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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
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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
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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
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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
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Why Do Firms Go Abroad? Strategies to Create Value Globally, Module Note (Spanish version)
Alcacer, JuanCase HBS-718S10Strategycan she manage Chen at all, and if so, how?Starting at €8.20
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To Acquire or Not to Acquire? An Update (Spanish version)
Alcacer, Juan; Collis, David J.; Furey, MaryCase HBS-712S07StrategyTo Acquire or Not to Acquire?" details the Walt Disney Company's acquisition of Pixar, including deal terms, executive appointments, and operating guidelines for the two studios.Starting at €8.20
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Strategic Decisions in Locating a New Assembly and Test Plant (A) (Spanish version)
Alcacer, Juan; Herman, KerryCase HBS-716S16Service and Operations ManagementIn mid-2005, Intel is examining its options for where to locate its next assembly and test plant. On its short list of potential sites includes locations in China, India, Thailand, and Vietnam. Each country has its own unique benefits and risks related to infrastructure, governance, education, business culture, intellectual property protection, labor markets, experience working with Western firms, and tax breaks and other incentives. Intel's Gene...Starting at €8.20
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Amazon Shipping (A)
Alzamora, Miguel; Chirito, Juan Carlos; León, GonzaloCase PAD-TM-C-151Decision AnalysisUna empresa peruana que da servicio de transporte por barco por el rio Amazonas y el Océano Altlántico tiene una decisión difícil que tomar pues varios clientes le piden espacio en su barco para sacar/traer mercadería y no puede atenderlos a todos. La empStarting at €8.20
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Walmart around the World (Spanish version)
Alcacer, Juan; Agrawal, Abhishek; Vaish, HarshitCase HBS-716S11StrategyAfter reaching the limits of its successful expansion in the United States in the early 1990s, Walmart sought growth opportunities in markets abroad. This case describes Walmart's attempts to replicate its successful U.S. business model in Mexico, Canada, Brazil, Argentina, Central America, China, South Korea, Japan, Germany, the U.K., and Africa. Students reflect on the mixed results of these ventures and identify elements in the company's locat...Starting at €8.20
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The Globalization of the NFL (Spanish version)
Alcacer, Juan; Furey, MaryCase HBS-716S15StrategyBy 2010, the National Football League (NFL) was still having trouble attracting both a global roster and fan base despite systemized attempts at internationalizing since 1989. Why? Was it simply a bad idea to try to export football, a sport that many considered uniquely American? Or was it a good idea that had been poorly executed?Starting at €8.20