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Hindustan Unilever Ltd.: Meeting Employee Expectations
Shashank Shah; Ajith Sankar; David J. SharpCaso IVEY-9B13C036-EDirección estratégica, Liderazgo y Dirección de personasThe executive director, human resources, at Hindustan Unilever Ltd., a market leader in the Indian fast moving consumer goods sector and the Indian subsidiary of the major multinational, Unilever Ltd., is concerned that the company may be losing its position as the “dream employer” for graduates from the top Indian business schools from which it recruits its management personnel. The shifting demographic profile of employees and their changing ex...Desde 8,20 €
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Narayana Health: The Initial Public Offering Decision - Teaching Note
Narendra Nath Kushwaha; Bipin Dixit; David J. SharpNota del Instructor IVEY-8B17N018-EFinanzasTeaching note for product 9B17N018.Desde 0,00 €
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Acer Incorporated: Core Management Principles
David J. Sharp; Lynette Chou; Hsien-Lian ChiuCaso IVEY-9B10N034-EDirección estratégica, FinanzasThe chief financial officer of Acer Incorporated has to decide how to manage the higher level of complexity of the company's exchange risk after their restructuring. This must be done in a way which is consistent with Acer's core principles, one of which is to find simple effective solutions to unavoidable business risks. The case addresses the technical issues of exposure measurement and hedging, the challenge of hedging expected, but not contra...Desde 8,20 €
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Essar Energy: Indian GAAP, U.S. GAAP or IFRS (B)
David J. Sharp; Sudershan Kuntluru; Paritosh Basu; Sanjay ChauhanCaso IVEY-9B13B015-EContabilidad y control, Dirección estratégicaThis is a supplement to 9B13B014.Desde 5,74 €
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British Airways' Adoption of IFRS 2005
David J. Sharp; Matt FentonCaso IVEY-9B08B003-EContabilidad y control, Dirección estratégicaAn investment adviser has to evaluate the consequences for a client's pension fund of British Airways' balance sheet disclosure of a write-down of £ 1.3 billion associated with their unfunded pension liability, resulting from the company's required adoption of International Financial Reporting Standards in 2005.Desde 8,20 €
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Tesu SZZ d.o.o.
David J. SharpCaso IVEY-9B13B017-EContabilidad y control, Dirección estratégicaThe chief executive officer of Tesu, a small manufacturing company in Croatia, and a consultant hired to solve Tesu's production problems both realize that the company has several problems, the most pressing of which is a shortage of cash. Together, they need to come up with a plan to restore cash flow and improve production efficiencies.Desde 8,20 €
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The Eastview Heights Development Project: Now or Later
David J. Sharp; Matt FentonCaso IVEY-9B06B009-EContabilidad y controlTwo property developers disagree over whether to go ahead immediately with a housing development on land which they have just jointly purchased, which has draft approval for one development plan, or to resubmit a new application for a possibly more controversial but more profitable alternative development plan. The new plan could result in some delay to the development.Desde 8,20 €
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Alphatech India Limited: B2B Customer Retention
Pratibha Wasan; David J. SharpCaso IVEY-9B12M109-EDirección estratégicaThe case presents the sequence of events that occurred when a global leader in automated information management technology had to compete fiercely to retain one of its key customers. It presents the environment for B2B sales and the challenges facing the company in a fiercely competitive scenario. The case describes in detail the politics and personalities involved and the importance of relationships and optimism in making sales. It is intended t...Desde 8,20 €
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Fortune Motors (Taiwan): Implementing Strategy Change Using the Balanced Scorecard (A)
David J. Sharp; Anne WuCaso IVEY-9B08M060-EContabilidad y control, Dirección estratégicaThe chief executive officer (CEO) of Fortune Motors, the largest Mitsubishi dealership in Taiwan, has to consider his vision for the survival of the company. Fortune Motors' sales in 2003 had fallen below 50,000 units for the first time in 10 years, and market share had been falling for several years. The CEO had a plan to enter the business of financing used-car purchases. He thought that the balanced scorecard would be a useful tool to help him...Desde 8,20 €
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Revenue Recognition for a Services Contract
Pratibha Wasan; David J. SharpCaso IVEY-9B15B005-EContabilidad y control, Dirección estratégicaOn November 25, 2012, the head of Revenue Recognition at ESol Limited (ESol) India was preparing for a meeting with the company’s sales team at the head office in Bangalore. ESol Limited was a large, U.S.-based multinational information technology corporation, which had moved into India in 2000. Since then, its management had insisted on the need for close monitoring of accounting procedures in strict adherence to Generally Accepted Accounting Pr...Desde 8,20 €