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Gillette Company (E): Procter & Gamble
Kanter, Rosabeth Moss; Bird, MatthewCase HBS-309033-EAfter arriving in 2001 as the first outsider Chairman and CEO in Gillette history, Jim Kilts had led a remarkable turnaround. But by late 2004 he had to make a difficult decision. To better position the 104-year-old, Boston-based company, he opted to sell it to Cincinnati-based Procter & Gamble. How should Kilts lead the transition?Starting at €5.74
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Port Aventura
Huete, Luis María; Kuppers V.; Segarra, José AntonioCase P-891Service and Operations ManagementPort Aventura se enfrenta al "efecto champán" en su segunda temporada. Este fenómeno consistía en la bajada del número de visitantes que históricamente experimentaban todos los parques temáticos y de atracciones en su segundo año de operaciones, una vez disipada la curiosidad de la novedad. Port Aventura estaba decidida a que no le ocurriese lo mismo. De hecho sus planes eran ambiciosos: superar con creces los tres millones de visitantes, mejorar...Starting at €8.20
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Afilent (E): Operaciones corporativas en tiempos de crisis
Altamirano, Juan José; Segarra, José AntonioCase M-1245Corporate Governance, FinanceDespués de tres años de negociaciones, con sus empresas inmersas en una profunda crisis sectorial y de pais, los grupos Afilent y SEM han llegado a un acuerdo para la integración de sus operaciones. Inesperadamente, en el último momento antes de la firma definitiva, el presidente del grupo SEM cuestiona la bondad de la operación y la ecuación de canje, enfrentándose a sus propios accionistas de referencia... El grupo Afilent debe decidir cómo pro...Starting at €5.74
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Port Aventura
Huete, Luis María; Kuppers V.; Segarra, José AntonioCase P-891-EService and Operations ManagementPortaventura faced the "champagne effect" in its second season. This consisted of a drop in the number of visitors, which all theme parks and amusement parks experienced in their second year of operations once the novelty had worn off. Portaventura decided to avoid this effect. In fact, their plans were ambitious: to achieve more than 3 million visitors, improve the yield of the project and create the best conditions for shareholders so that they...Starting at €8.20
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Gillette Company (A), (B), (C), (D), and (E), Teaching Note
Kanter, Rosabeth Moss; Bird, MatthewTeaching Note HBS-312114-ELeadership and People ManagementTeaching Note for 303032, 303033, 303034, 303035, 309033.Starting at €0.00
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Piramal e-Swasthya (A): Attempting Big Changes for Small Places - in India and Beyond
Kanter, Rosabeth Moss; Bird, MatthewCase HBS-310134-EKnowledge and CommunicationAnand Piramal and his team sought to "democratize healthcare" in India through the development of a new service delivery model. If Henry Ford could build and deliver cars to everyone in the United States, Piramal thought, then why can't India deliver healStarting at €8.20
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Piramal e-Swasthya (A): Attempting Big Changes for Small Places - in India and Beyond, Teaching Note
Kanter, Rosabeth Moss; Bird, MatthewTeaching Note HBS-311132-ETeaching Note for 311132.Starting at €0.00
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Procter & Gamble in the 21st Century (B): Welcoming Gillette
Kanter, Rosabeth Moss; Bird, MatthewCase HBS-309031-EKnowledge and CommunicationA.G. Lafley and P&G leaders decided to approach the Gillette integration differently from previous mergers. Using P&G's purpose, values, and principles (PVP) it treated the acquisition as a merger which sought to take the "best of both" from each company.Starting at €5.74
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Procter & Gamble in the 21st Century (A): Becoming Truly Global
Kanter, Rosabeth Moss; Bird, MatthewCase HBS-309030-EKnowledge and CommunicationSince the 1980's, Procter & Gamble had leveraged its purpose, values, and principles (PVP) to create a global company. When P&G faced difficult times in 2000, the new CEO, A.G. Lafley, leveraged the PVP to drive P&G's turnaround, integrate global operatioStarting at €8.20
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Procter & Gamble Brazil (A): 2 1/2 Turnarounds
Kanter, Rosabeth Moss; Bird, MatthewCase HBS-308081-EKnowledge and CommunicationJuliana Azevedo Schahin, a local marketing director for Procter & Gamble in Sao Paulo, had worked closely with Tarek Fahahat, a regional executive based in Caracas, to solve the growth and profitability problems of P&G Brazil. They did so through the creaStarting at €8.20