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Dr. Ing. h.c. F. Porsche AG (A): Fiel a la marca
Fear, Jeffrey; Knoop, Carin-IsabelCase HBS-707S13StrategyExamina una de las más importantes decisiones empresariales realizadas en la historia de Porsche, realizadas a principios de 1998: para construir un vehículo utilitario deportivo (SUV) - Cayenne. Después de décadas de depender de uno o dos modelos de coches deportivos y casi en quiebra y perder su independencia en 1993, Porsche tuvo que diversificar sus líneas de productos. También examina las implicaciones de marca de la internacionalización de ...Starting at €8.20
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Friona Industries, L.P. (Spanish version)
Goldberg, Ray A.; Knoop, Carin-Isabel; Reavis, CateCase HBS-904S02StrategyA medida que la industria de la alimentación se vuelve más sofisticada, y como la genómica y otros factores proporcionan para el control de calidad de los productores a los consumidores en la cadena alimentaria, la industria de la carne ha sido uno de los últimos sistemas de productos para organizar los sistemas verticales para satisfacer las necesidades del consumidor de alta calidad, consistente carne tierna. El deseo de proporcionar trazabilid...Starting at €8.20
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Novartis: el liderazgo de una empresa global
George, William W.; Palepu, Krishna G.; Knoop, Carin-IsabelCase HBS-418S09StrategyNovartis, empresa de salud más importantes del mundo, se formó en 1996 de la fusión de dos compañías farmacéuticas muy diferente, de nivel medio con sede en Suiza. El caso describe la evolución de la compañía durante los últimos 17 años, ya que se transformó en una empresa verdaderamente global, con 127.000 empleados de 153 nacionalidades en 140 países y generando $ 56,7 mil millones en 2012 ingresos y $ 9.6 mil millones en ingresos netos, por lo...Starting at €8.20
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Reframing the Opportunity Space: How Allianz Identified New Opportunity Spaces--Studying the Demand Landscape for Hidden Growth Opportunities
Joachimsthaler, ErichBook Chapter HBS-4838BC-EStrategyA demand landscape provides a powerful point of departure to explore opportunities by using, figuratively speaking, a varied set of binoculars and photographic lenses. To ensure continued growth, your company must continually reframe its opportunity space and enlarge the areas where you can seek opportunities in order to stay relevant to customers' lives. This chapter uses the case of Allianz to illustrate the benefits of adopting breakthrough in...Starting at €8.20
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Creating the Demand Landscape: How Frito-Lay Positioned an Existing Brand to Intersect with Consumers' Daily Life--A New Approach to Measuring Consumer Behavior
Joachimsthaler, ErichBook Chapter HBS-4840BC-EStrategyRather than segmenting customers according to age, lifestyle, and regional and social characteristics, creating a demand landscape maps the intersection of behavior (activities, projects, tasks, and to-dos driven by goals, needs, urges, sensations, and desires in the social-cultural context) with the capacity of an innovation to fit in and embed itself in the way in which people operate every day. This chapter provides a step-by-step guide to cre...Starting at €8.20
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Monsanto: ayudando a los agricultores a alimentar el mundo
Bell, David E.; Knoop, Carin-Isabel; Shelman, MaryCase HBS-515S23StrategyMonsanto ha dirigido los esfuerzos para traer la biotecnología para influir en la producción de alimentos. A través de algunos errores de manejo y resistencia de los consumidores a la compañía tuvo dificultades en sus primeros años. Pero ya que Hugh Grant se convirtió en CEO de la imagen se ha iluminado con la adopción generalizada de los productos de la compañía. Este caso se centra en la cartera de productos de la compañía y el efecto de galvan...Starting at €8.20
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Internalizing the Innovation and Growth Agenda: Realizing Lasting Customer Advantage
Joachimsthaler, ErichBook Chapter HBS-4834BC-EStrategyEnjoying the success that a well-placed offering can produce, a company can easily allow its new success to inadvertently foster blind spots that hide future strongholds of consumer advantage. What's needed is a way for companies to embed a powerful new demand-first perspective toward profitable growth and innovation. This chapter describes the challenges GE Healthcare and Deutsche Telekom faced as they tried to do just that. This chapter is exc...Starting at €8.20
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Creating Customer Advantage
Joachimsthaler, ErichBook Chapter HBS-4836BC-EStrategyBrands are the principal means of connecting the strategy for innovation of growth of the firm with the ecosystem of consumer demand. The trick is harnessing the power of brands without allowing their power to limit a company's perspective. This chapter looks at the case of BMW to explore how companies can use the power of the brand to connect with customers, and to engage them and build a profitable business on the back of a strong portfolio and...Starting at €8.20
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Structuring the Opportunity Space: How GE Healthcare Found Imagination Breakthroughs Through Defining a New Growth Platform
Joachimsthaler, ErichBook Chapter HBS-4839BC-EStrategyBy themselves, new opportunities for innovation and growth do not create value-they must be executed. By themselves, they do not lead to productive change and sustainable customer advantage-they must be executed. The demand-first innovation and growth model not only helps you identify opportunities for innovation, but enables you to restructure and recalibrate the opportunity space (by identifying demand-first growth platforms), and formulate a s...Starting at €8.20
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Monsanto: Helping Farmers Feed the World
Bell, David E.; Knoop, Carin-Isabel; Shelman, MaryCase HBS-510025-EStrategyMonsanto has led the effort to bring biotechnology to bear on food production. Through some management missteps and consumer resistance the company had difficulties in its early years. But since Hugh Grant became CEO the picture has brightened with widespread adoption of the company's products. This case focuses on the company's product pipeline and the galvanizing effect of the CEO's promise to substantially improve global food production by 203...Starting at €8.20