Stanford Graduate School of Business (USA)
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El caso antimonopolio de Microsoft
Baron, D.; Lichtenstein, C.Case SGSB-P20ESStrategyEn 1998, el Departamento de Justicia de los EE. UU. Junto con 19 fiscales generales estatales presentaron una acción antimonopolio contra Microsoft Corporation por conducta anticompetitiva y violación de la Ley Sherman. El caso detalla las acusaciones del Departamento de Justicia y el caso presentado ante el tribunal, así como la posición de Microsoft sobre los asuntos y la línea de defensa. Describe la secuencia de eventos que comienzan con el t...Starting at €8.20
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The HBT Merger (China Roles Version)
Tiedens L; Melvin S; Levine Y; Cronkite J; Hoyt D; Sutherland SCase SGSB-L22CHN-ELeadership and People ManagementThis is a role-play case, intended for use in a leadership development course for MBA students. The case has four roles, two each for students playing U.S.- and China-based managers. There are two versions of the case, one for students playing the role of U.S.-based managers (L-22US), and one for students playing the role of China-based managers (L-22CHN). Each version has a set of common facts, plus a set of facts known only to that side. Th...Starting at €8.20
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The HBT Merger - Teaching note
Tiedens L; Melvin S; Levine Y; Cronkite J; Hoyt D; Sutherland STeaching Note SGSB-L22TN-ELeadership and People ManagementThis is a role-play case, intended for use in a leadership development course for MBA students. The case has four roles, two each for students playing U.S.- and China-based managers. There are two versions of the case, one for students playing the role of U.S.-based managers (L-22US), and one for students playing the role of China-based managers (L-22CHN). Each version has a set of common facts, plus a set of facts known only to that side. Th...Starting at €0.00
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The HBT Merger (U.S. Roles Verison)
Tiedens L; Melvin S; Levine Y; Cronkite J; Hoyt D; Sutherland SCase SGSB-L22US-ELeadership and People ManagementThis is a role-play case, intended for use in a leadership development course for MBA students. The case has four roles, two each for students playing U.S.- and China-based managers. There are two versions of the case, one for students playing the role of U.S.-based managers (L-22US), and one for students playing the role of China-based managers (L-22CHN). Each version has a set of common facts, plus a set of facts known only to that side. Th...Starting at €8.20
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Cypress Semiconductor: A Federation of Entrepreneurs
O'Reilly, CCase SGSB-OB84-EInnovation and ChangeIn 2011, Cypress Semiconductor was doing well. Their 2010 revenues had grown 32 percent to $884 million, and coupled with diligent cost reduction efforts, their profits before taxes were up nearly 23 percent. In the preceding two years Cypress had eliminated its debt and built up a large cash position. But the semiconductor business was a brutal one demanding both continual cost reductions and innovation. Cypress was a comparatively small playe...Starting at €8.20
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DaVita: A Community First, A Company Secong
O'Reilly, C; Pfeffer, J; Hoyt, D; Drabkin, DCase SGSB-OB89-EInnovation and ChangeThis case describes the challenges facing CEO Kent Thiry and DaVita as they being thinking about how to integrate a recent acquisition, Health Care Partners (HCP). DaVita had been primarily a kidney dialysis company with a very strong culture built around teamwork, fun, continuous improvement, accountability, and service. The senior management saw DaVita as “a community first and a company second.” HCP was an integrated health care provider wi...Starting at €8.20
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DaVita: A Community First, A Company Secong (Portguese)
O'Reilly, C; Pfeffer, J; Hoyt, D; Drabkin, DCase SGSB-OB89-PPLeadership and People ManagementThis case describes the challenges facing CEO Kent Thiry and DaVita while thinking about how to integrate a recent acquisition, Health Care Partners (HCP). DaVita had been primarily a renal dialysis company with a very strong culture based on teamwork, fun, continuous improvement, responsibility and service. Senior management saw DaVita as "a community first and a company second." HCP was an integrated health care provider with a workforce substa...Starting at €8.20
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DaVita: A Community First, A Company Secong - Teaching Note
O'Reilly, C; Pfeffer, J; Hoyt, D; Drabkin, DTeaching Note SGSB-OB89TN-EInnovation and ChangeThis case describes the challenges facing CEO Kent Thiry and DaVita as they being thinking about how to integrate a recent acquisition, Health Care Partners (HCP). DaVita had been primarily a kidney dialysis company with a very strong culture built around teamwork, fun, continuous improvement, accountability, and service. The senior management saw DaVita as “a community first and a company second.” HCP was an integrated health care provider wi...Starting at €0.00
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Wal-Mart: Presión de No Mercado y Riesgo de Reputación (A)
Baron, D.Case SGSB-P52AESStrategyEn 2002, cuando Wal-Mart se convirtió en la compañía estadounidense más grande en ventas, comenzó a atraer considerable atención. Su expansión en el negocio de comestibles pareció encender una tormenta de contención y mala prensa. Wal-Mart fue criticado por proporcionar salarios bajos y beneficios de atención médica inadecuados, expulsar a los pequeños comerciantes del negocio, dañar la cultura en los pueblos pequeños, dañar el medio ambiente y v...Starting at €8.20
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Wal-Mart: Presión de No Mercado y Riesgo de Reputación (B): Una Nueva Estrategia de No Mercado
Baron, D.Case SGSB-P52BESStrategyEn 2004 y 2005, Wal-Mart comenzó a implementar una estrategia no comercial para responder a los detractores y mejorar su imagen. Este caso detalla los muchos pasos que Wal-Mart tomó, desde involucrarse políticamente hasta crear oficinas de relaciones comunitarias y trabajar con grupos de intereses especiales. Wal-Mart publicó anuncios en varios periódicos, lanzó una importante iniciativa medioambiental, amplió los beneficios de atención médica, c...Starting at €5.74