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Samsung: ¿hasta dónde arriesgar en innovación?
IESE InsightArticle ART-2597Innovation and Change, Leadership and People ManagementHace unos años Samsung decidió cambiar de estrategia y dejar de seguir a la competencia. Pero es más fácil decidirlo que hacerlo, como comprobó su equipo europeo de innovación en el desarrollo de tres nuevos productos. Henrik Werdelin, socio director de Prehype, Michael Boneham, director de Boneham Consulting y expresidente de Ford India, e Ignacio Aso, del área de desarrollo de negocio en Unify, aportan su punto de vista.Starting at €8.20
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Jumia Nigeria: from Retail to Marketplace, PowerPoint Supplement
Casadesus-Masanell, RamonCase HBS-718468-EStrategyPowerPoint slides for case 718401 and 718432.Starting at €8.20
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Jumia Nigeria: from Retail to Marketplace (A) and (B), Teaching Note
Casadesus-Masanell, Ramon; Elterman, KarenTeaching Note HBS-718467-EStrategyTeaching note for cases 718401 and 718432.Starting at €0.00
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Jumia's Path to Profitability
Casadesus-Masanell, Ramon; Armerding, Pippa Tubman; Yucaoglu, GamzeCase HBS-721355-EStrategyThe case opens in September 2019 as Sacha Poignonnec and Jeremy Hodara, co-founders and co-CEOs of Jumia, the leading Pan-African e-commerce platform, are contemplating the company's path to profitability in the aftermath of a fragile investor sentiment, as the company announced two internal issues in August 2019. The case chronicles the founding and expansion of Jumia and the iterations of its business model and describes its competitive outloo...Starting at €8.20
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IESE Insight. Issue 10. Third Quarter 2011
IESE InsightMagazine REV-10-EEconomics, Finance, Innovation and Change, Knowledge and Communication, Leadership and People Management, Marketing, Service and Operations Management, StrategyMauro F. Guillén and Esteban García-Canal highlight what managers of traditional, established MNCs can learn from their emerging market counterparts. Arnoud De Meyer considers the global innovation trends that have been heavily influenced by China, India and Southeast Asia. Francesc Prior and Javier Santomá take lessons from the banking sector to help all companies adapt their offer to the customers and circumstances of low-income segments. Alici...Starting at €22.00
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Jumia Nigeria: from Retail to Marketplace
Casadesus-Masanell, Ramon; Arora, NamrataCase HBS-718401-EStrategyFounded in 2012, Jumia Nigeria, a startup effort by Germany-based Rocket Internet, aimed to become an African Amazon. The company entered the nascent market and immediately enjoyed an uptick in consumer spending fueled by the strength of Nigeria's oil-based economy. By 2016, however, Jumia's growth had begun to taper, hindered by plummeting oil prices, the subsequent economic downturn, and the pressure of Nigeria's limited retail ecosystem. In ad...Starting at €8.20
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Michel Saint-Laurent (A)
Ruizalba, José Luis; Chinchilla, NuriaCase DPO-151Leadership and People ManagementMichel es el director general de una empresa. Alexandra, la directora comercial, es buena profesional y cumple objetivos, pero tiene una personalidad complicada que le lleva a tener algunos choques con compañeros de trabajo. Michel mantiene la distancia con ella y quiere que todos la traten sólo a nivel profesional, porque piensa que es lo mejor para todos. Alexandra tiene algunos problemas para los que necesita ayuda. Michel desconoce en concre...Starting at €8.20
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The Slingshot: Improving Water Access
Quelch, John A.; Knoop, Carin-Isabel; Rodriguez, MargaretCase HBS-514007-EMarketingTo maximize their effectiveness, color cases should be printed in color. In 2012, over 750 million people around the globe lacked access to safe drinking water. Dean Kamen, inventor of the Segway, sought to bring fresh water to poor and rural areas with the Slingshot, a water purification device. Kamen's challenge was to identify ways to distribute the Slingshot to areas where it was most needed. A partnership with the Coca-Cola Company helped Ka...Starting at €8.20
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Walmart around the World
Alcacer, Juan; Agrawal, Abhishek; Vaish, HarshitCase HBS-714431-EStrategyAfter reaching the limits of its successful expansion in the United States in the early 1990s, Walmart sought growth opportunities in markets abroad. This case describes Walmart's attempts to replicate its successful U.S. business model in Mexico, Canada, Brazil, Argentina, Central America, China, South Korea, Japan, Germany, the U.K., and Africa. Students reflect on the mixed results of these ventures and identify elements in the company's locat...Starting at €8.20