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Dodot: The Introduction of a Basic Line in the Iberian Peninsula (Portuguese Version, Portugal)
Capizzani, Mario; Gorecka, JustinaCaso M-1298-PPMarketingThe Dodot brand of Arbora & Ausonia (A&A) is suffering significant market share decline in the diaper division in Spain and Portugal at the hands of lower priced private label products. The case presents an A&A dual proposal to launch a new economy (basic) line of diapers to combat these rivals and to reposition its top-of-the-line product.Desde 8,20 €
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Dodot: la introducción de una línea de productos básicos en la península ibérica
Capizzani, Mario; Gorecka, JustinaCaso M-1298MarketingLa marca Dodot de Arbora & Ausonia (A&A) está sufriendo un importante descenso de la cuota de mercado en el sector de los pañales en España y Portugal. Esto se debe a la oferta de productos de marcas propias a menor precio. El caso presenta una propuesta doble de A&A para lanzar una nueva línea económica (básica) de pañales, y competir así con sus rivales y recuperar la posición de su producto líder.Desde 8,20 €
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Dodot: The Introduction of a Basic Line in the Iberian Peninsula
Capizzani, Mario; Gorecka, JustinaCaso M-1298-EMarketingThe Dodot brand of Arbora & Ausonia (A&A) is suffering significant market share decline in the diaper division in Spain and Portugal at the hands of lower priced private label products. The case presents an A&A dual proposal to launch a new economy (basic) line of diapers to combat these rivals and to reposition its top-of-the-line product.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 €