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IESE (España)
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Grupo Velázquez
Mozo, Enrique; Gallo, Miguel ÁngelCase DG-1241StrategyEl fundador del grupo familiar Velázquez logró un extraordinario desarrollo de sus empresas a lo largo de casi treinta años. Pero su dedicación a los negocios fue en detrimento del tiempo y esfuerzo empleados en la educación de sus tres hijos. A la muerte del fundador, heredaron sus hijos y uno de ellos, Lorenzo, se hizo cargo de la dirección ejecutiva del grupo. Lorenzo continuó con cierto éxito los negocios familiares, al tiempo que llevaba un ...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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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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Grupo Bimbo (Spanish version)
Siegel, JordanCase HBS-708S20StrategyIn 2007 Grupo Bimbo, a leading global player in the baking industry, expands into China, while at the same time undertaking initiatives to make its U.S. and South American operations more profitable. Allows students to analyze the company's entire global strategy. Places particular attention on how a multinational firm should best adapt to differences in the basic institutions of capitalism and consumer preferences across countries as well as wit...Starting at €8.20
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Wal-Mart entra en México
Yoffie, David B.; Ginns, Jonathan J.Case HBS-715S20Strategyplanes iniciales del introduce Wal-Mart para entrar en el mercado minorista mexicana. Diseñado para su uso con las operaciones de descuento Wal-Mart Stores'.Starting at €8.20
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How Local Companies Keep Multinationals at Bay
Bhattacharya, Arindam K.; Michael, David C.Article HBS-R0803F-EStrategyThis 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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Walmart around the World
Alcacer, Juan; Agrawal, Abhishek; Vaish, HarshitCase HBS-714431-EStrategyAfter 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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Grupo Bimbo, Teaching Note
Siegel, JordanTeaching Note HBS-707551-EStrategyTeaching note to 707521.Starting at €0.00
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Cola Wars: Going Global
Cespedes, Frank V.Case HBS-709451-EStrategyThis case is meant to be used in conjunction with the extant "Cola Wars" case studies. It outlines the global positions of Pepsi and Coca-Cola as of 2008 in the soft drink market, and then provides an overview of their competitive situations in three markets: Mexico, China, and India. The case raises the issue of whether any or all of these markets are a) structurally attractive for soft drink firms, and b) if so, how can Pepsi best "catch-up" wi...Starting at €8.20