This website uses technical, customisation and analytical cookies, both first-party and third-party, to anonymously facilitate browsing and analyse statistics on use of the website. Learn more
Search results
-
Coca-Cola European Partners. From the Iberian Peninsula to Europe (A) and (B). Teaching Note
Bernal Glez-Villegas, J.; García de Castro, A.; Ocaña Derqui, G.Teaching Note IIST-DGITN-289-E-290-E-ECorporate GovernanceSince the early 1950s and for almost 50 years, the Spanish bottler model for the Atlanta company, The Coca Cola Company, remained almost the same. In 2011, old sounds of merger resonated stronger in Spain driven by the economic environment, changes in the sector and the TCCC President. Despite initial rejections from shareholder families, in June 2013 eight Iberian companies merged to form Coca Cola Iberian Partners. Three years later it took pla...Starting at €0.00
-
Coca-Cola European Partners. From the Iberian Peninsula to Europe (B)
Bernal Glez-Villegas, J.; García de Castro, A.; Ocaña Derqui, G.Case IIST-DGI-290-E-ECorporate GovernanceSince the early 1950s and for almost 50 years, the Spanish bottler model for the Atlanta company, The Coca Cola Company, remained almost the same. In 2011, old sounds of merger resonated stronger in Spain driven by the economic environment, changes in the sector and the TCCC President. Despite initial rejections from shareholder families, in June 2013 eight Iberian companies merged to form Coca Cola Iberian Partners. Three years later it took pla...Starting at €5.74
-
Cementing the Bottom of the Pyramid: A New Direction at CEMEX?
Rodriguez, Peter L.Case DARDEN-BP-0508-ECorporate GovernanceThis case details cement, ready-mix, and concrete giant CEMEX's consideration of a set of strategies designed to grow the Mexican market from the bottom of the economic pyramid: the low-income do-it-yourself homebuilders that characterized an untapped market there. Alfredo de Armas, VP of business development at CEMEX, must consider the needs and limitations of customers with no access to credit and a budget that might allow a purchase of just on...Starting at €8.20
-
Whither the U.S. Economy? - Teaching Note
Warnock, Francis E.; Rodriguez, Peter L.Teaching Note DARDEN-BP-0542TN-ECorporate GovernanceTeaching note for product BP-0542Starting at €0.00
-
Coca-Cola European Partners. From the Iberian Peninsula to Europe (A)
Bernal Glez-Villegas, J.; García de Castro, A.; Ocaña Derqui, G.Case IIST-DGI-289-E-ECorporate GovernanceSince the early 1950s and for almost 50 years, the Spanish bottler model for the Atlanta company, The Coca Cola Company, remained almost the same. In 2011, old sounds of merger resonated stronger in Spain driven by the economic environment, changes in the sector and the TCCC President. Despite initial rejections from shareholder families, in June 2013 eight Iberian companies merged to form Coca Cola Iberian Partners. Three years later it took pla...Starting at €8.20
-
Geithner and Bernanke Amid the Global Financial Crisis - Teaching Note
Warnock, Francis E.; Rodriguez, Peter L.Teaching Note DARDEN-BP-0540TN-ECorporate GovernanceTeaching note for product BP-0540Starting at €0.00
-
El puerto de Algeciras y el papel de Andalucia en la logística mundial
Bernal Glez-Villegas, J.; Reina Paniagua, R.; García de Castro, ACase IIST-DGI-337Corporate GovernanceEn 2020 el puerto Tanger Med, en la orilla africana del estrecho de Gibraltar, superó con 5,7 millones de TEU a los puertos españoles de Algeciras y Valencia, quienes habían liderado hasta entonces el tráfico de mercancías en contenedores en el Mediterráneo. Había que preguntarse qué había pasado y qué se debía hacer: ¿hacia dónde íbamos? ¿Solos o acompañados? ¿Quiénes eran competencia y quiénes aliados? ¿Había una estrategia?, ¿Qué papel debía ...Starting at €8.20
-
Whither the U.S. Economy?
Warnock, Francis E.; Rodriguez, Peter L.Case DARDEN-BP-0542-ECorporate GovernanceThe nine months leading up to April 2009 were among the most difficult and uncertain in U.S. economic history. A series of destabilizing events had led to substantial uncertainty and panic throughout the economy: Three of the five largest U.S. investment banks had failed, the stock market had fallen by 40%, the Fed had doubled its balance sheet, and the federal budget deficit had expanded to well over $1 trillion. Moreover, the crisis had spread ...Starting at €8.20