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Escatsa: The UK and Hungary Decisions (Portuguese Version, Brazil)
Castañosa, Carlos; Palencia, Luis; García Pont, CarlosCase ASN-33-PBLeadership and People ManagementA medium size Spanish company, manufacturing steel sheet jobs for the automobile industry, must decide on two alternatives to expand internationally. The choice of one or the other (or both) requires analysis of core competencies, customer base, risk, cost structures and project financing. Since time is an issue, the decision must be made with incomplete information.Starting at €8.20
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GAS GAS
García Pont, Carlos; García Solé, CarlosCase ASN-51-EEntrepreneurship, Marketing, StrategyKTM, an international leader in off-road motorcycles, proposed for GAS GAS to manufacture trial motorcycle models for its company. The brand, GAS GAS, which has 50% of the global trial motorcycle market, considers the strategic pros and cons of entering into this agreement.Starting at €8.20
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Esasa (Española de Señalización del Automóvil, S.A.)
Fraguas, Rafael; García Pont, Carlos; Rodríguez-Llauder, María DoloresCase DG-1148Leadership and People ManagementStarting at €8.20
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Multinational organization: the middle manager
García-Pandiello J. M.; García Pont, CarlosTechnical Note DGN-618-ELeadership and People ManagementThis technical note combines three levels of analysis in an effort to contribute to knowledge of the management of multinational companies. First, it describes the organizational forms that multinational companies are adopting in response to the competitive pressures to which they find themselves exposed. Second, adopting the viewpoint of the subsidiaries, it analyses how the subsidiaries respond to these pressures. And third, it discusses the ro...Starting at €8.20
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Turrones Artesanos del Mediterráneo (TAM)
García Pont, Carlos; Soler, EdiCase ASN-77-EAccounting and Control, EntrepreneurshipStarting at €8.20
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Internacionalización de Telefónica España, S.A.
Knief C.; García Pont, Carlos; Ricart, Joan EnricCase DG-1136Leadership and People Management, StrategyEl caso describe la competitividad y la estrategia del proveedor español de servicio de telecomunicación. Inicialmente, la compañía tenía un monopolio y operaba en el mercado español. Debido a la innovación tecnológica y a la desregulación del sector en muchos países, el entorno competitivo ha cambiado radicalmente. Esta nueva situación ha conducido a más competencia y a la aparición de compañías multinacionales. También se ha observado una proli...Starting at €8.20
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Introduction: Linking Strategy to Operations for Competitive Advantage
Kaplan, Robert S.; Norton, David P.Book Chapter HBS-7678BC-EStrategyIn spite of increased adoption of strategy execution systems in recent years, strategy development and the links between strategy and operations remain ad hoc, varied, and fragmented. Having a comprehensive and integrated management system-with the Balanced Scorecard at its core-can help companies overcome the difficulties and frustration that most of them experience when attempting to implement their strategies. This chapter is excerpted from "...Starting at €8.20
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Plan the Strategy: Aligning the Organization for Effective Strategy Execution
Kaplan, Robert S.; Norton, David P.Book Chapter HBS-7686BC-EStrategyThe process of planning an organization's strategy converts statements of strategic direction into specific objectives, measures, targets, initiatives, and budgets that guide action and align the organization for effective strategy execution. This chapter addresses the translation of the strategy into a strategy map, built around strategic themes, and an associated Balanced Scorecard of measures and targets for each of the map's strategic objecti...Starting at €8.20
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Aligning Organizational Units and Employees: A Critical Step in the Strategy Execution Process
Kaplan, Robert S.; Norton, David P.Book Chapter HBS-7688BC-EStrategyA truly effective management system for aligning business unit strategy with operations must address how strategy is integrated across diverse organizational units, and how to align employees with the strategy. This chapter describes the best practices companies use to align business units, support units, and employees to strategy. This chapter is excerpted from "Execution Premium: Linking Strategy to Operations for Competitive Advantage."Starting at €8.20
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Plan Operations: Align Process Improvement Programs
Kaplan, Robert S.; Norton, David P.Book Chapter HBS-7690BC-EStrategyPerformance that depends on the power of individual leaders has generally proven unsustainable over the long term. Unless an organization links its strategy to its governance and operational processes, it won't be able to sustain its successes. This chapter discusses the linkage of strategy to process improvements. This chapter is excerpted from "Execution Premium: Linking Strategy to Operations for Competitive Advantage."Starting at €8.20