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GLOVO: Q-commerce, the evolution of E-commerce (Italian version)
Audicana Arcas, J.; Martínez Jiménez, M.Case IIST-PI-219-I-ITService and Operations ManagementNel giugno 2021, Glovo, la società di consegne spagnola per eccellenza, aveva appena raccolto 450 milioni di euro di finanziamento e aveva sfiorato i 2.000 milioni di valutazione, in 5 anni di vita. Tuttavia, la strada non era stata facile per un'azienda che stava trasformando il tradizionale concetto di "fattorino" integrando la tecnologia. Il suo modello di business era cambiato più volte per competere in un mercato dominato dai giganti e trova...Starting at €8.20
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Las empresas de servicios son diferentes (E)
Llano Irusta, M. A.; Martínez Jiménez, M.Technical Note IIST-PIN-35Service and Operations ManagementComo su nombre indica, las empresas de servicios son las que proporcionan servicios, es decir, elementos no tangibles que cubren necesidades específicas. Los ejemplos más habituales los encontramos en sectores como la electricidad, el agua, el gas, el transporte de mercancías, las comunicaciones, la cultura, el espectáculo, los hoteles o el turismo, entre otros.Starting at €8.20
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Glovo: Q-commerce, la evolución del E-commerce
Audicana Arcas, J.; Martínez Jiménez, M.Case IIST-PI-219Service and Operations ManagementEn junio de 2021, Glovo, la empresa española de delivery por excelencia, acababa de levantar 450 M de euros de financiación y rozaba los 2.000 M de valoración, en 5 años de vida. Sin embargo, el camino no había sido fácil para una empresa que versionaba el tradicional concepto de “recadero” incorporando tecnología. Su modelo de negocio había cambiado varias veces para competir en un mercado dominado por gigantes y encontrar su hueco en el mundo. ...Starting at €8.20
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Las empresas de servicios son diferentes (C)
Llano Irusta, M. A.; Martínez Jiménez, M.Technical Note IIST-PIN-33Service and Operations ManagementComo su nombre indica, las empresas de servicios son las que proporcionan servicios, es decir, elementos no tangibles que cubren necesidades específicas. Los ejemplos más habituales los encontramos en sectores como la electricidad, el agua, el gas, el transporte de mercancías, las comunicaciones, la cultura, el espectáculo, los hoteles o el turismo, entre otros.Starting at €8.20
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GLOVO: Q-commerce, the evolution of E-commerce (French version)
Audicana Arcas, J.; Martínez Jiménez, M.Case IIST-PI-219-F-FRService and Operations ManagementEn juin 2021, Glovo, la société de livraison espagnole par excellence, venait de lever 450 M d'euros de financement et frôlait les 2 000 M de valorisation, en 5 ans de vie. Cependant, le chemin parcouru n'avait pas été facile pour une entreprise qui versionnait le concept traditionnel de “coursier ” en y incorporant la technologie. Son business model avait changé plusieurs fois pour rivaliser sur un marché dominé par des géants et trouver sa plac...Starting at €8.20
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GLOVO: Q-commerce, the evolution of E-commerce
Audicana Arcas, J.; Martínez Jiménez, M.Case IIST-PI-219-E-EService and Operations ManagementIn June 2021, Glovo, the Spanish delivery company par excellence, had just raised 450 M euros in financing and was close to 2,000 M in valuation, five years after its foundation. However, the path had not been easy for a company that was versioning the traditional concept of “errand boy” by incorporating technology. Its business model had changed several times to compete in a market dominated by giants and find its place in the world. Its latest ...Starting at €8.20
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eBay Partner Network (C)
Edelman, Benjamin; Larkin, Ian I.Case HBS-910012-EService and Operations ManagementSupplements the (A) case.Starting at €5.74
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Distribution at American Airlines (C)
Edelman, BenjaminCase HBS-913034-EPresents 2011-2012 updates to American's distribution strategy including new challenges and disputes. [Supplement for case 909035]Starting at €5.74
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GLOVO: Q-commerce, the evolution of E-commerce. Teaching Note
Audicana Arcas, J.; Martínez Jiménez, M.Teaching Note IIST-PITN-219-E-EService and Operations ManagementIn June 2021, Glovo, the Spanish delivery company par excellence, had just raised 450 M euros in financing and was close to 2,000 M in valuation, five years after its foundation. However, the path had not been easy for a company that was versioning the traditional concept of “errand boy” by incorporating technology. Its business model had changed several times to compete in a market dominated by giants and find its place in the world. Its latest ...Starting at €0.00