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Flipkart (B): The Ongoing Battle for India's E-Commerce Market
Gupta, Sunil; Narayandas, Das; Tahilyani, RachnaCaso HBS-518097-EMarketingIn 2017, both Flipkart and Amazon claimed leadership position in India's recently concluded key annual festive season sale, but it was too early to declare victory. Amazon continues to invest heavily in India. Competition from newer players is increasing. Media reports hint that Reliance Industries, a large Indian conglomerate, is planning to extend its e-commerce offering beyond fashion to electronics, mobile phones and even groceries. As th...Desde 5,74 €
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Negociando una operación de capital riesgo (II): Estructuración del acuerdo e instrumentos contractuales
Segurado, Juan Luis; Roure, JuanNota técnica EN-11Finanzas, Iniciativa emprendedoraCuando se trata de estructurar las operaciones, y con independencia de su naturaleza, los inversores de capital riesgo buscan, fundamentalmente, maximizar su retorno, minimizar sus riesgos financieros y cubrirse frente a los posibles conflictos de interés que pueden surgir con los gestores de las compañías en las que invierten. Para ello, negocian la incorporación ?en los acuerdos de inversión? de una serie de mecanismos de control y de asignació...Desde 8,20 €
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The Barceló Group: Entrepreneurial Spirit and Corporate Governance
Roure, Juan; Segurado, Juan LuisCaso E-206-EGobierno corporativo, Iniciativa emprendedoraThis case, based on the IESE case E 99 E, deals first of all with entrepreneurial experience and the process of family transition that led to the development and successful growth of the Barceló Group, one of the most important family-owned hotel chains in Spain and, secondly, the development of corporate and family governance structures and their role in the group's successful growth.Desde 8,20 €
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Transitioning to a Marketplace Model (Spanish version)
Narayandas, Das; Gupta, Sunil; Tahilyani, RachnaCaso HBS-518S12MarketingSachin Bansal and Binny Bansal, co-founders of India's largest e-commerce company, Flipkart, were reviewing the foregoing Facebook post, which had gone viral and received more than 20,000 likes. A third-party seller listed a pair of women's sandals on Flipkart's website at 799 Indian rupees and offered it on promotion at 399. However, upon close examination of the product's display photo, consumers noticed a 399 price tag printed on the strap. Co...Desde 8,20 €
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Negociación: Marco conceptual del proceso negociador
Roure, JuanSesión Interactiva ENO-7Iniciativa emprendedoraTe damos la bienvenida a este módulo en el que revisaremos algunos conceptos e ideas básicos sobre un área tan apasionante como es la negociación. -
Flipkart (A): Transitioning to a Marketplace Model
Narayandas, Das; Gupta, Sunil; Tahilyani, RachnaCaso HBS-516017-EMarketingSachin Bansal and Binny Bansal, co-founders of India's largest e-commerce company, Flipkart, were reviewing the foregoing Facebook post, which had gone viral and received more than 20,000 likes. A third-party seller listed a pair of women's sandals on Flipkart's website at 799 Indian rupees and offered it on promotion at 399. However, upon close examination of the product's display photo, consumers noticed a 399 price tag printed on the strap. Co...Desde 8,20 €
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El desarrollo de un plan de empresa
Roure, JuanNota técnica PN-332Servicios y operacionesEsta nota presenta un marco conceptual a tener en cuenta a la hora de desarrollar un plan de negocio. El marco trata de separar dos cuestiones clave en el proceso del emprendedor: evaluar las oportunidades, es decir, cómo distinguir entre "oportunidades de negocio" e "ideas de negocio"; y estructurar el negocio, cómo planificar y estructurar nuestro negocio para aprovechar una oportunidad y desarrollar todo su potencial. El marco puede también ut...Desde 8,20 €
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Micromax: Scaling the Largest Indian Mobile Handset Company
Gulati, Ranjay; Tahilyani, Rachna; DeSantola, AliciaCaso HBS-415034-ELiderazgo y Dirección de personasIt is January 2014 and Rahul Sharma, cofounder of Micromax Informatics (Micromax), the largest Indian mobile handset company, is preparing for an emergency conference call with his private equity investors. In the last six years, Micromax had grown its annual product revenues from $54M to over $1B. Unfortunately, it was difficult for the founding team to keep up with Micromax's rapid growth, triggering a series of missteps in 2010 that brought th...Desde 8,20 €
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Paytm: Building a Payments Network
Gupta, Sunil; Narayandas, Das; Tahilyani, RachnaCaso HBS-517091-EMarketingBy January 2017, Paytm, a mobile payments company that started in 2010, became India's largest mobile payments platform with over 142 million users and a $5 billion valuation. Could Paytm become the $100 billion company its founder Vijay Shekhar Sharma envisioned it to be?Desde 8,20 €
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Padeinvest
Roure, Juan; de San José Riestra, AmparoCaso E-176-EFinanzas, Iniciativa emprendedora, Tecnologías de la informaciónThis case examines the creation and management of an investment group, PADEINVEST, which was launched by the 2010 PADE graduating class in Madrid to engage in group investment activities in start-ups. The case briefly traces the creation of the group and the motivation behind it, its operating metrics, the assembly of its initial portfolio, and its first investments. The case also uses one of its investments, the third one, to highlight the dif...Desde 8,20 €