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Game of Thrones: Tourism in Dubrovnik, Croatia
Karen Robson; Kerstin HeilgenbergCase IVEY-9B19A013-EMarketing, StrategyIn 2018, Game of Thrones, a widely popular television series, had inspired a significant increase in tourism to one of its filming locations: Dubrovnik, Croatia. The economy in Croatia, in general, and Dubrovnik, in particular, relied significantly on tourism. However, the popularity of the television series had led to overwhelming tourist traffic in the area. During the peak tourist season, the city now suffered from serious overcrowding. In add...Starting at €8.20
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Comercializando la "Laptop de $100 dólares" (C)
Quelch, John A.; Chen, DavidCase HBS-511S12MarketingEn octubre de 2007, la OLPC informó retrasos en la producción y se perdió la fecha de envío. A principios de noviembre, el PC $ 100 por fin entró en producción, con envíos iniciales previstas para Uruguay y Mongolia, y la mitad del mes puso en marcha el programa "Give One, Get One". Permitió a los consumidores en los EE.UU. y Canadá, que tenían la opción de comprar un OLPC por $ 400, más del doble del costo de producción estimado de $ 188 para ca...Starting at €5.74
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Best Buy Co., Inc.: Customer-Centricity, Teaching Note
Lal, RajivTeaching Note HBS-509074-EMarketingTeaching Note for [506055].Starting at €0.00
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Telefónica Chequia: la revolución Free (B)
Segarra, José Antonio; Valentí, AlbertCase M-1307Innovation and Change, Marketing, StrategyEn la parte B del caso se explica qué sucedió ocho semanas después del lanzamiento de los nuevos planes tarifarios Free: la decisión de Luis Malvido, presidente ejecutivo de Telefónica Chequia; la reacción de la competencia; la evolución del mercado y los consumidores; o las nuevas informaciones sobre la subasta, entre otras. También se exponen los primeros resultados que obtuvo Telefónica.Starting at €5.74
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Telefonica Czech Republic: The Free Revolution (B)
Segarra, José Antonio; Valentí, AlbertCase M-1307-EInnovation and Change, Marketing, StrategyPart B of the case describes what happened eight weeks after the launch of the new Free pricing plans: the decision made by Luis Malvido, CEO of Telefónica Czech Republic; the competition's reaction; the evolution of the market and consumers; new information on the auction, etc. It also presents Telefónica's initial results.Starting at €5.74
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Telefonica Czech Republic: The FREE Revolution (A)
Segarra, José Antonio; Valentí, AlbertCase M-1306-EInnovation and Change, Marketing, StrategyThe case describes the concerns facing an executive of the Moreno group of companies who is not a member of the owning family when a strategic plan he has presented to the owners is rejected. It also illustrates the role played by the owning family in the governance structure of a family firm.Starting at €8.20
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Marketing the "$100 Laptop" (C)
Quelch, John A.; Chen, DavidCase HBS-508065-EMarketingIn October 2007, the OLPC reported production delays and missed its shipment date. In early November, the $100 PC finally went into production, with initial shipments planned for Uruguay and Mongolia, and mid-month launched the "Give One, Get One" program. It enabled consumers in the U.S. and Canada, who had the option of purchasing an OLPC for $400, more than double the estimated production cost of $188 for each laptop. Roughly half of the $400 ...Starting at €5.74
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Telefónica Chequia: la revolución FREE (A)
Segarra, José Antonio; Valentí, AlbertCase M-1306Innovation and Change, Marketing, StrategyLuis Malvido, presidente ejecutivo de Telefónica Chequia, debía tomar una decisión trascendental para el futuro de la compañía. Varios años marcados por una rivalidad competitiva habían supuesto un impacto negativo en la rentabilidad de los operadores y el regulador estaba dispuesto a abrir el mercado a un nuevo competidor nacional a través de la subasta de una nueva licencia. Para ello, la empresa había preparado, en el más absoluto secreto, un ...Starting at €8.20
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Sarva Pharmaceuticals in Cambodia: Fight or Fold
Sandeep Puri; Rakesh Singh; Raj Agnihotri; Bindu GuptaCase IVEY-9B20A060-EEntrepreneurship, Marketing, StrategyIn January 2020, Jai Prakash Chaubey, the managing director of Sarva Pharmaceuticals Private Limited (Sarva), needed to decide whether or not to accept a proposal from Gursim Pharmaceutical Limited (Gursim) to market some of Sarva’s products in Cambodia. Sarva had been performing well; however, the company’s profitability in Cambodia was minimal. Should Chaubey accept Gursim’s offer? Or should he hire a new country head who could drive the sales ...Starting at €8.20