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Pramanik Containers and the Bottleneck Challenge (B)
Rajiv AgarwalCaso IVEY-9B12E015-EDirección estratégica, Iniciativa emprendedora, Servicios y operaciones, Tecnologías de la informaciónThis is a supplement to product no. 9B12E014.Desde 5,74 €
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Pramanik Containers and the Bottleneck Challenge (A)
Rajiv AgarwalCaso IVEY-9B12E014-EDirección estratégica, Iniciativa emprendedora, Servicios y operaciones, Tecnologías de la informaciónIn 2010, a recent business graduate tries to resolve a constant bottleneck in the printing department of the family business. The two-part case discusses the issues of identifying the need for relevant information and then discusses the staff’s resistance to change and how these objections were handled and overcome. This pair of cases seeks to identify the pressures faced by small businesses, along with the task of managing the various stakeholde...Desde 8,20 €
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Indian Steel Limited: Tri-Party Negotiation - The Seller (B)
Samish Dalal; Rajiv AgarwalCaso IVEY-9B14C006-EDirección estratégica, Iniciativa emprendedora, Liderazgo y Dirección de personasThis case presents a role play between a buyer, seller and consultant. In January 2012, India Steel Ltd., a successful, family-owned, mid-sized steel manufacturing company headquartered in India but with agents in Europe, the United States and some parts of the Middle East, is about to enter into a negotiation to buy a steel plant owned by Swedish Steel AB, a large Swedish steel company with more than 7,000 employees working in nine production fa...Desde 5,74 €
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Pramanik Containers and the Bottleneck Challenge (A) and (B) - Teaching Note
Rajiv AgarwalNota del Instructor IVEY-8B12E014-EDirección estratégica, Iniciativa emprendedora, Servicios y operaciones, Tecnologías de la informaciónTeaching note for product nos. 9B12E014 and 9B12E015.Desde 0,00 €
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Indian Steel Ltd: Tri-Party Negotiation - The Buyer (A)
Samish Dalal; Rajiv AgarwalCaso IVEY-9B14C005-EDirección estratégica, Iniciativa emprendedora, Liderazgo y Dirección de personasThis case presents a role play between a buyer, seller and consultant. In January 2012, India Steel Ltd., a successful, family-owned, mid-sized steel manufacturing company headquartered in India but with agents in Europe, the United States and some parts of the Middle East, is about to enter into a negotiation to buy a steel plant owned by Swedish Steel AB, a large Swedish steel company with more than 7,000 employees working in nine production fa...Desde 8,20 €
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Indian Steel Ltd: Tri-Party Negotiation - The Consultant (C)
Samish Dalal; Rajiv AgarwalCaso IVEY-9B14C007-EDirección estratégica, Iniciativa emprendedora, Liderazgo y Dirección de personasThis case presents a role play between a buyer, seller and consultant. In January 2012, India Steel Ltd., a successful, family-owned, mid-sized steel manufacturing company headquartered in India but with agents in Europe, the United States and some parts of the Middle East, is about to enter into a negotiation to buy a steel plant owned by Swedish Steel AB, a large Swedish steel company with more than 7,000 employees working in nine production fa...Desde 5,74 €
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Balaji Wafers Taking the Pepsi Challenge
Rajiv Agarwal; Ashita AggarwalCaso IVEY-9B18M145-EDirección estratégica, Iniciativa emprendedoraThe family-run Balaji Wafers Pvt. Ltd. (Balaji Wafers), a savoury snack manufacturer, had adopted a phased strategy in taking on the likes of global multinational corporation PepsiCo in India, an emerging economy. After operating successfully for more than three decades in western India, Balaji Wafers was planning to grow and to go national with forays into north and south India. Balaji Wafers had a strong foothold in western India, where in Guja...Desde 8,20 €