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Tom Muccio: Negotiating the P&G Relationship with Wal-Mart (A)
Sebenius, James K.; Knebel, EllenCaso HBS-907013-EDirección estratégicaDescribes the retailer-supplier negotiations of Tom Muccio, one of the earlier Procter & Gamble (P&G) employees to be based in Bentonville, Arkansas, in negotiating the early operational components of the supplier-retailer partnership between P&G and Wal-Mart in the late 1980s. Provides background on the supplier-retailer relationship and negotiation barriers encountered when executing operational components of the partnership.Desde 8,20 €
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Negotiating the P&G Relationship with Wal-Mart (Spanish version)
Sebenius, James K.; Knebel, EllenCaso HBS-908S01Dirección estratégicaDescribes several internal and external negotiations in the 1980s that led to a significant and growing partnership between Procter & Gamble (P&G) and Wal-Mart. From the perspective of Lou Pritchett, P&G's Vice President of Sales and Customer Development, the unfolding negotiations are described, starting with a canoe trip Pritchett took with Wal-Mart founder Sam Walton. Provides insight into various negotiating situations as well as key lessons ...Desde 8,20 €
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Lou Pritchett: Negotiating the P&G Relationship with Wal-Mart
Sebenius, James K.; Knebel, EllenCaso HBS-907011-EDirección estratégicaDescribes several internal and external negotiations in the 1980s that led to a significant and growing partnership between Procter & Gamble (P&G) and Wal-Mart. From the perspective of Lou Pritchett, P&G's Vice President of Sales and Customer Development, the unfolding negotiations are described, starting with a canoe trip Pritchett took with Wal-Mart founder Sam Walton. Provides insight into various negotiating situations as well as key lessons ...Desde 8,20 €
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Tom Muccio: Negotiating the P&G Relationship with Wal-Mart, (B)
Sebenius, James K.; Knebel, EllenCaso HBS-907014-ESupplements the (A) case.Desde 5,74 €
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ProTech, Inc. (Spanish Version)
Piper, Thomas R.; Ehrlich, Susan P.Caso HBS-208S21FinanzasUna empresa está considerando la eliminación de una línea de productos. Como parte de esa consideración, debe desarrollar posibles estrategias para el cierre de la división, e identificar las implicaciones económicas y no económicas de la estrategia. La situación se complica por la necesidad de la empresa para una infusión de capital propio.Desde 8,20 €