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Estrategia omnicanal de Media Markt (B)
Clemares, Fuencisla; Nueno, José LuisCaso M-1348Dirección estratégica, Marketing, Servicios y operacionesEl lanzamiento del canal online obligó a Media Markt a replantearse su política de precios y su estrategia promocional. En el mundo digital, los distribuidores tradicionales competían también con pure players del ámbito online de bajo coste que utilizaban estrategias de precios muy agresivas, por lo que, para ser competitivo, el canal online requería aplicar una estrategia de bajo margen y precios bajos. El consumidor era multicanal, y se movía...Desde 5,74 €
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Media Markt's Omnichannel Strategy (B)
Clemares, Fuencisla; Nueno, José LuisCaso M-1348-EDirección estratégica, Marketing, Servicios y operacionesThe launch of its online channel made Media Markt reconsider its pricing policy and promotional strategy. In the digital world, traditional distributors also competed with purely online low-cost players with very aggressive pricing strategies. In order to be competitive, the online channel required a strategy of low margins and low prices. The challenge was that consumers were multichannel and constantly moved back and forth between the website a...Desde 5,74 €
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The New M&A Playbook
Christensen, Clayton M.; Alton, Richard; Rising, Curtis; Waldeck, AndrewArtículo HBS-R1103B-EDirección estratégicaCompanies spend more than $2 trillion on acquisitions every year, yet the M&A failure rate is between 70% and 90%. Executives can dramatically increase their odds of success, the authors argue, if they understand how to select targets, how much to pay for them, and whether and how to integrate them. The most common reasons for making an acquisition include holding on to a premium position or cutting costs. But to realize those benefits, the acqui...Desde 8,20 €
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The New M&A Playbook (Spanish version)
Christensen, Clayton M.; Alton, Richard; Rising, Curtis; Waldeck, AndrewArtículo HBS-R1103BDirección estratégicaCompanies spend more than $2 trillion on acquisitions every year, yet the M&A failure rate is between 70% and 90%. Executives can dramatically increase their odds of success, the authors argue, if they understand how to select targets, how much to pay for them, and whether and how to integrate them. The most common reasons for making an acquisition include holding on to a premium position or cutting costs. But to realize those benefits, the acqui...Desde 8,20 €
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Grofers: Re-Energizing Kirana Stores through M-Commerce
Reema Khurana; Susmi RoutrayCaso IVEY-9B16M120-EDirección estratégicaIn 2014, the food and grocery industry in India experienced a surge in the online grocery market. Before that time, existing e-business players had largely avoided the online grocery market because of its complex logistics requirements and issues related to last-mile delivery, or reaching customers in remote areas. The rise of online grocery businesses raised concerns for brick-and-mortar stores, especially local kirana stores (corner stores), ab...Desde 8,20 €
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M Power Micro Finance: Early Battle for Survival
Puran Singh; Bhargav Vishwanathan; Nupur Pavan BangCaso IVEY-9B15M120-EDirección estratégica, Iniciativa emprendedoraWhen M Power Micro Finance was founded in 2009 in the Indian state of Gujarat, a number of challenges in the microfinance market made it difficult for the company to survive. Just months after M Power’s founding, the microfinance industry was hit by a repayment crisis that eroded both profitability and confidence in the industry. With public sentiment turning against microfinance institutions, M Power’s bright growth prospects suddenly disappeare...Desde 8,20 €
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Improving the Odds of M&A Success
Herd, Tom; Steger, Terry W.; Saksena, Arun K.Artículo HBS-U0809B-EDirección estratégicaDespite widespread economic uncertainty, the mergers and acquisitions market is heating up. While today's economic volatility adds extra risk, the hard truth is that, even in boom times, M&A deals often fall short of expectations. There are many reasons fDesde 8,20 €
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Dr. M. L. Dhawale Trust Hospital - Towards Sustainability
Gayathri Sivaraman; Vasant SivaramanCaso IVEY-9B10B010-EContabilidad y control, Dirección estratégica, FinanzasThis case deals with a rural charitable homeopathic hospital in the state of Maharashtra, India, set in the year 2008. The hospital, Dr. M. L. Dhawale Memorial Trust's Rural Homeopathic Hospital, is one among many clinics and hospitals run by the Dr. M. L. Dhawale Memorial Trust (MLDT). Dr. Navin Pawaskar, the head of the hospital, has to make recommendations to the management team to improve the profitability of the hospital and be financially s...Desde 8,20 €
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Making M&As Fly in China (Spanish version)
Peng, Mike W.Artículo HBS-F0603GDirección estratégicaCross-border mergers and acquisitions are gaining momentum in China. To be successful, acquiring companies must understand certain M&A idiosyncrasies that are specific to China.Desde 8,20 €
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China’s Joyson Group: A Unique Approach To M&A Integration
Rui Torres De Oliveria; Sandra Figueira; Daniel Rottig; Corene CrossinCaso IVEY-W25174-EDirección estratégica, Iniciativa emprendedoraIn January 2011, China-based Joyson Automotive Group (Joyson) acquired Preh GmbH (Preh), a German manufacturer of high-end automotive components. While Joyson had lower capabilities in areas such as management and engineering, it was able to ensure a succDesde 8,20 €