Default Category
-
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
-
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
-
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
-
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
-
Lenovo Adquiere los PC de IBM: desafios de integración
Fubini, David G.; Snively, ChristineCase HBS-418S10Leadership and People ManagementEn diciembre de 2004, el fabricante de computadoras chino Lenovo anunció la compra de la división de PC de IBM. En ese momento, algunos observadores de la industria se mostraron optimistas sobre la fusión de estas entidades con las culturas de las empresas aparentemente opuestas. ¿Cómo deben las dos entidades plan para integrar?Starting at €8.20
-
We Are So Sorry: Sedang Prestige Resort
Jim KayalarCase IVEY-9B12M019-EEntrepreneurship, Leadership and People Management, StrategyLooking back on the disastrous vacation of an American couple in Indonesia, this case shows how a globally branded North American hotel chain disregarded the basic tenets of maintaining their global brand promise, ignored generally accepted customer service standards, failed to instigate delivery failure recovery, and leveraged firm-specific capabilities to maximize shareholder wealth. The reaction of the local manager at the Indonesian hotel and...Starting at €8.20
-
Green Hills Hospital: Leading Change Management
Jim KayalarCase IVEY-9B12C037-ELeadership and People Management, StrategyThe case presents a change initiative at a large health care facility that aims to maximize shareholder value by introducing lean health care. While change management performance can be measured in financial terms, what happens when a mishandled change initiative starts to endanger the lives of patients?Starting at €8.20
-
Otoyol Motor Company
Jim KayalarCase IVEY-9B09M053-EMarketing, Service and Operations Management, StrategyOtoyol Motor Company, a large commercial vehicle manufacturer, is on the verge of being liquidated by its shareholders. Despite all efforts to maintain its competitive position, the company has been caught in a downward spiral. Erosion of its first mover advantages, shifts in industry core competencies and changes in consumer preferences have depreciated the company's value proposition and deteriorated its market share. Utilizing empirical data, ...Starting at €8.20
-
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
-
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