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Don't Integrate Your Acquisitions, Partner with Them (Spanish version)
Kale, Prashant; Singh, Harbir; Raman, Anand P.Artículo HBS-R0912MDirección estratégicaA takeover usually signals the demise of one of the two corporations involved in the tussle - no prizes for guessing which one. Breaking with this practice, some companies from emerging markets are preserving the identity of companies they've taken over and giving them near-total autonomy. The acquirers (the AV Birla Group, the Mahindra group, and the Tata group in India; the Ulker Group in Turkey; and AmBev in Brazil, among others) have also ret...Desde 8,20 €
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Don't Integrate Your Acquisitions, Partner with Them
Kale, Prashant; Singh, Harbir; Raman, Anand P.Artículo HBS-R0912M-EDirección estratégicaA takeover usually signals the demise of one of the two corporations involved in the tussle - no prizes for guessing which one. Breaking with this practice, some companies from emerging markets are preserving the identity of companies they've taken over and giving them near-total autonomy. The acquirers (the AV Birla Group, the Mahindra group, and the Tata group in India; the Ulker Group in Turkey; and AmBev in Brazil, among others) have also ret...Desde 8,20 €
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Reinventing Your Business Model (Spanish version)
Johnson, Mark W.; Christensen, Clayton M.; Kagermann, HenningArtículo HBS-R0812CDirección estratégicaThey fulfill a job to be done in a dramatically better way (as P&G did with its Swiffer mops), solve a problem that's never been solved before (as Apple did with its iPod and iTunes electronic entertainment delivery system), or serve an entirely unaddressed customer base (as Tata Motors is doing with its Nano - the $2,500 car aimed at Indian families who can't afford any other type of car and usually use motorcycles to get around). Doing so does...Desde 8,20 €
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Reinventing Your Business Model
Johnson, Mark W.; Christensen, Clayton M.; Kagermann, HenningArtículo HBS-R0812C-EDirección estratégicaThey fulfill a job to be done in a dramatically better way (as P&G did with its Swiffer mops), solve a problem that's never been solved before (as Apple did with its iPod and iTunes electronic entertainment delivery system), or serve an entirely unaddressed customer base (as Tata Motors is doing with its Nano - the $2,500 car aimed at Indian families who can't afford any other type of car and usually use motorcycles to get around). Doing so does...Desde 8,20 €