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Intertel: The Rate to Peru - Teaching Note
Atanasov, K.; Heukamp, Franz; Baucells Alibés, ManelTeaching Note ADT-20-EDecision Analysis, EconomicsNote prepared as an aid to instructors in the classroom use of case AD-292-E: Intertel: The Rate to Peru.Starting at €0.00
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BEMBI: A Modern Indian Culinary Experience (B): Growth Options in Difficult Times
Borwankar, Anjaney; Heukamp, FranzCase ASN-45-EDecision Analysis, Economics, EntrepreneurshipThis case describes the situation following the opening of the BEMBI restaurant, described in the A-case. (ASN-44-E). Different ways to expand are described along with the difficult external economic environment that puts stress on the team of founders.Starting at €5.74
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T-Shirts for Eintracht Frankfurt - Teaching Note
Guinand C.; Heukamp, FranzTeaching Note ADT-22-EMarketingSpecial occasion T-Shirt seller tries to estimate whether he should offer his t'shirts at a sports event. Serves as an introduction to Decision analysis: structuring of the decision, expected value etc. This teaching note has been elaborated as an aid to case AD-298-E.Starting at €0.00
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El valor de la información
Lewis A.; Heukamp, FranzTechnical Note ADN-272Knowledge and CommunicationLa presente nota técnica constituye una breve explicación del valor de la información perfecta e imperfecta a la hora de tomar decisiones arriesgadas.Starting at €8.20
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LOPIN Productions
Ariño, Miguel Angel; Heukamp, FranzCase AD-359Decision AnalysisEste caso presenta la decisión que debe tomar una productora audiovisual sobre el camino hacia el cual dirigir su actividad: producir una serie para venderla a una cadena de televisión o bien una película para la gran pantalla. La primera opción conlleva pocos riesgos para la empresa, mientras que la segunda implica una multitud de peligros e incertidumbres. Este caso sustituye al caso "NILOP Productions" de los mismos autores (AD-333).Starting at €8.20
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Risk Preferences and the Role of Intuition Under Uncertainty
Baucells Alibés, Manel; Heukamp, FranzTechnical Note ADN-287-EDecision Analysis, EconomicsManagers typically make their decisions under many constraints (time, resources, skills, emotions, and ability to process vast information) that limit their "rationality." Therefore, they frequently rely on intuition when making decisions. This note describes some of the common mistakes of intuitive decision making. Learning about mistakes does not eliminate them but it does allow us to recognize situations in which a particular error is likely ...Starting at €8.20
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Leading Transformation
Immelt, Jeffrey R.; Gulati, Ranjay; Prokesch, StevenArticle HBS-R1705B-EDuring his 16 years as CEO, Jeffrey Immelt engineered a radical makeover of GE, repositioning the firm as a digital industrial company looking to define the future of the internet of things. In the main Spotlight article, he shares what he learned about leading a giant organization through massive changes. There are several lessons: (1) Be disciplined. This means nesting initiatives within one another and staying away from new ideas that don't fi...Starting at €8.20
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Micromax: Scaling the Largest Indian Mobile Handset Company
Gulati, Ranjay; Tahilyani, Rachna; DeSantola, AliciaCase HBS-415034-ELeadership and People ManagementIt is January 2014 and Rahul Sharma, cofounder of Micromax Informatics (Micromax), the largest Indian mobile handset company, is preparing for an emergency conference call with his private equity investors. In the last six years, Micromax had grown its annual product revenues from $54M to over $1B. Unfortunately, it was difficult for the founding team to keep up with Micromax's rapid growth, triggering a series of missteps in 2010 that brought th...Starting at €8.20
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Leading Transformation (Spanish version)
Immelt, Jeffrey R.; Gulati, Ranjay; Prokesch, StevenArticle HBS-R1705BStrategy(1) Be disciplined. This means nesting initiatives within one another and staying away from new ideas that don't fit. (2) Soak. Effective leaders don't instantly react to emerging trends; they read, contemplate, and listen until they believe to their cores that the world is profoundly changing. (3) Make it existential. Every time Immelt drove a big change, he treated it as if it were life or death. (4) Be all in. You can't regard a transformatio...Starting at €8.20
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How to Execute on the Promise of Customer Focus (Spanish version)
Gulati, RanjayArticle HBS-R0705Finformation sharing, division of labor, and decision making. Sometimes this involves replacing traditional silos with customer-focused ones, but more often it entails transcending existing boundaries. JLL has experimented with both approaches. Cooperation. Customer-centric companies, such as Cisco Systems, develop metrics for customer satisfaction and incentives that reward customer-focused cooperation. Most also shake up the power structure so ...Starting at €8.20