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Embrace (D): Building the Business Model
Mridula Anand; Anand Nandkumar; Charles DhanarajCaso IVEY-9B13M007-EDirección estratégica, Iniciativa emprendedoraAWARD WINNING CASE - Indian Management Issues and Opportunities Award, 2013 European Foundation for Management Development (EFMD) Case Writing Competition. Part D of a four-part series, which also includes 9B13M004, 9B13M005 and 9B13M006.Desde 5,74 €
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Embrace (B): Opportunity Assessment
Mridula Anand; Anand Nandkumar; Charles DhanarajCaso IVEY-9B13M005-EDirección estratégica, Iniciativa emprendedoraAWARD WINNING CASE - Indian Management Issues and Opportunities Award, 2013 European Foundation for Management Development (EFMD) Case Writing Competition. Part B of a four-part series, which also includes 9B13M004, 9B13M006 and 9B13M007.Desde 5,74 €
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Embrace (C): Competing with Incumbents
Mridula Anand; Anand Nandkumar; Charles DhanarajCaso IVEY-9B13M006-EDirección estratégica, Iniciativa emprendedoraAWARD WINNING CASE - Indian Management Issues and Opportunities Award, 2013 European Foundation for Management Development (EFMD) Case Writing Competition. Part C of a four-part series, which also includes 9B13M004, 9B13M005 and 9B13M007.Desde 5,74 €
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Embrace (A): Opportunity Identification
Mridula Anand; Anand Nandkumar; Charles DhanarajCaso IVEY-9B13M004-EDirección estratégica, Iniciativa emprendedoraAWARD WINNING CASE - Indian Management Issues and Opportunities Award, 2013 European Foundation for Management Development (EFMD) Case Writing Competition.The Embrace case series provides an engaging context to understand social innovation, by taking students through a sequence of critical decisions from opportunity analysis and market feasibility study to formulating a competitive strategy and developing business models for growth. The focus of ...Desde 8,20 €
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Nokia India: Battery Recall Logistics
Charles Dhanaraj; Narendar Sumukadas; P. Fraser Johnson; Monali MalvankarCaso IVEY-9B11D003-EDirección estratégica, Iniciativa emprendedora, Servicios y operacionesThis case presents the challenge faced by Nokia India in 2007. Nokia had built a strong brand reputation over a ten-year period and was a market leader in Indian mobile devices. India, incidentally, was also Nokia’s second-largest market, next only to China. Suddenly, what corporate headquarters considered a routine product advisory for a defective battery resulted in panic in customers after the Indian media widely publicized the potential dange...Desde 8,20 €
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Oral Insulin: Breakthrough Innovation at Biocon
Nita Sachan; Prasad Kaipa; Anand Nandkumar; Charles DhanarajCaso IVEY-9B11M065-EDirección estratégica, Iniciativa emprendedora, Servicios y operacionesThis case deals with the innovation challenges of a medium-sized firm (under $1 billion) in an emerging economy (India), particularly the challenges of product development and commercialization. The management has to decide how to proceed with a promising novel formula for oral insulin — promising both in terms of financial returns as well as social impact. The company has spent several years of research and development in getting the drug throug...Desde 8,20 €
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Havells India: The Sylvania Acquisition Decision
Charles Dhanaraj; Kavil Ramachandran; Swetha DasariCaso IVEY-9B09M089-EDirección estratégica, Iniciativa emprendedoraThis case presents the management challenges of a high-growth manufacturing company based in India that is contemplating a major international acquisition. Its decision will involve both geographic and product diversification. Students have to grapple with the trade-offs of an exciting growth opportunity that can bring the company to new heights against significant risks and challenges that such an acquisition would entail. The case also provides...Desde 8,20 €
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Bayer CropScience in India (B): Value-Driven Strategy
Charles Dhanaraj; Oana Branzei; Satyajeet SubramanianCaso IVEY-9B10M062-EDirección estratégica, Liderazgo y Dirección de personas, MarketingThis supplement to Bayer CropScience in India (A): Against Child Labor focuses on Bayer’s formulation of a value-driven strategy with three pillars: communication, implementation, and education.Desde 5,74 €
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Cumi India's Global Strategy: The China Puzzle
S. Ramnarayan; Charles Dhanaraj; Krithiga SankaranCaso IVEY-9B13M023-EDirección estratégica, Liderazgo y Dirección de personasCarborundum Universal Murugappa International (CUMI) was a leading abrasives manufacturing company based in India with global operations in Russia, South Africa and China. In the global abrasives business, China held 50 per cent of the raw materials for the industry. China was also the largest market for abrasives worldwide and was expected to contribute to one third of the global demand for abrasives. CUMI had the vision to become a global leade...Desde 8,20 €
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Bank of America and the Chinese Credit Card Market
Charles Dhanaraj; Jing Li; Justin W. EvansCaso IVEY-9B10M055-EDirección estratégicaThis case addresses Bank of America Corporation's contemplated joint venture with China Construction Bank to enter the Chinese credit card market. The case builds on the questions of strategic alliances in foreign markets and the state of the banking and credit industries in China generally.Desde 8,20 €