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AB InBev, Carling Black Label, and Femicide in South Africa (B)
Parmar, Bidhan L.; Mead, JennyCaso DARDEN-E-0426-EÉtica empresarial y Responsabilidad Social CorporativaAfter much research and discussion about where the company's responsibility lay in addressing the alarming issues of femicide and violence against women, the leadership of the South African Breweries (SAB) and the African branch of Anheuser-Busch InBev (AB InBev) decided to form a partnership and launch a movement and campaign, #NoExcuse. For the campaign, the company partnered with, among others, the consortium, Takuwani Riime (which meant "let ...Desde 5,74 €
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Uber: 21st Century Technology Confronts 20th Century Regulation
Callader S; Hoyt DCaso SGSB-P81-EEconomíaUber, which began operations in 2010, provided a service that allowed customers to call for a limousine using their mobile device. A car would arrive within minutes, and the fee for the trip (including gratuity) would be charged to the customer’s credit card. The service was more expensive than a taxi, but cheaper and more responsive than a conventional limousine service. Uber did not own limousines, but contracted with existing, licensed, lim...Desde 8,20 €
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Uber: 21st Century Technology Confronts 20th Century Regulation - Teaching note
Callader S; Hoyt DNota del Instructor SGSB-P81TN-EEconomíaUber, which began operations in 2010, provided a service that allowed customers to call for a limousine using their mobile device. A car would arrive within minutes, and the fee for the trip (including gratuity) would be charged to the customer’s credit card. The service was more expensive than a taxi, but cheaper and more responsive than a conventional limousine service. Uber did not own limousines, but contracted with existing, licensed, lim...Desde 0,00 €
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Uber: 21st Century Technology Confronts 20th Century Regulation (Spanish Version)
Callader S; Hoyt DCaso SGSB-P81SPEconomíaUber, que comenzó a operar en 2010, proporcionó un servicio que permitía a los clientes solicitar una limusina utilizando su dispositivo móvil. Un automóvil llegaría en cuestión de minutos, y la tarifa del viaje (incluida la propina) se cargaría a la tarjeta de crédito del cliente. El servicio era más caro que un taxi, pero más barato y más receptivo que un servicio de limusina convencional. Uber no era dueño de limusinas, pero tenía contratos co...Desde 8,20 €
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Brand Activism at Starbucks—A Tall Order?
Cian, Luca; Parmar, Bidhan L.; Boichuk, Jeff; Craddock, JennyCaso DARDEN-M-0964-EMarketingIn April 2017, Kevin Johnson took over the reigns as CEO of Starbucks, the iconic coffee giant. He faced a number of key decisions to keep the global retail giant competitive, but one in particular loomed large. Over the last few years, Johnson’s predecessor, Howard Schultz, had increasingly used Starbucks as a progressive platform in an attempt to influence the world around its stores, whether he was aiming to smooth out race relations in the Un...Desde 8,20 €
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Rural Credit Cooperatives in India
Li, Wei; Parmar, Bidhan L.Caso DARDEN-BP-0521-EGobierno corporativoRecently, the Indian Congress asked a distinguished committee of experts to analyze and make policy recommendations about India’s Cooperative Financial Institutions (CFIs), which included organizations such as credit unions and cooperative banks. One committee member, Mohan R. Narayan, a leading economist at a prestigious Indian university, was enthusiastic about the job; it was an opportunity to help millions of rural poor and to have a positive...Desde 8,20 €