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The Grass Isn't Greener
Hirsh, Evan; Rangan, V. KasturiArtículo HBS-F1301A-EDirección estratégicaThe belief that leaders should find the "best" industries and move their company into them is misguided; in almost every case, a bigger opportunity lies in rising to the top of the industry you're in.Desde 8,20 €
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Gilead Sciences, Inc.: Access Program
Rangan, V. Kasturi; Lee, KatharineCaso HBS-510029-EDirección estratégicaTo maximize their effectiveness, color cases should be printed in color. Gilead Sciences, the U.S. leader in HIV/AIDS medicines, with global sales of $5.4 billion in 2009, had undertaken several innovative actions to make its anti-viral products available to over 100 low- and middle-income countries. Having reached nearly 680,000 patients by the middle of 2009, the company's senior managers contemplated how to reach 2 million patients by 2012.Desde 8,20 €
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Audubon (B) in 2019: Two Years after the Turnaround
Rangan, V. KasturiCaso HBS-520094-EDirección estratégicaDesde 5,74 €
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Audubon in 2017: The Turnaround
Rangan, V. KasturiCaso HBS-518025-EDirección estratégicaThe case briefly describes the 112 year history of the organization, and focuses particularly on the changes wrought by its new leader David Yarnold who was brought in by the board in 2010. Under Yarnold's leadership the organization went through two strategic plans (2012-2016 and 2016-2020), and brought about many changes. At the start of 2017, Yarnold declared his goal of making Audubon the most effective conservation network in America. What a...Desde 8,20 €
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Segmenting the Base of the Pyramid
Rangan, V. Kasturi; Chu, Michael; Petkoski, DjordjijaArtículo HBS-R1106J-EDirección estratégicaThe bottom of the economic pyramid is a risky place for business, but decent profits can be made there if companies link their financial success with their constituencies' well-being. To do that effectively, you must understand the nuances of people's daily lives, say Rangan and Chu, of Harvard Business School, and Petkoski, of the World Bank. Start by dividing the base of the pyramid into three segments according to people's earnings and related...Desde 8,20 €
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Aurolab: Bringing First-World Technology to the Third-World Blind
Rangan, V. KasturiCaso HBS-507061-EDirección estratégicaAurolab is the in-house producer of IOLs (required in cataract surgery) for the Aravind Eye Care System, a group of charity hospitals with the largest volume of eye surgery in the world. Aurolab's manufacturing capability and capacity had long exceeded the requirements of Aravind. With its impending move to a new, world-class facility, fundamental questions of strategic direction and mission fulfillment gained renewed attention among the organiza...Desde 8,20 €
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Alpen Bank: Launching the Credit Card in Romania (Brief Case)
Rangan, V. Kasturi; Yong, SunruCaso HBS-4559-EDirección estratégicaWinner of the 2014 Case Centre Award in the category of "Economics, Politics and Business Environment." When students have the English-language PDF of this Brief Case in a coursepack, they will also have the option to purchase an audio version. In 2006, the country manager for Alpen Bank in Romania, Gregory Carle, considers whether to recommend the launch of a credit card business. The firm rejected the idea several years earlier because of poor ...Desde 8,20 €
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Sustainability at IKEA Group
Rangan, V. Kasturi; Toffel, Michael W.; Dessain, Vincent; Lenhardt, JeromeCaso HBS-515033-EDirección estratégicaBy 2014, IKEA Group was the largest home furnishing company, with EUR28.5 billion of sales, and planned to reach EUR50 billion by 2020, mainly from emerging markets. At the same time, IKEA Group had adopted in 2012 a new sustainability strategy that focused the company's efforts on its entire value chain from its raw materials sourcing to the lifestyle of its end consumers. The plan especially centered on wood, which represented 60% of IKEA Group...Desde 8,20 €