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ING Direct España, tu otro banco (A)
Susaeta Erburu, Lourdes; Boudeguer, R. M.; Ballarín Fredes, EduardoCase DG-1381StrategyEl caso recoge la llegada a España del banco holandés ING Direct, y la implantación y puesta en marcha de su estrategia de posicionamiento en la Banca Directa. Este banco utiliza el canal telefónico e internet. Impacto en la banca Española y en la forma de competir de la banca tradicional. Batalla por la captación del Pasivo.Starting at €8.20
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BSCH: La primera gran fusión de la Unión Monetaria
Ballarín Fredes, Eduardo; Boudeguer, R. M.Case DG-1266StrategyPasados sólo 15 días del inicio de la Unión Monetaria Europea, se produjo el anuncio de fusión del Banco Santander y el Banco Central Hispano - primer y tercer banco por activos de España . Tres meses después, la sociedad conjunta BSCH comenzaba a cotizar en bolsa. Todo parecía indicar que esta operación sólo brindaría éxitos y beneficios a sus responsables y a sus accionistas. La implantación del proceso de fusión - reorganización, integración d...Starting at €8.20
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Bankinter ante el tercer milenio
Ballarín Fredes, Eduardo; Boudeguer, R. M.Case DG-1257StrategyBankinter es un grupo bancario español dedicado al negocio de banca universal. Según los expertos, ante la puesta en marcha de la Unión Monetaria, la desregulación y la globalizacióndel sector bancario, los bancos europeos deben elegir entre crecer o especializarse. Bankinter se considera un líder en tecnología y en gestión del capital intelectual , pilares sobre los que basa su estrategia de desarrollo con fórmulas de negocio que ""rompen las fr...Starting at €8.20
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Consumer Electronics in Catalonia (B): The Industry in the 21st Century
Blázquez, María Luisa; Ballarín Fredes, EduardoCase DG-1428-EStrategyThe case describes the changes that took place in the consumer electronics industry between 1995 and 2000 at world level and analyses how the Barcelona cluster evolved during this period. It then describes the development of one of the firms in the cluster, Hewlett-Packard, which stopped being a manufacturing centre and instead became a product development centre. Manufacturing was transferred to other countries, while higher value added activiti...Starting at €5.74
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The Internationalization of Alcatel Standard Eléctrica S.A.
Ballarín Fredes, Eduardo; Boudeguer, R. M.Case DG-1117-EStrategyASESA is the leading telecommunications equipment manufacturer in Spain. In the mid-eighties, due to technological changes in the industry and to the economic situation in Spain, it is forced to undertake a drastic streamlining and restructuring plan affecting its organization, operations and activities. Along with this strategic, organizational and cultural change, ASESA decides to embark upon an ambitious international expansion program. This c...Starting at €8.20
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Bankinter
Ballarín Fredes, Eduardo; Boudeguer, R. M.Case DG-1091StrategySe describe la evolución histórica de Bankinter, poniendo especial énfasis en el gran crecimiento experimentado en el período 1987-1989, y en su estrategia competitiva centrada en el desarrollo de canales alternativos de distribución. (Also available in English).Starting at €8.20
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Nord Stream 2: A Choice Between Control or Operating - Teaching Note
Harvinder SinghTeaching Note IVEY-W27972-EStrategyTeaching note for product W27971.Starting at €0.00
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Nestlé India Limited: Maggi Noodles at War with the Regulators
Harvinder Singh; Rashmi Kumar Aggarwal; Rajinder Kaur; Rita GhialCase IVEY-9B16M034-EStrategyOn May 21, 2015, food inspectors in the North Indian state of Uttar Pradesh tested Maggi instant noodles that had been manufactured by Nestlé India Limited. Their results led them to declare that the samples contained higher-than-permissible levels of monosodium glutamate and lead — substances that could, at those levels, potentially cause harm to consumers. The well-known brand accounted for 26 per cent of Nestlé India Limited’s annual revenue, ...Starting at €8.20
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Lawrence & Mayo Envisioning the Future
Harvinder Singh; Srini R. SrinivasanCase IVEY-9B15A066-EEntrepreneurship, Marketing, StrategyThe director of marketing for Lawrence & Mayo (L&M) was reviewing the company’s results for the past financial year. Far from encouraging, the results were a reflection of an addition to the company’s existing product portfolio: accessories. L&M was an established name in the field of ophthalmic and optical instruments. The prestigious brand had maintained an exclusive positioning for over 100 years. When L&M launched premium watches under its ex...Starting at €8.20