emprendedoraSupplements the (A) case.Desde 5,74 €
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The New M&A Playbook (Spanish version)
Christensen, Clayton M.; Alton, Richard; Rising, Curtis; Waldeck, AndrewArtículo HBS-R1103BDirección estratégicaCompanies spend more than $2 trillion on acquisitions every year, yet the M&A failure rate is between 70% and 90%. Executives can dramatically increase their odds of success, the authors argue, if they understand how to select targets, how much to pay for them, and whether and how to integrate them. The most common reasons for making an acquisition include holding on to a premium position or cutting costs. But to realize those benefits, the acqui...Desde 8,20 €
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M&M Pizza
Schill, Michael J.Caso DARDEN-F-1691-EFinanzasThis case is used in Darden's core first year finance course. The exercise introduces in a fun way the fundamentals of financial policy that are the foundation of corporate finance. It takes the textbook treatment of the Modigliani and Miller (M&M) principles and casts it in a case format. The case is accompanied by a teaching note for instructors and spreadsheets for both instructors and students. Moe Miller, the new managing director of M&M Piz...Desde 8,20 €
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M. J. Tasman (B)
Horniman, Alexander B.; Brewster, MichaelCaso DARDEN-OB-0972-ELiderazgo y Dirección de personasM. J. Tasman was quite disappointed with the first year's engagement scores. He puts his new plan into action and the results don't change. In an attempt to deal with his problem, he gets some specific feedback as to what he might do differently.Desde 5,74 €
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M. J. Tasman (A)
Horniman, Alexander B.; Brewster, MichaelCaso DARDEN-OB-0971-ELiderazgo y Dirección de personasM. J. Tasman had made the transition to his new organization, having been quite successful in a smaller one. After the first year he was shocked to see the "engagement scores" put forth by his people. He wondered how this could be and what he could do differently.Desde 8,20 €
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Frico, S.A.
Rodríguez Badal, Miguel Ángel; Ricart, Joan EnricCaso DG-1217Dirección estratégicaFRICO S.A. es un caso preparado especialmente para la formación en el «Modelo para el autodiagnóstico medioambiental estratégico e integral». A partir de la información recogida en el caso sobre la compañía ficticia FRICO y del mencionado modelo, es posible determinar los puntos fuertes y las áreas de mejora de su gestión medioambiental, y desarrollar el consiguiente plan de mejora.Desde 8,20 €