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e-Types A/S, Teaching Note
Austin, Robert D.Nota del Instructor HBS-609108-EServicios y operacionesTeaching Note for [606118].Desde 0,00 €
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Merging Esso Iceland and Bilanaust (E)
Gerard Seijts; Ken MarkCaso IVEY-9B10C020-EDirección estratégica, Liderazgo y Dirección de personasBy the end of 2007, Hermann Gudmundsson (the chief executive officer of N1) created from the merger between Esso Iceland and Bilanaust) was focused on building trust within his organization. By involving employees in decision-making, N1 had received valuable suggestions on effective business operations. But Gudmundsson had noted a lack of chemistry between employees of the two former firms, and thought that a stumbling block to better relations w...Desde 5,74 €
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Arla Foods and the Cartoon Crisis (C)
Henry W. Lane; Mikael Sondergaard; David T.A. WesleyCaso IVEY-9B08M007-EDirección estratégicaJust as Arla Foods has re-established its reputation in the Middle East, another provocative cartoon is released in a Swedish paper and the communications director of Arla Foods must decide how the company will respond. This is a supplement to Arla Foods and the Cartoon Crisis (A), Ivey product 9B08M005.Desde 5,74 €
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Merging Esso Iceland and Bilanaust (C)
Gerard Seijts; Ken MarkCaso IVEY-9B10C018-EDirección estratégica, Liderazgo y Dirección de personasBy December 2006, Hermann Gudmundsson (the chief executive officer of both Esso Iceland and Bilanaust) had spent the past 10 months evaluating the strengths and weaknesses of both organizations, and determined that the best approach going forward would be to, "consider creating a new organization with a new structure and a new brand name." He weighed the advantages, disadvantages and costs of either retaining two separate companies and their asso...Desde 5,74 €
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Eaton Corporation: Portfolio Transformation and The Cost of Capital (Abridged)
Esty, Benjamin C.; Mayfield, E. Scott; Fisher, DanielCaso HBS-221070-EFinanzasIn 2000, Eaton Corporation was a broadly diversified industrial conglomerate. But its strategy was evolving and its focus was narrowing around "power management" and more recently on "intelligent power," the use of digitally enabled products and services designed to enhance efficiency and reliability. To implement this transition, Eaton had acquired more than 70 companies and divested another 50. Such active portfolio management required Eaton to...Desde 8,20 €
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Nokia y Ericsson
Sánchez García, JuliánCaso IPADE-C 07 C 03La noche del viernes 17 de marzo de 2000 un rayo se impactó en un edificio de Philips en Albuquerque, Nuevo México provocando un incendio en el almacén 22. Si bien, para Philips, el incidente fue realmente menor, este afectaría de forma determinante el futuro de dos compañías escandinavas: Nokia y Ericsson. Ante el anuncio inicial de Philips de un retraso de una semana en sus envíos de componentes electrónicos indispensables para la fabricación d...Desde 8,20 €
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Desconcierto en Islandia
Carrasquero C.; Argandoña, AntonioCaso ECON-418EconomíaEn los primeros meses de 2006 la corona islandesa se depreció fuertemente, al tiempo que la bolsa caía, creando una importante conmoción en los mercados financieros internacionales. El caso explica el fuerte crecimiento de la economía islandesa, los desequilibrios que se produjeron, las medidas de política económica y sus consecuencias.Desde 8,20 €
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Astralis Group: Determining a Brand Strategy
Esty, Benjamin C.; Hjortshoej, Mette Fuglsang; Billaud, EmilieCaso HBS-721382-EDirección estratégicaAfter launching a Danish esports company in July 2019, and going public in December 2019 with multiple brands associated with different games, the Astralis leadership team was contemplating a shift to a single, corporate brand. While the original arguments for multiple, team-based brands were that esports fans differed by game and the holding company structure made it easier to acquire and divest teams, Jakob Lund Christensen, the firm's chief co...Desde 8,20 €
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Iceland: Small fish in a global pond
Porter, Michael E.; Ketels, Christian H.M.Caso HBS-708472-EEconomíaDescribes the economic development of Iceland since 1945, focusing in particular on the years since 2000, when Iceland experienced strong growth and Icelandic companies aggressively internationalized.Desde 8,20 €
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Finlandia y Nokia: crear la economía más competitiva del mundo
Porter, Michael E.; Solvell, OrjanCaso HBS-703S45Dirección estratégicaFinlandia, con un lenguaje y cultura especial, se ha desarrollado como un país en el medio oeste (los países nórdicos y Europa) y el este (especialmente su vecino Rusia). En la década de 1980 se inició un proceso de salir de una economía impulsada por la inversión en un uno impulsado por la innovación. Con el colapso de la Unión Soviética alrededor de 1990, Finlandia alcanzó una crisis. Esta política cubre la caja Los cambios realizados en los añ...Desde 8,20 €