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Embraer 1994: from a Dream to a Global Player
Cerquinho, Fábio; Barros, Renato; Sabrià, FredericCaso P-1109-EServicios y operacionesDesde 8,20 €
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Embraer 2010: from a Dream to a Global Player
Cerquinho, Fábio; Barros, Renato; Sabrià, FredericCaso P-1110-EServicios y operacionesEn 1994 EMBRAER se encuentra ante una grave crisis financiera agravada por la situación del sector y de Brasil. La empresa, de capital público, es privatizada. El caso plantea la estrategia de turn-around a seguir. En Embraer 1994 permite discutir las opciones que se le abren a un fabricante de aviones en una economía emergente. En principio parecería que "este no es el tipo de producto a fabricar en Brasil". En principio solo respuestas poco con...Desde 8,20 €
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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 €