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Trader Joe's and the speculoos cookie butter jar
García-Ayuso Covarsí, M.Caso IIST-CI-67-E-EContabilidad y controlThis peculiar chain of supermarkets, widely known in the United States, Trader Joe's, in its store in the Chelsea district - NY, plans to put on sale an original product that is already widely accepted in other stores and in other countries (the jar of butter speculoos biscuits, and the question is how to consider the costs to set the sale price, especially the costs of the structure of the store, in addition to the specific ones related to the p...Desde 8,20 €
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Gabinete médico Bolufer, S.A. (A)
García-Ayuso Covarsí, M.Caso IIST-CI-52Contabilidad y controlGabinete Médico Bolufer, una reputada clínica de traumatología, decide impulsar una nueva línea de negocio consistente en la realización de tres tipos de intervención para la reducción de listas de espera del Servicio Público de Salud. Al término del primer año de actividad, el Consejo de Administración se enfrenta a la tarea de evaluar la rentabilidad de cada tipo de intervención y de la línea de negocio en su conjunto. Además, deben decidir qué...Desde 8,20 €
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Nautiocio, S.L. (A)
García-Ayuso Covarsí, M.Caso IIST-CI-50Contabilidad y controlUna empresa dedicada al alquiler de embarcaciones de recreo se plantea impulsar una nueva línea de negocio consistente en el arrendamiento de barcos a vela. Para ello puede adquirir barcos propios o alquilar embarcaciones a otras empresas o particulares. Tanto en un caso como en el otro, la empresa se enfrenta a la decisión de si hacer o no publicidad de su nueva oferta y de modificar o no sus páginas de Internet para facilitar la contratación di...Desde 8,20 €
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Nautiocio, S.L. (B)
García-Ayuso Covarsí, M.Caso IIST-CI-51Contabilidad y controlUna empresa dedicada al alquiler de embarcaciones de recreo se plantea impulsar una nueva línea de negocio consistente en el arrendamiento de barcos a vela. Para ello puede adquirir barcos propios o alquilar embarcaciones a otras empresas o particulares. Tanto en un caso como en el otro, la empresa se enfrenta a la decisión de si hacer o no publicidad de su nueva oferta y de modificar o no sus páginas de Internet para facilitar la contratación di...Desde 5,74 €
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Hennes & Mauritz, 2012
Wells, John R.; Danskin, GalenCaso HBS-713512-EDirección estratégica"In 2012, Hennes & Maurtiz (H&M) was the second-largest specialty apparel retailer in the world. Sales for fiscal 2012 were $18.1 billion and operating profits were $3.3 billion. H&M operated 2,776 stores, 93% of them outside its home base of Sweden. Over the past decade, H&M had passed Gap in sales, but the company had failed to keep up with Inditex's growth and its Spanish rival had larger sales and greater profitability than H&M. H&M had also ...Desde 8,20 €
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Gap, Inc., 2012
Wells, John R.; Danskin, GalenCaso HBS-713511-EDirección estratégica"Between 2000 and 2012, Gap, Inc. (Gap) ceded its world leadership position in specialty fashion retailing to Inditex of Spain and H&M of Sweden. These two companies, each less than a quarter of Gap's size in 2000, were now setting the pace in the globalDesde 8,20 €
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Benetton Group S.p.A., 2000
Wells, John R.; Danskin, GalenCaso HBS-713510-EDirección estratégica"In 2000, Benetton was one of the leading mass fashion competitors in the world with approximately $1.9 billion in sales across 5,500 stores in 120 countries. But the company's fortunes seemed to be on the wane. Operating profits had fallen 9% from the prior year to $299 million. Having almost matched global leader, Gap Inc.'s revenues in 1985, Benetton was now only one seventh of Gap's size. Moreover, Hennes & Mauritz (H&M) of Sweden had passed ...Desde 8,20 €
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Hennes & Mauritz, 2000
Wells, John R.; Danskin, GalenCaso HBS-713509-EDirección estratégicaIn 2000, Hennes & Mauritz (H&M) was the second-largest and most global player in the fashion retail business. It operated 682 stores, 80% of them outside its home country of Sweden, and achieved revenues of $3.0 billion and operating profits of $375 million. In 1999, when H&M announced plans to enter the U.S., sales had grown 20% per year and operating profits, 30%, for a decade. After the August announcement of U.S. expansion plans, its share pr...Desde 8,20 €
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Inditex: 2012
Wells, John R.; Danskin, GalenCaso HBS-713539-EDirección estratégicaIn the 11 years since its public offering, Inditex and its flagship brand, Zara, had expanded into 86 countries, achieved $21.6 billion in revenue, and become the largest specialty apparel retailer in the world. In marked contrast to the general malaise of the Bolsa de Madrid, Inditex's share price tripled from 2008 to 2012 and traded at 25 times expected 2013 earnings, a 15% premium over Swedish rival, H&M. From 1,080 stores in 2000, it had expa...Desde 8,20 €
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Inditex: 2000
Wells, John R.; Danskin, GalenCaso HBS-713538-EDirección estratégicaIn 2000, Inditex was one of the largest specialty apparel retailers in the world, with $2.4 billion in sales from 1,080 stores across 33 countries. Zara, Inditex's main brand, produced popular designer items at a fraction of design-house prices and could push an item from design to display in less than two weeks. This left most other fashion retailers, who took between 9-12 months for this process, far behind. However, Inditex was still only one-...Desde 8,20 €