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Airbus vs. Boeing: (A), (B), (C), (D), (E), and (F), Teaching Note
Casadesus-Masanell, Ramon; Voigt, Erich Alexander; Mitchell, JordanNota del Instructor HBS-710405-EDirección estratégicaTeaching Note for [707447], [707448], [707449]. [707450], [707451], and [707452].Desde 0,00 €
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Competir mediante modelos de negocio (C): Interdependencia, interacción táctica e interacción estratégica
Casadesus-Masanell, Ramon; Ricart Costa, Joan EnricCaso HBS-711S24Dirección estratégicaDesde 5,74 €
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Betfair (B), (C), and (D) Case Slides
Casadesus-Masanell, Ramon; Heilbron, JohnCaso HBS-717520-EDirección estratégicaContains slides related to the Betfair B, C, and D cases.Desde 5,74 €
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Betfair (C)
Casadesus-Masanell, Ramon; Heilbron, John; Campbell, NeilCaso HBS-717518-EDirección estratégicaPrompted by a takeover bid from CVC, Betfair reassesses the strengths and weaknesses of the exchange model.Desde 5,74 €
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Launching Telmore (C)
Casadesus-Masanell, Ramon; Fernandez, Celso; Jobke, MoritzCaso HBS-708416-EDirección estratégicaSupplement to the (A) case. An abstract is not available for this product.Desde 5,74 €
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Imprimis (C)
Casadesus-Masanell, Ramon; Elterman, Karen; Appel, MarcCaso HBS-717497-EIniciativa emprendedoraThis case is a supplement to Imprimis (Case A) and Imprimis (Case B). Set in 2015, it first describes Imprimis's decision to introduce its own line of compounded eye drop medication called LessDrops. The case then examines the moral dilemma faced by CEO Mark Baum, who was struck by the problem of high drug prices in the United States. Recent, drastic price hikes on pharmaceutical drugs, such as those initiated by Turing Pharmaceuticals under CEO ...Desde 5,74 €
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Palm (C): 2005
Casadesus-Masanell, Ramon; Boudreau, Kevin; Mitchell, JordanCaso HBS-708516-EThis case series looks at three important inflection points in Palm's history that relate to decisions about its platform: when the company was debating whether to open its operating system (OS) for licensing to third-party hardware manufacturers; 2001, when the company was deciding whether to split into two separate companies; and, 2005, when the company was migrating from its own OS into Linux. (The last part, set in 2008, is an epilogue). By l...Desde 5,74 €
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KITEA (C): A Surprise Delay
Casadesus-Masanell, Ramon; Yucaoglu, GamzeCaso HBS-719488-EDirección estratégicaThis case describes the delay of IKEA's store opening in Morocco in 2015. After Sweden ordered an internal review of its position on the independence of Western Sahara, a territory Morocco regarded as part of its own, the Moroccan government declared that IKEA did not have proper licensing to open its store in Morocco. The opening of its Zenata store was delayed by at least several months. What additional changes should Amine and Othman Benkirane...Desde 5,74 €
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Keroche (C): The Excise Tax Increase
Casadesus-Masanell, Ramon; Armerding, Pippa TubmanCaso HBS-720392-EDirección estratégicaThis case discusses the Kenyan government's decision to increase excise taxes on wines in 2007. The tax increase would cause an average increase in price of 367% on Keroche's fortified wines. Meanwhile, Keroche's competitor EABL had effectively lobbied the government for its Senator beer to receive a zero-tax rating. Since Keroche's wines targeted low-income consumers, Tabitha Karanja knew they would no longer be able to buy its products after th...Desde 5,74 €
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Keroche (E): Considering Additional Capacity
Casadesus-Masanell, Ramon; Armerding, Pippa TubmanCaso HBS-720394-EDirección estratégicaThis case describes Keroche's growth after entering the beer business in 2008. Although the company was operating at full capacity and not able to fulfill all of its orders, Tabitha Karanja had set a goal of growing Keroche's share of the Kenyan beer market from slightly over 1% to 20%. In 2010, Tabitha Karanja had invested US$2.5 million in a PET bottling line to increase capacity of Keroche's vodka drinks. However, in 2010, the government had p...Desde 5,74 €