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Split One (A) (Portuguese Version, Portugal)
Riverola, Josep; Zschiesche A.Caso P-989-PPServicios y operacionesThe relationship marketing agency Split One is faced with a sharp increase in workload due to the consolidation of its customer portfolio. After analyzing the situation, Osu, one of the founding partners, is of the opinion that increasing the number of staff members could solve the problem over the short term. But he also wonders if this would hide internal organization problems and major commercial deficiencies.Desde 8,20 €
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Split One (A) (Portuguese Version, Brazil)
Riverola, Josep; Zschiesche A.Caso P-989-PBServicios y operacionesThe relationship marketing agency Split One is faced with a sharp increase in workload due to the consolidation of its customer portfolio. After analyzing the situation, Osu, one of the founding partners, is of the opinion that increasing the number of staff members could solve the problem over the short term. But he also wonders if this would hide internal organization problems and major commercial deficiencies.Desde 8,20 €
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Split One (A)
Riverola, Josep; Zschiesche A.Caso P-989Servicios y operacionesLa agencia de marketing relacional Split One se enfrenta a un fuerte aumento de la carga de trabajo debido a la consolidación de la cartera de clientes. Después de analizar la situación Osu, uno de los socios fundadores, pensó que, aumentando la plantilla, podría solucionar los problemas por lo menos a corto plazo. Pero también se preguntaba si ésto ocultaría problemas de organización interna o deficiencias comerciales de mayor índole.Desde 8,20 €
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Split One (A)
Riverola, Josep; Zschiesche A.Caso P-989-EServicios y operacionesThe relationship marketing agency Split One is faced with a sharp increase in workload due to the consolidation of its customer portfolio. After analyzing the situation, Osu, one of the founding partners, is of the opinion that increasing the number of staff members could solve the problem over the short term. But he also wonders if this would hide internal organization problems and major commercial deficiencies.Desde 8,20 €
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Taking Action: Making Innovation Pay
Andrew, James P.; Sirkin, Harold L.; Butman, JohnCapítulo de Libro HBS-2830BC-EDirección estratégicaIf you are committed to improving your company's payback from innovation, this chapter provides some specific and practical steps you can take to get started on the journey.Desde 8,20 €
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Aligning: Fundamental to Achieving Payback
Andrew, James P.; Sirkin, Harold L.; Butman, JohnCapítulo de Libro HBS-2826BC-EDirección estratégicaThis chapter focuses on the importance of aligning the various organizational units, disciplines, activities, structures, and processes around driving innovation and creating payback.Desde 8,20 €
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Leading: Fundamental to Achieving Payback
Andrew, James P.; Sirkin, Harold L.; Butman, JohnCapítulo de Libro HBS-2827BC-EDirección estratégicaInnovation requires a unique type of leadership. In this chapter, the authors discuss the main areas in which the innovation leader must make key decisions in order to ensure payback.Desde 8,20 €
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Cash and Cash Traps: Making Innovation Pay
Andrew, James P.; Sirkin, Harold L.; Butman, JohnCapítulo de Libro HBS-2820BC-EDirección estratégicaThis chapter discusses the paramount importance of cash payback and the key factors that affect it, introducing a tool that helps executives visualize, discuss, analyze, improve, and set goals for payback.Desde 8,20 €
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Indirect Benefits of Innovation: Making Innovation Pay
Andrew, James P.; Sirkin, Harold L.; Butman, JohnCapítulo de Libro HBS-2821BC-EDirección estratégicaPayback from innovation means cash, but innovation also delivers other noncash benefits that can be valuable when they have the potential to lead to cash with some certainty. This chapter examines these benefits.Desde 8,20 €
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Orchestrator: Choosing the Optimal Business Model for Innovation
Andrew, James P.; Sirkin, Harold L.; Butman, JohnCapítulo de Libro HBS-2824BC-EDirección estratégicaThe choice of business model can have a dramatic effect on a company's ability to successfully achieve payback with a new product or service. This chapter examines the popular model of innovation collaboration or orchestration, in which risk and payback are shared among partners.Desde 8,20 €