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Aurora Textile Company - Teaching Note
Eades, Kenneth M.; Doe, LucasNota del Instructor DARDEN-F-1536TN-EFinanzasTeaching note for product F-1536Desde 0,00 €
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Aurora Textile Company
Eades, Kenneth M.; Doe, LucasCaso DARDEN-F-1536-EFinanzasThis case asks the student to decide whether Aurora Textile Company can create value by upgrading its spinning machine to produce higher-quality yarn that sells for a higher margin. Cost information allows the student to produce cash-flow projections for both the existing spinning machine and the new machine. The cash flows have many different cost components, including depreciation, the number of days of cotton inventory, and the liability costs...Desde 8,20 €
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USEC Inc.
Eades, Kenneth M.; Mackovjak, Ben; Doe, LucasCaso DARDEN-F-1546-EFinanzasThis case is designed to present students with the challenges of formulating a discounted-cash-flow (DCF) analysis for a strategically important capital-investment decision. Analytically, the problem is representative of most corporate investment decisions, but it is particularly interesting because of the massive size of the American Centrifuge Project and the potential of the project to significantly affect the stock price. Students must determ...Desde 8,20 €
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Innovation Killers: How Financial Tools Destroy Your Capacity to Do New Things
Christensen, Clayton M.; Kaufman, Stephen P.; Shih, WillyArtículo HBS-R0801F-EDirección estratégicaMost companies aren't half as innovative as their senior executives want them to be (or as their marketing claims suggest they are). What's stifling innovation? There are plenty of usual suspects, but the authors finger three financial tools as key accomplices. Discounted cash flow and net present value, as commonly used, underestimate the real returns and benefits of proceeding with an investment. Most executives compare the cash flows from inno...Desde 8,20 €
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How Financial Tools Destroy Your Capacity to Do New Things (Spanish version)
Christensen, Clayton M.; Kaufman, Stephen P.; Shih, WillyArtículo HBS-R0801FDirección estratégicaMost companies aren't half as innovative as their senior executives want them to be (or as their marketing claims suggest they are). What's stifling innovation? There are plenty of usual suspects, but the authors finger three financial tools as key accomplices. Discounted cash flow and net present value, as commonly used, underestimate the real returns and benefits of proceeding with an investment. Most executives compare the cash flows from inno...Desde 8,20 €
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Zhejiang Geely Holding Group: Acquisition of Volvo Cars and Volvo Cars: Acquisition by Geely, Teaching Plan
Shih, WillyNota del Instructor HBS-620072-EDirección estratégicaThis teaching plan is for the two cases 619-041 which describes Geely's acquisition of Volvo Cars, and 619-042 which describes Volvo Cars' acquisition by Geely. The case is designed to illustrate the different sides of an M&A transaction and the organizational culture implications that managers might like to consider.Desde 0,00 €