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Schibsted (A): Should We Launch 20 Minutes
Jean-Louis Schaan; Jordan MitchellCaso IVEY-9B07M019-EDirección estratégicaThe executive vice-president of newspapers for Schibsted was about to meet with his colleagues to discuss the company's plan to release an internally developed free daily newspaper concept called 20 Minutes. Over the past couple of years, Schibsted's executive team had kept a watchful eye on the free newspaper industry, which was enjoying tremendous popularity. Earlier in the year, Schibsted had launched Avis 1, a free paper with direct delivery ...Desde 8,20 €
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ITT Automotive: Global Manufacturing Strategy--1994 (Spanish Version)
Pisano, Gary P.; Rossi, SharonCaso HBS-603S10Servicios y operacionesITT Automotive está en el proceso de desarrollar un sistema de nueva generación de frenos antibloqueo (ABS), designado el MK-20. El caso se centra en el nivel de automatización que se utilizan en la producción de este nuevo sistema, y si todas las plantas deben utilizar la misma tecnología de proceso. Debido a la intensificación de la presión de costes y creciente demanda de menor costo ABS, el equipo de desarrollo y la administración superior ...Desde 8,20 €
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Media Markt: A Successful Model for the 21st Century
Sachon, Marc; Laux, EricCaso P-1118-EAnálisis de decisiones, Servicios y operacionesThe case describes the history and business model of Media Markt, part of Media Saturn Holding (MSH), which forms part of Germany's Metro Group. Media Markt contributes a major share of MSH's 20 billion in sales and together they are Europe's largest consumer electronic retailer by far. On a global level, only Best Buy of the United States has more sales than MSH. The case provides details of Media Markt's business model and allows the students ...Desde 8,20 €
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LIDL: A German Grocer in the United States
Lubna Nafees; Neel Das; Mokhalles MehdiCaso IVEY-9B19A007-EDirección estratégica, MarketingIn 2017, the German grocery chain Lidl Stiftung & Co. KG (Lidl) opened its first 20 U.S. stores in the southern states of Virginia, North Carolina, and South Carolina. Key target segments of Lidl were budget-conscious customers, middle-class families with children, and elderly customers on a fixed income. Lidl offered lower prices than its competitors and quickly gained a strong advantage in the marketplace. Despite high early consumer demand, ho...Desde 8,20 €
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Porsche: The Crisis of 1992
Sachon, Marc; Orozco, ArturoCaso P-1198-EServicios y operacionesIn September 1992, Dr. Wendelin Wiedeking accepted the challenge of saving the company Dr.Ing.h.c. F. Porsche AG, the last remaining independent sports car manufacturer in the world. Porsche had experienced a significant reduction of sales (both in revenue and units), key people had left the company and customers perceived its products as either too old or too expensive. Several other top executives in the automotive industry had turned down the ...Desde 8,20 €
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Porsche: la crisis de 1992
Sachon, Marc; Orozco, ArturoCaso P-1198Servicios y operacionesEn septiembre de 1992, el Dr. Wendelin Wiedeking aceptó el reto de salvar la empresa Dr.Ing.h.c. F. Porsche AG, el último fabricante independiente de coches deportivos que quedaba en el mundo. Porsche había sufrido una reducción importante de sus ventas (tanto en ingresos como en unidades), algunas personas clave se habían marchado de la empresa y los clientes percibían sus productos como demasiado anticuados o demasiado caros. Otros altos direct...Desde 8,20 €
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Megaprojects & the Role of the Public: Germany's Embattled 'Stuttgart 21' Rail Project
Varley, Pamela; Mayne, QuintonCaso HBS-KS1130-EEconomíaIn February 2010, Germany's national railway broke ground on a project that had been under negotiation for more than 20 years-the Stuttgart segment of the European Magistrale, a 930-mile cross-Europe high-speed rail line that would one day extend from Paris through Munich and Vienna to Budapest and Bratislava. At long last, the German national railway, the state of Baden-W rttemberg, and the city of Stuttgart had come to agreement on the routing...Desde 8,20 €
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Deutsche Telecom in 2016: Driving Disruption from within the Industry
Burgelman, R; Schifrin, DCaso SGSB-SM255-EDirección estratégicaIn 2016, Deutsche Telekom’s CEO Tim Höttges was steering the €69 billion telecom incumbent in new directions and seeking to disrupt the industry from within. The company’s tagline was “Life is For Sharing.” Its goal was to be Europe’s leading digital communication services company that was most trusted by consumers and business customers for safely sharing content. Höttges wanted to achieve this by having the best network, the best service, the b...Desde 8,20 €
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Deutsche Bank: Structured Retail Products, Teaching Note
Vallee, Boris; Lenhardt, JeromeNota del Instructor HBS-218061-EFinanzasTeaching note for case 217037.Desde 0,00 €
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Scaling Innovations through Collaboration - Teaching Note
Angela Greco; Mazi Raz; Pratima BansalNota del Instructor IVEY-W27085-EDirección estratégicaTeaching note for product W27084.Desde 0,00 €