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Negotiating a Venture Capital Deal (II): Structuring the Agreement and Contractual Instruments
Segurado, Juan Luis; Roure, JuanNota técnica EN-11-EFinanzas, Iniciativa emprendedoraWhen it comes to structuring operations, regardless of their nature, venture capital investors basically seek to maximize returns, minimize financial risk, and provide coverage against any conflicts of interest that may arise with the managers of the companies they invest in. To this end, when arranging investment agreements, they negotiate adding a series of control mechanisms and methods for assigning resources. This technical note briefly desc...Desde 8,20 €
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Route 11 Potato Chips
Wilcox, Ronald T.; Santos, Carlos MichaelCaso DARDEN-M-0810-EMarketingRoute 11 Chips, a regional potato chip company, is struggling with whether to reduce the number of flavors it markets. Additional flavors add operational cost, but management believes that some of the flavors are important to Route 11's brand image and that trimming the line might damage the brand. Route 11 has also taken a price increase recently and management is interested in finding out if there is additional room to raise prices. To analyze ...Desde 8,20 €
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Lessons from 9/11: Operations in times of crisis
Sabrià, Frederic; Lago, Alejandro; Krawchuck, FredArtículo 75533Servicios y operacionesOn the 20th anniversary of the September 11, 2001 terrorist attacks in the United States, it’s worth revisiting how leaders responded. That story contains useful lessons for distinguishing between clear, complicated, complex and chaotic situations, and managing the associated operations challenges accordingly.Desde 8,20 €
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Tilt, 11. Tilting Your Strategy and Organization
Dawar, NirajCapítulo de Libro HBS-0012BC-EMarketingIn Chapter 11, Tilting Your Strategy and Organization (14 pages), the author explains three underlying principles of creating downstream competitive advantage. First, opportunities for new strategies lie downstream with the marketplace and customer, not within the company. Second, strategy can create both sustainable and accumulative competitive advantage. Third, while some capabilities can be outsourced, such manufacturing and delivery, the cust...Desde 8,20 €
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AIB Nagoya Conference 2011: After the March 11 Earthquake and Tsunami
Shige Makino; Cinty LiCaso IVEY-9B12M071-EDirección estratégicaOn April 13, 2011, slightly more than three months before an annual conference of the Academy of International Business (AIB) was to be held in Nagoya, the program chair of the conference had to decide whether to go ahead with the conference as planned after a massive earthquake struck Japan on March 11, triggering a horrendous tsunami and subsequent radiation leak after damaging a nuclear plant. Each challenge posed a threat to the successful op...Desde 8,20 €
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Sizmek Chapter 11: Surviving Walled Gardens in Their Ad Tech Empire
Israeli, Ayelet; Tauro, Danilo; Gulick, SarahCaso HBS-520087-EMarketingThis case provides a post-mortem of the advertising technology (adtech) company Sizmek. Sizmek grew via multiple acquisitions, with the vision of becoming an integrated adtech company that could leverage AI to buy digital media, while creating and serving display and video content. At its peak, one of its acquisitions had an IPO valuation of almost 1 billion dollars. However, Sizmek struggled with an integration that was taking longer than expect...Desde 8,20 €
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IESE Insight. Issue 11. Fourth Quarter 2011
IESE InsightRevista REV-25-EDirección estratégica, Economía, Iniciativa emprendedora, Innovación y cambio, Liderazgo y Dirección de personas, Servicios y operaciones, Tecnologías de la informaciónDouglas T. Hall and Elana R. Feldman (Boston University) encourage companies to help employees pursue their dreams and find meaning in their personal and professional lives. IESE?s Mireia las Heras describes four ways in which companies can drive personal and professional development, based on flexibility, development-oriented relationships, visibility and transparency, and diversity management. Ton Wilthagen (Tilburg University) explains the cre...Desde 22,00 €
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Chapter 11: Writing about Problem-Diagnosis Scenarios
Ellet, WilliamCapítulo de Libro HBS-1031BC-EThis chapter describes the four elements necessary to organize a problem-diagnosis scenario essay, the most important of which is providing a clear definition of the problem. Chapter 6 of this book, which introduces how to analyse a problem-diagnosis scenario, is complementary and should be used along with this chapter.Desde 8,20 €
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Route 11 Potato Chips - Teaching Note
Wilcox, Ronald T.Nota del Instructor DARDEN-M-0810TN-EMarketingTeaching note for product M-0810Desde 0,00 €
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Strategy Execution Module 11: Using Diagnostic and Interactive Control Systems
Simons, Robert L.Caso HBS-117111-EDirección estratégicaThis module reading introduces diagnostic and interactive control systems. Diagnostic control systems are the management-by-exception systems that managers use to monitor the achievement of their business strategy. Interactive control systems are the systems that top managers use to focus the organization on strategic uncertainties. Diagnostic control systems and interactive control systems work together to ensure the implementation of today's st...Desde 8,20 €