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Spainoil
Agustín, Antonio; Nueno, José LuisCase M-1067MarketingDescribe las variables y puesta en marcha de un programa de gestión por categorias.Starting at €8.20
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Family Store
Nueno, José Luis; Agustín, AntonioCase M-1030MarketingEl director de una cadena de supermercados regional evalua la amenaza de la apertura de tiendas de descuento duro a su cadena, que es multiformato con una dominancia de superstores de perecederos. ¿Ha de comprar alguna cadena local? ¿Ha de especializar aun más el surtido? ¿Ha de venderse? ¿Ha de ordenar el portfolio de tiendas y sacar subenseñas?Starting at €8.20
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Cafés Ferrachat
Agustín, Antonio; Farrero, E.; Nueno, José LuisCase M-993MarketingCafés Ferrachat es una compañía con una buena posición en el mercado francés: 25% de participación de mercado y una marca de reconocido prestigio, Philtre d'or. Jacques Ferrachat recibe de su director comercial la propuesta de servir a la distribución un volumen importante de café en marca privada y duda de que el incremento de ventas compense la inversión en producción y la imagen de «mental lidership» de su compañía.Starting at €8.20
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Tostapan
Nueno, José Luis; Agustín, AntonioCase M-1068MarketingTostapan ha sido adquirida por Corporación Alimentaria. Las condiciones que Tostapan ha negociado con el trade son extremadamente distintas entre sí. El nuevo gestor se plantea un programa de homogenización de condiciones.Starting at €8.20
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Cafés Ferrachat
Agustín, Antonio; Farrero, E.; Nueno, José LuisCase M-993-EMarketingStarting at €8.20
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Distribuidora de Frutas y Verduras, S.A.
Agustín, Antonio; Barriuso, P.; Farrán, JuanCase M-736MarketingEl caso analiza la instalación y el desarrollo de una nueva empresa de distribución de frutas y verduras que se establece en Mercabarna para servir a las grandes superficies de ventas, a las cadenas de supermercados y, en general, a las tiendas de distribución de alimentos que venden frutas y verduras. Dado el auge del sistema establecido, el director general de la empresa se plantea la estrategia de crecimiento a seguir en los próximos años....Starting at €8.20
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Novartis: A Transformative Deal
Collis, David J.; Hartman, AshleyCase HBS-717453-EStrategyWhen Joe Jimenez became CEO of Swiss-based Novartis in 2010 replacing longtime CEO Dan Vasella, he assumed control of one of the top pharmaceutical companies in the world. Vasella, an avowed advocate of diversification, had expanded the scope of the company and structured it into sixteen distinct business units ranging from animal health to oncology while "actively fostering competition between those divisions for resources." Shortly after assumi...Starting at €8.20
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Group Functions at the Maersk Group (Spanish version)
Collis, David J.; Shaffer, MatthewCase HBS-716S21StrategyIn 2014, seven years after he was appointed CEO of the Danish shipping and oil conglomerate A.P. M ller Maersk (the Maersk Group), Nils Andersen was reexamining the size and role of corporate headquarters in the company he had reshaped as a "premium conglomerate." During his tenure, Andersen had divided what had previously been operated as almost a single entity into separate lines of business, each accountable for its own performance and expect...Starting at €8.20
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Group Functions at the Maersk Group
Collis, David J.; Shaffer, MatthewCase HBS-715432-EStrategyIn 2014, seven years after he was appointed CEO of the Danish shipping and oil conglomerate A.P. M ller Maersk (the Maersk Group), Nils Andersen was reexamining the size and role of corporate headquarters in the company he had reshaped as a "premium conglomerate." During his tenure, Andersen had divided what had previously been operated as almost a single entity into separate lines of business, each accountable for its own performance and expect...Starting at €8.20