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The Entrepreneur's Dilemma: Alibaba, Tencent and Amazon as e-Commerce Platforms
Ning Su; Yulin Fang; Haibin Yang; Yukun Yang; Xin QiuCaso IVEY-9B15E015-EDirección estratégica, Iniciativa emprendedora, Tecnologías de la informaciónA nascent women’s apparel online store on Tmall, China's largest business-to-consumer retail platform operated by Alibaba Group, was just beginning to establish itself on the online market utilizing the tools and services provided by Tmall to develop and operate its business. Within four months after the business was launched, Tmall unexpectedly released a new policy which significantly increased the annual service fee and cash deposit for indivi...Desde 8,20 €
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Building an e-Commerce Brand at Wayfair
Teixeira, Thales S.; Watkins, Elizabeth AnneCaso HBS-516028-EMarketingWayfair, Inc. was made up of five home goods, furniture, and d cor e-commerce brands. Wayfair.com, the main brand, which was responsible for the majority of sales, targeted the mass middle home goods market. AllModern, DwellStudio, Joss & Main, and Birch Lane were niche sites focused on more specialized curated design esthetics. Determining the 2014 advertising budget for Wayfair.com is the big question in the case. Two ad budget decisions need ...Desde 8,20 €
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Who Owns the Whale (Abridged)
Teixeira, Thales S.; Bell, David E.Caso HBS-515108-EMarketingJudge William Wright considers the case of the dispute of a whale carcass wherein several whaling ships claim ownership based on each one's contribution to its killing. The judge must weigh in the differing efforts and costs of three ships who each played a role at different stages of the hunting process, as well as the prevalent norms-of-ownership at the time.Desde 8,20 €
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Who Owns the Whale
Teixeira, Thales S.; Bell, David E.Caso HBS-515107-EMarketingJudge William Wright considers the case of the dispute of a whale carcass wherein several whaling ships claim ownership based on each one's contribution to its killing. The judge must weigh in the differing efforts and costs of three ships who each played a role at different stages of the hunting process, as well as the prevalent norms-of-ownership at the time.Desde 8,20 €
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Amazon in China
Ning Su; Ming Dong; Amy Ni; Anna FuCaso IVEY-9B21M062-EDirección estratégicaAmazon.com Inc. (Amazon), the Seattle-based e-commerce giant, leaped into China with a buyout of Joyo.com Limited, China’s largest online book, music, and video retailer, in 2004. Amazon had the ambition of becoming the dominant online retailer in China bDesde 8,20 €
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Alibaba Group: Technology, Strategy, and Sustainability
Ning Su; Pratima Bansal; Pamela LaughlandCaso IVEY-9B16E036-EDirección estratégica, Iniciativa emprendedoraAlibaba Group (Alibaba) had grown from its founding in 1999, in an effort to help Chinese manufacturers and exporters reach global markets, to become a global leader in e-commerce, big data, and cloud technology. The company’s 2014 initial public offering on the New York Stock Exchange had been the largest to date. The company’s founder and chairman, Jack Ma, had used the funds to globally expand Alibaba’s operations and its hold on diverse marke...Desde 8,20 €
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Alibaba Group: Technology, Strategy, and Sustainability (Spanish Version)
Ning Su; Pratima Bansal; Pamela LaughlandCaso IVEY-9B16ES036Dirección estratégica, Iniciativa emprendedoraAlibaba Group (Alibaba) had grown from its founding in 1999, in an effort to help Chinese manufacturers and exporters reach global markets, to become a global leader in e-commerce, big data, and cloud technology. The company’s 2014 initial public offering on the New York Stock Exchange had been the largest to date. The company’s founder and chairman, Jack Ma, had used the funds to globally expand Alibaba’s operations and its hold on diverse marke...Desde 8,20 €
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Digital Transformation at Brazilian Retailer Magazine Luiza
Teixeira, Thales S.; Guissoni, Leandro; Veludo-de-Oliveira, Tania ModestoCaso HBS-519009-EMarketingBy late 2017, Brazilian retailer Magazine Luiza's CEO was convinced that the company could significantly grow sales and accomplish its aspirations of digital transformation. What was unclear in his mind was whether he should act as a tech company and grow as fast as possible (e.g., high double digits) or be more conservative and grow sales at a financially healthy rate, like traditional retailers did (e.g., single digits). The primary way e-retai...Desde 8,20 €
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Sell Direct-to-Consumer or Through Amazon? (HBR Case Study and Commentary)
Teixeira, Thales S.Artículo HBS-R1902M-EDirección estratégicaFor a company that's trying to reach more customers, selling on Amazon might seem to be a no-brainer. But there are plenty of risks: A firm might get dragged into a price war with low-cost competitors, and Amazon, not the firm, will own the data on customers--and could use it to create its own competing products. In this fictional case study, the head of marketing at a young e-bike maker thinks through the pros and cons of selling on Amazon and o...Desde 8,20 €
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Shein: What is the Future of Fast Fashion?
Ning Su; Flora HuangCaso IVEY-W34176-EDirección estratégica, Tecnologías de la informaciónIn 2021, Shein’s app was ranked as the most downloaded shopping app in the e-commerce space, surpassing that of the technology giant Amazon.com Inc. A driver of Shein’s high adoption was how it leveraged technology throughout its business model: from analyzing consumer data to designing garments and manufacturing products to shipping clothing in a timely manner, Shein disrupted the fast-fashion space through its use of information technology. Wit...Desde 8,20 €