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MarketForce: Building an Operating System for Merchants in Africa
Ciesinski, Stephen; Montgomery, LucyCaso SGSB-E809-EIniciativa emprendedoraTesh Mbaabu started MarketForce to help bring technology to the thousands of Kenyan merchants who ran corner shops that were often a centerpiece of their communities. MarketForce began as an inventory ordering platform for merchants, but has quickly evolved into a comprehensive operating system that merchants can use to unlock new revenue streams and grow their businesses. The team has expanded from Kenya into four new African countries and hope...Desde 8,20 €
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Repsol and YPF (A): A Perfect Marriage?
Shotts, K; Casey, K; Melvin, SCaso SGSB-P90A-EEconomíaBack in 1999, the Spanish oil company Repsol purchased 98 percent of the Argentine oil company YPF’s shares for more than $15 billion and changed its name to Repsol-YPF. At the time, the New York Times said the deal “appears to be a perfect marriage” and asked, “Repsol-YPF: As Good as It Gets?” However, on April 16, 2012, that “perfect marriage” was effectively annulled when Argentine president Cristina Fernández de Kirchner announced that her go...Desde 8,20 €
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Repsol and YPF (B): Considering Options
Shotts, K; Casey, K; Melvin, SCaso SGSB-P90B-EEconomíaBack in 1999, the Spanish oil company Repsol purchased 98 percent of the Argentine oil company YPF’s shares for more than $15 billion and changed its name to Repsol-YPF. At the time, the New York Times said the deal “appears to be a perfect marriage” and asked, “Repsol-YPF: As Good as It Gets?” However, on April 16, 2012, that “perfect marriage” was effectively annulled when Argentine president Cristina Fernández de Kirchner announced that her go...Desde 5,74 €
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Repsol and YPF (C): Recovering Value
Shotts, K; Casey, K; Melvin, SCaso SGSB-P90C-EEconomíaBack in 1999, the Spanish oil company Repsol purchased 98 percent of the Argentine oil company YPF’s shares for more than $15 billion and changed its name to Repsol-YPF. At the time, the New York Times said the deal “appears to be a perfect marriage” and asked, “Repsol-YPF: As Good as It Gets?” However, on April 16, 2012, that “perfect marriage” was effectively annulled when Argentine president Cristina Fernández de Kirchner announced that her go...Desde 5,74 €
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Refresh Organics Board of Directors: Three Vignettes
Child, M; Chamberd, J; Han, ACaso SGSB-E432-EIniciativa emprendedoraGeorge Hausman, co-founder and CEO of Pleasanton, California-based Refresh Organics (fictional), was proud of the business he had built over the past 15 years. Along with a minority partner, Hausman had started Refresh as a distributor of organic produce sourced throughout California. The business had grown steadily, if not explosively, and was now a distributor for organic farms throughout the United States. Refresh’s distribution revenues were ...Desde 8,20 €
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Refresh Organics Board of Directors: Three Vignettes - Teaching Note
Child, M; Chamberd, J; Han, ANota del Instructor SGSB-E432TN-EIniciativa emprendedoraGeorge Hausman, co-founder and CEO of Pleasanton, California-based Refresh Organics (fictional), was proud of the business he had built over the past 15 years. Along with a minority partner, Hausman had started Refresh as a distributor of organic produce sourced throughout California. The business had grown steadily, if not explosively, and was now a distributor for organic farms throughout the United States. Refresh’s distribution revenues were ...Desde 0,00 €
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Gokaldas Exports (A): The Challenge of Change
Bloom, N; Van, Reenen, J; Melvin, SCaso SGSB-SM213A-EDirección estratégicaGokaldas Exports was a family-owned business founded in 1979 that had grown into India’s largest apparel exporter by the mid 2000s. Its founder, Jhamandas H. Hinduja, had bequeathed control of the company to three sons, each of whom brought in his own son. By the end of 2004, Gokaldas had 43 factories with 258 production lines scattered in and around the southern India city of Bangalore. It had more than 35,000 workers, which was nearly double ...Desde 8,20 €
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The Mid-Atlantic Permanent Medical Group: Spreading the Integrated Care Delivery Model
Burgelman, Robert; Liu,Mimi; Shafir, ZivCaso SGSB-SM319-EDirección estratégicaThis case continues the story of Dr. Robert Pearl, who had guided the Permanente Group of Northern California through challenging years in the health care industry. While Kaiser Permanente had a long history and well-established reputation on the West Coast, creating a profitable health care system in the mid-Atlantic region proved difficult for a number of reasons. For one, Kaiser Permanente had not made a mindful transfer of the history, cultur...Desde 8,20 €
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San Francisco Symphony
Meehan, W; McNamee, M; Soulon, DCaso SGSB-SM63-EGobierno corporativoThe San Francisco Symphony is a major U.S. orchestra that took on ancillary activities as part of its mission to bring the best in music to the Bay Area. Despite increasing costs, SFS posted surpluses for 15 consecutive years. However, by the end of 1993 SFS faced a shift in its financial fortunes; forecasts indicated annual budget shortfalls of $25 million in total deficits by the end of the 1999-2000 season. In 1994, SFS had just signed a “supe...Desde 8,20 €
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JetBlue and the New Revenue recognition Standard
Blankespoor, B; Booth, E; Foroughi, JCaso SGSB-A231-EContabilidad y controlIn May 2014, the Financial Accounting Standards Board (FASB) and the International Accounting Standards Board (IASB) issued a converged standard on revenue recognition (ASC Topic 606 and IFRS 15, respectively) aimed at ameliorating difficulties associated with determining when to recognize revenue and at what amount. Prior revenue recognition standards applied broad concepts together with a variety of requirements for specific industries or type...Desde 8,20 €