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Schibsted (A): Should We Launch 20 Minutes
Jean-Louis Schaan; Jordan MitchellCaso IVEY-9B07M019-EDirección estratégicaThe executive vice-president of newspapers for Schibsted was about to meet with his colleagues to discuss the company's plan to release an internally developed free daily newspaper concept called 20 Minutes. Over the past couple of years, Schibsted's executive team had kept a watchful eye on the free newspaper industry, which was enjoying tremendous popularity. Earlier in the year, Schibsted had launched Avis 1, a free paper with direct delivery ...Desde 8,20 €
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FamilyMart in China: A Divorce of a 20-Year International Partnership - Teaching Note
Lucas Wang, Xuan FengNota del Instructor IVEY-8B21M072-EDirección estratégicaTeaching note for product # 9B21M072Desde 0,00 €
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FamilyMart in China: The Divorce of a 20-Year International Partnership
Lucas Liang Wang; (Shiny) Xuan FengCaso IVEY-9B21M072-EDirección estratégicaA dramatic dispute between two partners was about to push their long-time, successful international alliance to the verge of collapse. FamilyMart Co. Ltd. (FamilyMart) Japan and Taipei-based Ting Hsin International Group (Ting Hsin) had collaborated throuDesde 8,20 €
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Toyota South Africa Motors: Flood Devastation and A Plant in Crisis - Teaching Note
Lisa Kinnear, Margaret SutherlandNota del Instructor IVEY-W32219-ELiderazgo y Dirección de personasTeaching note for product W32218.Desde 0,00 €
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Deep Roots Distillery
Paul W. BeamishCaso IVEY-9B16M032-EDirección estratégica, Iniciativa emprendedoraBy September 2015, Deep Roots Distillery (DRD) had been operating for 22 months. While starting up had taken a little longer than originally estimated, material progress was now evident. By November 2015, the company expected to have six of its products (either spirits or liqueurs) available in the Prince Edward Island liquor store outlets. However, numerous questions remained for DRD’s owner and his small, family-run business. Given capital and ...Desde 8,20 €
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Professional Media Inc.
Peter C. BellCaso IVEY-9B13E004-EGobierno corporativoA media planner at a specialized media buying firm was in the process of planning the spring 2012 television campaign for a customer with a recognizable brand name. The campaign budget of $7 million was to be spent on seven weeks of advertising during the first 20 weeks of the year. Each week of advertising involved a carefully selected series of advertisements on network and local television, and each week of advertising cost $1 million. Which s...Desde 8,20 €
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Tesla: Building an Electric Vehicle Global Supply Chain
P. Fraser JohnsonCaso IVEY-W34521-EDirección estratégica, Servicios y operacionesIn 2023, Tesla, Inc. (Tesla), was the most valuable automotive company in the world. Over 20 years, it had developed revolutionary products and a large, complex, global supply chain network. After announcing plans to spend nearly $150 billion to achieve the strategic goal of selling 20 million vehicles per year, it needed to dramatically expand its capacity. Chief executive officer Elon Musk was facing a key challenge: deciding what changes neede...Desde 8,20 €
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Singapore Airlines: In Talks to Invest in Jeju Air
Ruth S.K. Tan; Zsuzsa R. Huszar; Weina ZhangCaso IVEY-9B15N013-EDirección estratégica, FinanzasJeju Air is a market leader in the South Korean low-cost carrier industry, operating more than 20 domestic and international air routes in Asian countries. In the midst of rising economic activity and the opening of more air routes in North Asia, Jeju Air is planning an initial public offering to seek capital to grow its China business.Meanwhile, Singapore Airlines is in discussions to purchase a 20 per cent equity investment in Jeju Air. Is this...Desde 8,20 €
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A Crack in the Mug: Can Starbucks Mend It
Michael Herriman; Motohiro Wanikawa; Ryoko Ichinose; Shobhana Darak; Yumana ChaivanCaso IVEY-9B08A016-EDirección estratégica, MarketingAfter 20 years of rapid expansion, the last six months of 2007 saw Starbucks jolted by a decline in share price of 50 per cent and a decrease in customer visits. Its share price was hovering around $19 to $20. By mid-2008, it had declined to $18. Its fiscal first-quarter profit in 2007 rose by less than two per cent, and in January 2008, it announced the closing of 100 U.S. stores. In July, the number was increased to 600. The case was written to...Desde 8,20 €
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Biziga: The Growth Conundrum
K.R. JayasimhaCaso IVEY-9B16A008-EDirección estratégica, Iniciativa emprendedora, MarketingIn 2015, Biziga Solutions Private Limited (Biziga), a first generation start-up based out of the National Capital Region, India, operated within the “instructional games” industry. Its first product, MarkLabs, was an emerging market-centric business simulation that promised to provide a contextually relevant simulation. Biziga had recorded revenues of ?20 million in FY2014/15. By the end of 2019, the company wanted to build a portfolio of 20 simu...Desde 8,20 €