IESE (España)
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Infosys Technologies: Powered by Intellect, Driven by Values
Mitchell, Jordan; Velamuri, RamaCase E-81-EBusiness Ethics and Corporate Social Responsibility, EntrepreneurshipThis case documents the evolution of Infosys Technologies from its humble beginnings in 1981 to its position in 2004 as one of the most admired companies in India, with revenues exceeding US$ 1 billion, profits of US$ 270 million (CAGR in revenues and profits of approximately 60% over the past 10 years), and a workforce of more than 25,000 employees. The case focuses on the values of the founders, and the extent to which these values have allowed...Starting at €8.20
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International Expansion of Escuela Nueva: A Transformative Pedagogy on a Global Scale
Hehenberger, Lisa; Moral, N.; Mair, JohannaCase SM-1556-EEntrepreneurshipThis case study presents the challenging task of expanding the widely successful Escuela Nueva pedagogy on a global scale. Escuela Nueva provides a cost effective, replicable and scalable solution to improve the quality of basic education in low income schools. It started in rural Colombia, but has since expanded principally to a large number of Latin American countries. Evidence shows that wherever Escuela Nueva is implemented, children become ...Starting at €8.20
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Jack Campbell (B)
Carelli, Joao; Chinchilla, Nuria; Moragas Freixa, MarujaCase DPO-199Leadership and People ManagementJack Campbell es un profesional brasileño con una brillante preparación académica. El caso muestra la entrevista de trabajo y su incorporación a un banco en el que no encaja ni por motivos ni por cultura empresarial. Sus buenos resultados como profesional no son óbice para que, al cabo de un tiempo, haya un replanteamiento en su carrera.Starting at €5.74
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AJE GROUP: en busca del crecimiento perdido
Nueno, José Luis; Bazán, MiguelCase M-1350Innovation and Change, Marketing, StrategyActualización del caso "Aje: vendiendo refrescos a la base de la pirámide" (M-1254), con los hechos de 2016. Durante el ejercicio 2015, convergieron una serie de tendencias macroeconómicas adversas (un entorno económico global incierto y la apreciación del dólar frente a las demás monedas) que, junto un incremento de la competencia y una caída de las ventas en sus mercados claves, provocó que la empresa tuviera que adoptar una serie de medidas ne...Starting at €8.20
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BMW-British Aerospace: La venta de Rover
Miller, PaddyCase FH-522Leadership and People ManagementEn febrero de 1994, British Aerospace anunció la venta de los holdings del Grupo Rover a BMW, fabricante alemana de automóviles. El caso narra el desarrollo de los acontecimientos que precedieron al anuncio así como las implicaciones que tuvo para el socio de Rover, Honda. La reacción de los políticos, de la Bolsa y de los sindicatos fue diversa y presentó graves problemas a la dirección de Rover. Este caso mereció un galardón en el «European Cas...Starting at €8.20
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Saga Falabella: Investing in a New Store
Hepp R.; Prada A.; Martínez Abascal, EduardoCase F-776-EFinanceSaga Falabella, the largest department store chain in Latin America, is considering opening a new store in Arequipa. The profit-loss accounts, balance sheets and asset and shareholder cashflows are analyzed, as well as profitability, project risks, and other factors which could influence the decision. A discussion is presented of which cashflows should be included in the project, and which should not.Starting at €8.20
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Raju Ketkale (A): Leading Toyota's Manufacturing Turnaround in India
Bharadwaj, Priyanka; Raes, AnneloesCase DPO-369-ELeadership and People ManagementIn early 2013, only two years after building its second plant for the production of the Etios model, Toyota Kirloskar Motor (TKM) - the Indian subsidiary of Toyota Motor Corporation, Japan (TMC) - was struggling to make profits. Within the first year of the plant setup, TKM undertook an ?8 billion (Indian rupee) expansion project to double its production capacity to 210,000 cars/year. Soon after this expansion, the demand for the Etios drasticall...Starting at €8.20
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Raju Ketkale (B): Leading Toyota's Manufacturing Turnaround in India
Bharadwaj, Priyanka; Raes, AnneloesCase DPO-370-ELeadership and People ManagementIn early 2013, only two years after building its second plant for the production of the Etios model, Toyota Kirloskar Motor (TKM) - the Indian subsidiary of Toyota Motor Corporation, Japan (TMC) - was struggling to make profits. Within the first year of the plant setup, TKM undertook an ?8 billion (Indian rupee) expansion project to double its production capacity to 210,000 cars/year. Soon after this expansion, the demand for the Etios drasticall...Starting at €5.74
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El dilema de Griffiths
Sánchez-Runde, CarlosCase DPO-148Leadership and People ManagementEl caso presenta el dilema de Joan Griffiths, responsable sindical en una planta de Toshiba en Plymouth, Reino Unido, ante la inflexibilidad de la dirección para aceptar un aumento salarial por encima del propuesto. La planta se rige por un innovador sistema de relaciones laborales que incluyen un consejo asesor con representantes de los empleados y la renuncia del sindicato al uso de la huelga.Starting at €8.20
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Una lección sobre negociación extrema: cómo negociar con secuestradores
Parmar, Ajay; Mehta, Kandarp; Stein, GuidoCase NEG-10Un rehén negocia con sus secuestradores y sale ileso de una situación en la que peligra su vida.Starting at €8.20