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Forbind Systems (B): salir adelante... Vuelta al trabajo
Prats, Mª Julia; Sosna, Marc; Darsch, DaveFocused Case EFC-11Iniciativa emprendedora, Innovación y cambioEl caso B sobre una joven compañía tecnológica danesa respaldada por capital riesgo dedicada a la creación de software para la cadena de suministro, que intenta superar un gran número de dificultades asociadas a esta clase de empresas, no puede impartirse de forma aislada, pues es una continuación directa del caso "Forbind Systems (A): ¡Menudo ascenso! Gestionar la crisis desde el primer día" [EFC-10-E]. En esta segunda parte se comentan las deci...Desde 8,20 €
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Forbind Systems (B): The Way Forward... Back to Business
Prats, Mª Julia; Sosna, Marc; Darsch, DaveFocused Case EFC-11-EIniciativa emprendedora, Innovación y cambioThis case B about a young Danish VC-backed technology company in the supply-chain software sector trying to overcome a multitude of challenges related to this type of companies cannot be taught as a stand-alone case, but is a direct continuation of the FocusCase "Forbind Systems (A): Hired to Hell ´Crisis Management from Day 1´ [EFC-10-E]". This second part illustrated the decisions the CEO took with regard to strategy, business model, financing,...Desde 8,20 €
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Forbind Systems (A): gestión de crisis desde el primer día...: Un CEO principiante y nuevo en la empresa debe capear el temporal en tiempos de crisis
Prats, Mª Julia; Sosna, Marc; Darsch, DaveFocused Case EFC-10Iniciativa emprendedora, Innovación y cambioEste caso lo protagoniza una joven compañía tecnológica danesa respaldada por capital riesgo dedicada a la creación de software para la cadena de suministro. Para su propia sorpresa, Jacob, que acababa de incorporarse como vicepresidente de Ventas, fue nombrado director general de la compañía. Dejando a un lado el reto personal, pronto percibió que la empresa tenía problemas notables. Los contratos vigentes no eran óptimos para la empresa, el mod...Desde 8,20 €
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Forbind Systems (A): Crisis Management From Day 1...: A newly hired first-time CEO has to navigate his firm through a severe crisis
Prats, Mª Julia; Sosna, Marc; Darsch, DaveFocused Case EFC-10-EIniciativa emprendedora, Innovación y cambioThis Focus Case is about a young Danish VC-backed technology company in the supply-chain software sector. To his own surprise, Jacob "just hired as the new VP Sales" was unexpectedly made CEO of the company by the VCs. Beside the personal challenge, he quickly realized significant problems in the company. The current contracts in place were not optimal for the firm, the business model seemed wrong, and internationalization was an important issue....Desde 8,20 €
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Cyberattack: The Maersk Global Supply-Chain Meltdown
David T.A. Wesley; Luis Alfonso Dau; Alexandra RothCaso IVEY-9B19M022-EDirección estratégicaIn 2017, the new chairman of A. P. Møller-Maersk confronted one of the worst cyberattacks in history, which crippled the company's vast global shipping network that accounted for nearly 20 per cent of global container shipping. NotPetya was a particularly virulent strain of ransomware that, within seconds, destroyed Maersks’s servers and personal computers around the world. Maersk's senior system administrators had warned the company that its net...Desde 8,20 €
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Lundbeck Korea: Managing an International Growth Engine
Paul W. Beamish; Michael RobertsCaso IVEY-9B10M012-EDirección estratégica, Liderazgo y Dirección de personasIn 2005, the vice-president of Lundbeck, a Danish based pharmaceutical firm, needed to decide what to do with one of his most promising subsidiaries, Lundbeck Korea. Over its short lifetime, under the leadership of the country manager and the Asia regional manager, the subsidiary had grown well beyond the original goals set for it. The vice-president wanted to create a reporting structure and management mix that would balance the local demands th...Desde 8,20 €
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Carlsberg in Emerging Markets
Michael W. Hansen; Torben Pedersen; Marcus Moller LarsenCaso IVEY-9B11M009-EDirección estratégica, Servicios y operacionesRisking becoming the target of a hostile takeover or being cornered as a small regional player in the global beer industry, the Danish brewery Carlsberg decided in the early 2000s to expand into rapidly growing emerging markets to pursue new arenas of growth. By 2008, this strategy had paid off, and Carlsberg was positioned among the five largest breweries in the world. In the Russian market — one of the fastest-growing markets in the world — Car...Desde 8,20 €
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Hennes & Mauritz, 2000
Wells, John R.; Danskin, GalenCaso HBS-713509-EDirección estratégicaIn 2000, Hennes & Mauritz (H&M) was the second-largest and most global player in the fashion retail business. It operated 682 stores, 80% of them outside its home country of Sweden, and achieved revenues of $3.0 billion and operating profits of $375 million. In 1999, when H&M announced plans to enter the U.S., sales had grown 20% per year and operating profits, 30%, for a decade. After the August announcement of U.S. expansion plans, its share pr...Desde 8,20 €
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Denmark: Globalization and the Welfare State, Teaching Note
Daemmrich, Arthur A.Nota del Instructor HBS-710007-EEconomíaTeaching Note for [709015].Desde 0,00 €
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THE VELUX FOUNDATIONS: Selecting Impact Funds
Gandhi, Vikram; Reimers Brumme, Caitlin Lindsay; Schwalb, NathanielCaso HBS-819021-EFinanzasAfter much internal debate, THE VELUX FOUNDATIONS of Denmark have decided to allocate a small percentage of their investment portfolio to impact investments. Cambridge Associates, one of the leading investment advisory firms in the world, has been engaged to assist them in developing and implementing an "impact strategy." VELUX only invests in funds (as opposed to direct investments) and must now decide on fund selection criteria and on specific ...Desde 8,20 €