San Telmo (España)
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Kaizen en el grupo Simões
Martinez Jimemez, MarisaCase IIST-PI-164Service and Operations ManagementALSEA, líder mexicano del food service, ha adquirido recientemente la mayoría de ZENA en España y se plantea cuáles deben ser los siguientes pasos para intentar replicar en Europa su exitosa trayectoria en Latinoamérica, que le ha llevado a operar varias enseñas en varios países. ZENA es un grupo multienseña y multiformato, líder del mercado español que ha logrado no sólo sobrevivir sino salir fortalecido de la reciente etapa de fuerte recesión v...Starting at €8.20
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Jerónimo Martins Agribusiness: From to Supermarket to Farm
Villafuerte Martin, Antonio;Case IIST-MI-149-E-EStrategyJerónimo Martins Agro-Alimentar (JMA) was a new business unit oriented towards dairy, cattle and aquaculture production that the Portuguese food distribution group Jerónimo Martins was developing in March 2015. It was in line with the Group’s top management strategy of backward integration into the primary sector, aimed at securing its supply needs of some products by 2020. However, the 2015 acute price crisis in the European dairy industry made ...Starting at €8.20
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European Integration: Meeting the Competitiveness Challenge
Porter, Michael E.; Ketels, Christian H.M.Case HBS-714405-EStrategyThe case discusses the origins and development of the European Integration process from the post-war period up to 2007, focusing particularly on the efforts of the Lisbon-agenda under way since 2000 to enhance Europe's competitiveness. It discusses the different policy areas that have been approached at the European level over time, and provides background on the architecture of European institutions. The case enables students to understand how E...Starting at €8.20
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Jeronimo Martins Agroalimentaria: del supermercado a la granja
Villafuerte Martin, AntonioCase IIST-MI-149StrategyJerónimo Martins Agroalimentaria (JMA) era una nueva unidad de negocio orientada a la producción láctea, ganadera y acuícola que el grupo portugués de distribución alimentaria Jerónimo Martins estaba poniendo en marcha en marzo de 2015. Su creación obedecía a la estrategia marcada por la alta dirección del Grupo de integrarse hacia atrás entrando en el sector primario, con el objetivo de garantizar sus necesidades de aprovisionamiento de algunos ...Starting at €8.20
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Integración europea: cumplimiento del desafío de la competitividad
Porter, Michael E.; Ketels, Christian H.M.Case HBS-715S10StrategyEl caso analiza los orígenes y el desarrollo del proceso de integración europea desde la posguerra hasta 2007, con especial atención a los esfuerzos de la agenda de Lisboa-llevando a cabo desde el año 2000 para mejorar la competitividad de Europa. Se analizan los distintos ámbitos de actuación que se han acercado a nivel europeo con el tiempo, y proporciona antecedentes sobre la arquitectura de las instituciones europeas. El caso permite a los es...Starting at €8.20
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Submarino.com (A) (Spanish version)
Applegate, Lynda M.; Monteiro, Luiz Felipe; Collura, MeredithCase HBS-807S03Knowledge and CommunicationPermite un análisis exhaustivo de Submarino.com, una empresa de comercio electrónico B2C con presencia en Brasil, Argentina, México, España y Portugal. Examina las operaciones globales de la compañía, así como su diseño de la organización y funcionamiento y de gestión capacidades. Considera reto de determinar sus prioridades estratégicas y financieras, ya que pone en marcha un plan de crecimiento rápido con recursos limitados en el 2001 de la com...Starting at €8.20
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Logoplaste: Global Growing Challenges
Alcacer, Juan; Leitao, JohnCase HBS-711411-EIn 2010, Logoplaste, a top 10 manufacturer of rigid plastic containers, was debating a more dramatic expansion strategy as a means to guarantee the company's continued success. The company, which began with a few plants in Portugal in the 1990s, now had 60 plants across five continents and was a valued partner to large multinational consumer goods companies, many of which were pressuring Logoplaste to expand.Starting at €8.20
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Portugal: Can Socialism Survive
Vietor, Richard H.K.; Sheldahl-Thomason, HavilandCase HBS-718024-EEconomicsPortugal was not ready to join the European Monetary Union in 1999. With strong unions, weak competitiveness and a legacy of socialism, it could not compete with north-European countries. After borrowing extensively to fund deficits, Portugal went into debt crisis in 2011 and had to borrow from the Troika. As banks failed, structural adjustment followed. Today several structural issues and the threat of external risks continue to cast a shadows o...Starting at €8.20
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Living PlanIT
Eccles, Robert G.; Edmondson, Amy C.; Thyne, Susan; Zuzul, TionaCase HBS-410081-ELeadership and People ManagementLiving PlanIT is a start-up company that has developed a new, innovative business model for sustainable urbanization. This model reflects the software and technology backgrounds of its founders, Steve Lewis and Malcolm Hutchinson, and is in vivid contrast to other models for green or smart cities that are variations on a massive real estate development project. The main economic engine driving Living PlanIT's model is a partner channel strategy a...Starting at €8.20
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Can the Eurozone Survive
Roscini, Dante; Schlefer, JonathanCase HBS-713034-EEconomicsThe sovereign debt crisis that took Greece by storm in 2010 began to spread to other European markets. Within a few months Ireland and Portugal had also lost access to the sovereign debt markets and had to rely on supranational loans for their financing. The risk of further contagion was clear and present. Political leaders continued to seek measures to stem the crisis and to avoid the larger economies of Spain and Italy becoming involved. The Eu...Starting at €8.20