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NEC: A New R&D Site in Princeton (Spanish Version)
Kuemmerle, Walter; Kobayashi, KiichiroCase HBS-803S03Service and Operations ManagementEn 1992, Daizburo Shinoda, un alto director de I + D en el NEC, tiene que lidiar con un tema de la sucesión con respecto a la dirección del sitio de I + D de NEC en Princeton, Nueva Jersey en decidir a quién nombrar como el próximo líder del NEC D sitio extranjero más importante de investigación y, Shinoda tiene a considerar una serie de factores: la estrategia global de la empresa de NEC, la historia del sitio de Princeton, y las limitaciones de...Starting at €8.20
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Turnaround to Growth (Spanish version)
Applegate, Lynda M.; Collins, ElizabethCase HBS-810S22Leadership and People ManagementDescribes IBM's decade of transformation. Provides background on the company's history and the factors that led to its near death in the early 1990s and to its remarkable turnaround during Lou Gerstner's reign as CEO. A rewritten version of an earlier case.Starting at €8.20
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The Brink of Bankruptcy (Spanish version)
Applegate, Lynda M.Case HBS-815S01EntrepreneurshipEnables a thorough analysis of the Amazon.com business model and its evolution from 1994 to 2001. The case ends with the company poised on the brink of bankruptcy, and enables discussion of how to turnaround the company and leverage proprietary assets.Starting at €8.20
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Taco Bell, Inc. (1983-1994) (Spanish Version)
Applegate, Lynda M.; Schlesinger, Leonard A.; Delong, DavidCase HBS-303S37Knowledge and CommunicationDetalla las acciones de John Martin, recién nombrado director general, ya que lleva Taco Bell a través de una década de cambios incrementales y radicales. Al final del caso, las ventas totales del sistema dentro de Taco Bell, una cadena de restaurantes de comida rápida estilo mexicano y una división de PepsiCo, han crecido de $ 700 millones en 1983 a $ 3.9 mil millones en 1994, y la compañía está gestionando más de 10.000 EAT en restaurantes y un...Starting at €8.20
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Leader Healthcare: Deciding on a Growth Strategy
Sonal Singh; Meeta DasguptaCase IVEY-9B17M006-EEntrepreneurship, StrategyLeader Healthcare India (LHC) was a medical devices importer firm that dealt primarily in respiratory and anesthetic devices. The company imported medical devices from U.S. manufacturers and, for the most part, performed its own marketing, sales, and service activities. In 2016, the director of LHC was concerned about LHC’s multiple failed efforts at market expansion. The company wanted to grow, but its attempts had been unsuccessful. Lack of hig...Starting at €8.20
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ibibo: Grow Independently or Sell
Meeta Dasgupta; S. Veena IyerCase IVEY-9B17M113-EEntrepreneurship, StrategyIn 2016, the chief executive officer of the ibibo Group, one of the largest players in India’s online travel sector, faced a major decision. MakeMyTrip, India’s market leader in online travel, had expressed interest in acquiring the ibibo Group. Should the ibibo Group’s chief executive officer accept the offer and give up partial or total control of the company, in return for growing with the market leader? Or should he continue with the business...Starting at €8.20
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Amazon and Future Group: Rethinking the Alliance Strategy
Meeta DasguptaCase IVEY-9B16M108-EStrategyIn 2014, the chief executives officers of Amazon and Future Group led their companies into an alliance that, while initially successful, encountered some difficulties in regards to discounts on their retail products. With the global retail industry standing at US$25.4 trillion in 2016, and the percentage of which e-commerce made up 7.4 per cent, the partners would have to decide if they should resolve their conflict and remain allies, or if they ...Starting at €8.20
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Oxigen: Nurturing the Mobile Payment Ecosystem in India
Sandip Mukhopadhyay; Meeta Dasgupta; M.P. JaiswalCase IVEY-9B15M124-EStrategyIn 2013, Oxigen Services India Pvt. Ltd. launched a money transfer service integrated with the infrastructure of the National Payment Corporation of India. The Oxigen Wallet, India’s first non-bank wallet, allowed instant money transfers to and from any bank account over an extensive ecosystem, with a large retail presence across India using point-of-sale terminals. Oxigen was a major provider of bill payment and merchant payment services, with c...Starting at €8.20
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Nukkad, the Chaitastic Teafé: Consider Efficacy in Growth Options
Bandinee Pradhan; Ritu Srivastava; Meeta DasguptaCase IVEY-9B18A003-EEntrepreneurship, MarketingIn December 2016, the founder of Nukkad, The Chaitastic Teafé Pvt. Ltd. (Nukkad), an organized tea café retail chain, was pleased to see that Nukkad had garnered positive reviews and ratings on numerous social media pages. He was proud of his social enterprise, which encompassed two cafés based in Raipur, Chhattisgarh, India. Since its inception in 2013, Nukkad had created quite a buzz for its distinctive initiative: it specifically employed yout...Starting at €8.20
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Endeavor Kenya: Building an Entrepreneurial Ecosystem
Applegate, Lynda M.; Ghosh, Shikhar; Godwin, ChristianCase HBS-821038-EEntrepreneurshipIn 2016, Fiona Mungai became Endeavor Kenya's first managing director. In this role, she helped the organization build its inaugural board and select its first Endeavor entrepreneur, a fintech company called Cellulant. Throughout this process, Mungai observed the power of personal networks and connections in the development of the company and the creation of an entrepreneurial ecosystem in Kenya. As Endeavor Kenya reaches the end of its first fiv...Starting at €8.20