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Rabobank Corporate Netherlands: Turning the Smartphone into an Engine of Bottom-Line Growth
Stremersch, Stefan; Camacho, NunoCaso M-1286-EMarketingSet in late 2011, this case study enables the discussion of a bank's possibilities to develop new business amid drastic technological and macroeconomic changes promising to revolutionize the whole payment value chain. In particular, several emerging technologies - such as near-field communication (NFC) - promised to turn mobile payments into a trillion-dollar industry in a period of less than five years. The case invites students to step into the...Desde 8,20 €
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Babcock: An Innovative Business Model in the Mining and Construction Industy
Stremersch, Stefan; Keko, ElioCaso M-1329-EMarketingThe origin of Babcock's mining and construction fleet management capability can be traced to a few years before its mining and construction business was set up in 2011, following a contract between Babcock International Group and the British Ministry of Defense (MOD). Already a long-standing client of Babcock, the Ministry of Defense approached the company to a) optimize the ministry's C vehicle fleet (i.e., construction vehicles, plant and equip...Desde 8,20 €
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Caesar IT Services: Comercializar múltiples propuestas de valor en una sola empresa
Stremersch, Stefan; Bellezza, SilviaCaso M-1227Marketing, Servicios y operacionesCaesar Group, una empresa de servicios informáticos profesionales, competía en el mercado holandés de tecnología de la información desde 1993. La propuesta de valor inicial de la empresa consistía en ofrecer a sus clientes una capacidad humana cualificada (puesta a disposición de capital humano, o body-shopping) a un precio económico por hora o día. La reacción de la compañía a la creciente evolución del servicio de body-shopping fue formular pro...Desde 8,20 €
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Komatsu: The Rise of a Service-Dominant Logic
Stremersch, Stefan; Keko, ElioCaso M-1328-EMarketingIt was early 2015 and executives of Komatsu Europe International N.V., whose main business is the sale of mining and construction equipment through multiple distributors across Europe, were exchanging views on the business model that would drive their future. They had seen many changes inside and outside the industry in recent years, and Komatsu was facing a growing need to adapt its current way of doing business. The team had been debating each ...Desde 8,20 €
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Alcatel-Lucent: Marketing the Cell Phone as a Mobile Wallet
Camacho, Nuno; Verniers, Isabel; García Pont, Carlos; Stremersch, StefanCaso M-1279-EInnovación y cambio, Marketing, Tecnologías de la informaciónAlcatel-Lucent (ALU) was gearing up for the launch of a new business: mobile payment services. Mobile payment involves cash transactions between consumers and merchants or between consumers using their mobile phones. The emergence of a new technology in which ALU had strong expertise - near-filed communication (NFC) - represented a huge opportunity, as analysts expected the market for mobile payments to explode in the coming years. But to avoid p...Desde 8,20 €
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Caesar IT Services: Marketing Multiple Value Propositions in One Firm
Stremersch, Stefan; Bellezza, SilviaCaso M-1227-EMarketing, Servicios y operacionesCaesar, a professional IT services firm, has competed in the Dutch IT market since 1993. Its initial value proposition was providing its customers with qualified human capacity at a low hourly or daily rate (often referred to as "body-shopping"). To escape the increasing commoditization of this type of service, the company formulated a new value proposition in 2003, so called TimeValue projects, consisting of the delivery of complete IT projects,...Desde 8,20 €
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Leaders Drive Initiatives: How to Accelerate Strategic Execution Through Active Support and Coaching
Davis, Jocelyn R.; Frechette, Henry M.; Boswell, Edwin H.Capítulo de Libro HBS-6018BC-ESuccess in business is all about creating the most value faster than the competition. Yet research shows that only 30% of strategic initiatives fully succeed on time, even with streamlined processes in place, detailed metrics to chart the course, and plenty of resources on hand to get the job done. How can you improve the odds? The authors-all executives at The Forum, a global consulting firm-argue that three often overlooked "people factors" are...Desde 8,20 €
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Leaders Affirm Strategies: How Clearly Communicating Your Strategy Speeds Execution of Large-Scale Initiatives
Davis, Jocelyn R.; Frechette, Henry M.; Boswell, Edwin H.Capítulo de Libro HBS-6012BC-ESuccess in business is all about creating the most value faster than the competition. Yet research shows that only 30% of strategic initiatives fully succeed on time, even with streamlined processes in place, detailed metrics to chart the course, and plenty of resources on hand to get the job done. Why? Because an exclusive focus on pace and process often leads to superficial results: lots of activity, but little forward motion. In this chapter, ...Desde 8,20 €
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Leaders Cultivate Experience: Creating Strategic Speed by Harnessing the Experience of Your Workforce
Davis, Jocelyn R.; Frechette, Henry M.; Boswell, Edwin H.Capítulo de Libro HBS-6019BC-EJust as a leader's ability to create a workplace climate in which employees feel competent, engaged, and appreciated can accelerate strategic results, so too can a leader's ability to "cultivate experience"-to bring individuals' and teams' experience into view, make it significant, share it, and harness it-increase strategic speed. In this chapter, the authors describe four competencies leaders need in order to capture the experience and wisdom l...Desde 8,20 €
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Speed: A New View-Execute Strategy Faster and More Effectively by Focusing on People Factors
Davis, Jocelyn R.; Frechette, Henry M.; Boswell, Edwin H.Capítulo de Libro HBS-6010BC-EAll executives agree that speed is necessary to a successful business. "Strategic speed" is where urgency meets execution-implementing plans and strategies not just quickly, but well. It's something leaders pursue every day and are paid to achieve, yet few are satisfied with the speed of execution within their organizations. In this chapter, the authors, all executives at a global consulting firm, reveal a surprising truth: that you achieve strat...Desde 8,20 €