HBSP (USA)
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IKEA's Global Sourcing Challenge: Indian Rugs and Child Labor (A) (Spanish version)
Christopher A. Bartlett; Vincent Dessain; Anders SjomanCase HBS-909S02StrategyTraces the history of IKEA's response to a TV report that its Indian carpet suppliers were using child labor. Describes IKEA's growth, including the importance of a sourcing strategy based on its close relationships with suppliers in developing countries. Details the development of IKEA's strong culture and values that include a commitment "to create a better everyday life for many people." Describes how, in response to regulatory and public pres...Starting at €8.20
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Regional Strategies for Global Leadership (Spanish version)
Ghemawat, PankajArticle HBS-R0512FStrategyhome base, portfolio, hub, platform, and mandate. Some companies adopt the strategies in sequence, but the most nimble switch from one to another and combine approaches as their markets and businesses evolve. At Toyota, for example, exports from the home base continue to be substantial even as the company builds up an international manufacturing presence. And as Toyota achieves economies of scale and scope with a strong network of hubs, the comp...Starting at €8.20
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The Art of Managing Complementors (Spanish version)
Yoffie, David B.; Kwak, MaryArticle HBS-R0609EStrategyhard power (inducements or coercion to get what you want) and soft power (persuasion through indirect means to get others to want what you want). The authors explain how to build both hard power and soft, illustrate the strengths and limits of each, and offer guidelines for choosing one over the other. Conflict among complementors is inevitable, but together, hard and soft power can help companies manage the dark side of complementor relationshi...Starting at €8.20
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The Classic Traps (Spanish version)
Kanter, Rosabeth MossArticle HBS-R0611CStrategyThis article includes a one-page preview that quickly summarizes the key ideas and provides an overview of how the concepts work in practice along with suggestions for further reading. Never a fad, but always in or out of fashion, innovation gets rediscovered as a growth enabler every half dozen years. Too often, grand declarations about innovation are followed by mediocre execution that produces anemic results, and innovation groups are quietly ...Starting at €8.20
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How Local Companies Keep Multinationals at Bay (Spanish version)
Bhattacharya, Arindam K.; Michael, David C.Article HBS-R0803FStrategyThis article includes a one-page preview that quickly summarizes the key ideas and provides an overview of how the concepts work in practice along with suggestions for further reading. A substantial number of local companies in emerging markets have managed to hold their own--or better--in the face of competition from global Goliaths. Bhattacharya and Michael of the Boston Consulting Group show how these domestic Davids have achieved that impress...Starting at €8.20
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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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Tomorrow's Global Giants? Not the Usual Suspects (Spanish version)
Ghemawat, Pankaj; Hout, ThomasArticle HBS-R0811EStrategyThis article includes a one-page preview that quickly summarizes the key ideas and provides an overview of how the concepts work in practice along with suggestions for further reading. Multinational corporations from developed and developing economies alike are aggressively expanding their global presence, particularly in emerging markets. Industry traits largely determine the winners - but that needn't always be the case, say Ghemawat, of IESE B...Starting at €8.20
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What's Your Google Strategy? (Spanish version)
Hagiu, Andrei; Yoffie, David B.Article HBS-R0904FStrategy(1) Whether to play with existing MSPs, build their own platform, or do both; (2) once they've concluded that at least one third-party MSP can benefit their business, deciding how many to join; and (3) figuring out how to play - that is, which features or services they should adopt and which they should reject in order to maintain their company's competitive advantage. Some companies that lack the power to influence an MSP's actions may have few...Starting at €8.20
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Cómo realizar mejores inversiones en la base de la pir mide
London, TedArticle HBS-R0905JStrategyA pesar de que tienen historias y datos para sentirse bien sobre hitos, la mayoría de los emprendimientos que sirven a los pobres del mundo no tienen una forma sistemática para medir qué tan bien están consecución de sus objetivos. Para hacer frente a esa necesidad, Londres, el director de la Universidad de Base de la Pirámide Iniciativa de Michigan, ha ideado una nueva herramienta. Base del Marco de Evaluación de Impacto Pirámide de Londres expl...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