HBSP (USA)
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Microsoft, 1995 (abreviado)
Khanna, Tarun; Yoffie, David B.Case HBS-708S12StrategySe centra en cómo Microsoft construyó una de las mayores franquicias y plantea preguntas de todo el mundo acerca de lo que, en todo caso, puede dejar la empresa. finalidad la enseñanza: enseñar a crear una ventaja competitiva, las ventajas de la agrupación, y la sostenibilidad de las ventajas competitivas a través del tiempo.Starting at €8.20
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Zipline: The World's Largest Drone Delivery Network
Khanna, Tarun; Gonzalez, GeorgeCase HBS-721366-EEntrepreneurshipZipline established the world's largest logistics network in Rwanda and Ghana by delivering medical supplies to hospitals via automated drones. The company is now looking to expand in the U.S. and partnered with Walmart to expand into home delivery. Zipline must navigate the U.S. regulatory space while prioritizing its growth opportunities domestically and abroad.Starting at €8.20
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Shareholder Activists at Friendly Ice Cream (A1), (A2), (A), and (B), Teaching Note
Narayanan, V.G.; Ferri, Fabrizio; Brem, LisaTeaching Note HBS-110074-ETeaching Note for 109013, 109014, 108024 and 108073.Starting at €0.00
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Building World-Class Companies in Developing Countries (Spanish version)
Khanna, Tarun; Palepu, Krishna G.Article HBS-R0610CStrategySome emerging-market companies compete in several countries, but others sell only at home.Starting at €8.20
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Dos formas de viajar al sur: Aerolínea Lan y Southwest Airlines
Casadesus-Masanell, Ramon; Khanna, Tarun; Mitchell, Jordan; Tarzijan, JorgeCase HBS-710S12StrategyPara maximizar su eficacia, los casos de color deben imprimirse en color. Mira a los diferentes modelos de negocio de dos líneas aéreas gran éxito y rentabilidad: con sede en Chile y Lan Airlines con sede en EE.UU. Southwest Airlines. Lan Airlines que persigue un modelo de servicio completo centro-a-habló internacional donde las operaciones de pasajeros y de carga están muy integradas. Suroeste, por el contrario, está configurado para una, de baj...Starting at €8.20
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Shareholder Activists at Friendly Ice Cream (A)
Ferri, Fabrizio; Narayanan, V.G.; Weber, JamesCase HBS-108024-ETwo activist investors, one a founder and one a hedge fund manager, seek to improve board oversight at a chain restaurant company. Prestley Blake founded Friendly Ice Cream in 1935 with his brother, and the two created a chain of full-service restaurants. In 1979 they sold the business and retired. In 2000, Blake became concerned that Friendly's CEO, who owned approximately 10% of Friendly and also owned a larger percentage of another restaurant ...Starting at €8.20
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Shareholder Activists at Friendly Ice Cream (B)
Ferri, Fabrizio; Narayanan, V.G.; Weber, JamesCase HBS-108073-EAccounting and ControlThis case study briefly describes the outcome of the Shareholder Activists at Friendly Ice Cream (A) case.Starting at €5.74
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Shareholder Activists at Friendly Ice Cream (A1)
Ferri, Fabrizio; Narayanan, V.G.; Weber, JamesCase HBS-109013-EThe A1 and A2 versions of the "Shareholder Activists at Friendly Ice Cream (A)" split the original A case into two parts. The A1 case ends as activists Sardar Biglari and Phil Cooley prepare to meet with CEO Don Smith at Friendly's headquarters in September 2006. The A2 case resumes the story just after the meeting and details Biglari's and Friendly's actions from that point on. The A1 and A2 cases are provided for instructors who wish more flexi...Starting at €8.20
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Shareholder Activists at Friendly Ice Cream (A2)
Ferri, Fabrizio; Narayanan, V.G.; Weber, JamesCase HBS-109014-EThe A1 and A2 versions of the "Shareholder Activists at Friendly Ice Cream (A)" split the original A case into two parts. The A1 case ends as activists Sardar Biglari and Phil Cooley prepare to meet with CEO Don Smith at Friendly's headquarters in September 2006. The A2 case resumes the story just after the meeting and details Biglari's and Friendly's actions from that point on. The A1 and A2 cases are provided for instructors who wish more flexi...Starting at €8.20