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Wal-Mart: Nonmarket Pressure and Reputation Risk (A)
David P. BaronCaso SGSB-P52A-EEconomíaIn 2002, when Wal-Mart became the largest U.S. company in sales, it began to attract considerable attention. Its expansion into the grocery business seemed to ignite a firestorm of contention and bad press. Wal-Mart was criticized for providing low wages and inadequate health care benefits, driving small merchants out of business, damaging the culture in small towns, harming the environment, and violating workers rights. The company realized t...Desde 8,20 €
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Wal-Mart: Nonmarket Pressure and Reputation Risk (B): A New Nonmarket Strategy
David P. BaronCaso SGSB-P52B-EEconomíaIn 2002, when Wal-Mart became the largest U.S. company in sales, it began to attract considerable attention. Its expansion into the grocery business seemed to ignite a firestorm of contention and bad press. Wal-Mart was criticized for providing low wages and inadequate health care benefits, driving small merchants out of business, damaging the culture in small towns, harming the environment, and violating workers rights. The company realized t...Desde 5,74 €
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Nissan mexicana: Manufactura de clase munidal
León Garza, Miguel; Juárez Mejía, LuisCaso IPADE-P 14 C 05Análisis de decisionesEn el caso Nissan Mexicana: Manufactura de clase mundial, se analizan los factores que llevaron a la planta Aguascalientes A1 a ser considerada como la más productiva dentro de la corporación Nissan-Renault en el mundo, una de las razones para que Nissan tomara la decisión en el año 2013 de invertir 2 mil millones de dólares en la construcción de una segunda planta de ensamble en Aguascalientes.En el caso se describen los principales acontecimien...Desde 8,20 €