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La Entrevista HBR: Acelerando el paso
Mahindra, Anand G.; Stewart, Thomas A.; Raman, Anand P.Article HBS-R0807FStrategyEl Mahindra & Mahindra Group, una de las casas comerciales más conocidos de la India, está tratando de ser más grande, más global y más innovadora, todo al mismo tiempo. En post-económicos-reformas fiebre del oro de la India, el grupo, cuyas ventas fueron 2.007 $ 6.6 mil millones, ha invertido en una gran cantidad de negocios no relacionados, desde la fabricación de aviones para la producción de películas. El tractor insignia y las empresas de SU...Starting at €8.20
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Don't Integrate Your Acquisitions, Partner with Them (Spanish version)
Kale, Prashant; Singh, Harbir; Raman, Anand P.Article HBS-R0912MStrategyA takeover usually signals the demise of one of the two corporations involved in the tussle - no prizes for guessing which one. Breaking with this practice, some companies from emerging markets are preserving the identity of companies they've taken over and giving them near-total autonomy. The acquirers (the AV Birla Group, the Mahindra group, and the Tata group in India; the Ulker Group in Turkey; and AmBev in Brazil, among others) have also ret...Starting at €8.20
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Cómo China cambió su agenda global de adquisiciones
Williamson, Peter J.; Raman, Anand P.Article HBS-R1104KStrategyel progreso económico de China ha sido tan deslumbrante que la gente a menudo se olvidan de que China, Inc. ha visto su cuota de fracasos también. Basta con mirar a las primeras adquisiciones transfronterizas que las empresas chinas hicieron. Muchas de estas ofertas, incluyendo la adquisición de alto perfil de TCL de Thomson de Francia, adquisición de Ssangyong Motor Company de Corea del Sur de SAIC, y la compra de Murray de América del largo del...Starting at €8.20
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Por qué no intentamos ser la compa a más respetada de India
Murthy, N.R. Narayana; Raman, Anand P.Article HBS-R1111DKnowledge and CommunicationPuede que no parece ser uno, pero es bastante Murthy la contraria. En un momento en que pocos indios dicen que podrían convertirse en empresarios, fundó Infosys con sólo $ 1.000. Cuando nadie cree que la India podría competir en el campo de alta tecnología, se atrevió a desarrollar servicios de software para la exportación. En una época en que casi nadie en la India llevó a cabo negocios de manera ética, que se dispuso a crear una sociedad basada...Starting at €8.20
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Frozen Food Products: Cost of Capital
S.K. MitraCase IVEY-9B12N028-EFinance, StrategyMaria D’souza planned to expand her business by introducing a new product line of frozen foods. She wanted to estimate the attractiveness of the new expansion by estimating net present value (NPV) of the expected cash flows. Her main concern was to find a suitable discount rate to be applied to cash flows to ascertain the NPV of the project.D’souza’s consultant friend asked her to analyze cost of capital of similar companies operating in the same...Starting at €8.20
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Fly Ash Brick Project: Feasibility Study Using CVP Analysis
S.K. Mitra; Shubhra HajelaCase IVEY-9B13B022-EAccounting and Control, Entrepreneurship, StrategyA budding entrepreneur in India is planning to set up a fly ash brick manufacturing plant near a thermal power plant. Not only does making bricks out of the residue of coal power generation reduce the amount of fly ash waste dumped on the ground, but the government is actively supporting the fly ash brick industry as a way to meet the increasing demands for construction materials that are environmentally sustainable. On the basis of preliminary a...Starting at €8.20
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Anandam Manufacturing Company: Analysis of Financial Statements
Vinay Goyal; S.K. MitraCase IVEY-9B16B007-EAccounting and Control, Entrepreneurship, StrategyIn July 2015, the owner of the Anandam Company approached a bank for additional funding to meet the growing requirements of his garment manufacturing firm. The owner was confident about the financial prospects of his firm, with its fourfold increase in revenue and phenomenal increase in profit after taxes over the last three years. In a lengthy discussion with the bank manager, the owner shared the development of his company and the dynamics and ...Starting at €8.20
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How China Reset Its Global Acquisition Agenda
Williamson, Peter J.; Raman, Anand P.Article HBS-R1104K-EChina's economic progress has been so dazzling that people often forget that China, Inc. has seen its share of failures too. Just look at the first cross-border acquisitions that Chinese companies made. Many of those high-profile deals-including TCL's acquisition of France's Thomson, SAIC's takeover of South Korea's Ssangyong Motor Company, and the D'Long Group's purchase of America's Murray, Inc.-ended badly. But for the Chinese, failure is not ...Starting at €8.20
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Finding a Higher Gear
Mahindra, Anand G.; Stewart, Thomas A.; Raman, Anand P.Article HBS-R0807F-EStrategyThe Mahindra & Mahindra Group, one of India's best-known business houses, is trying to become bigger, more global, and more innovative-all at the same time. In India's post-economic-reforms gold rush, the group, whose 2007 sales were $6.6 billion, has invested in a slew of unrelated businesses, from aircraft manufacture to film production. The flagship tractor and SUV businesses are readying to make big bets in, respectively, the Chinese and U.S....Starting at €8.20
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Talent@Tencent
Khanna, Tarun; Hua Dai, Nancy; Lin, ShuCase HBS-717500-EStrategyLate in 2016, two senior human resources (HR) executives at Tencent Holdings (Tencent), China's leading Internet services firm, are assessing the effectiveness of the company's talent management practices in responding to Tencent's sustained hypergrowth. Over the preceding decade, Tencent's revenues and earnings had grown at a compound annual rate (CAGR) of 38% and 44%, respectively. Its staff grew at a 25% CAGR, primarily by hiring recent colleg...Starting at €8.20