HBSP (USA)
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ABC Pharmaceuticals
Herzlinger, Regina E.; Sparks, Erik R.Case HBS-313041-EKnowledge and CommunicationThis case asks students to price a new drug which is in Stage II of its clinical trials. It contains detailed estimates of the time required and costs for all the steps needed to commercialize a drug in the U.S.Starting at €8.20
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CV Ingenuity (A): How to Evaluate the Commercial Viability of New Health Care Technologies
Herzlinger, Regina E.; Otazo, AndrewCase HBS-315045-EEntrepreneurshipA medical device startup seeks to complete its clinical trials with very little startup funding and a small staff when compared to its competitors.Starting at €8.20
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How to Design Smart Business Experiments (Spanish version)
Davenport, Thomas H.Article HBS-R0902EStrategyManagers regularly implement new ideas without evidence to back them up. They act on hunches and often learn very little along the way. That doesn't have to be the case. With the help of broadly available software and some basic investments in building capabilities, managers don't need a PhD in statistics to base consequential decisions on scientifically sound experiments. Some companies with rich consumer-transaction data - Toronto-Dominion, CKE...Starting at €8.20
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Competing on Talent Analytics (Spanish version)
Davenport, Thomas H.; Harris, Jeanne; Shapiro, JeremyArticle HBS-R1010BStrategyDo investments in your employees actually affect workforce performance? Who are your top performers? How can you empower and motivate other employees to excel? Leading edge companies such as Google, Best Buy, P&G, and Sysco use sophisticated data-collection technology and analysis to answer these questions, leveraging a range of analytics to improve the way they attract and retain talent, connect their employee data to business performance, diffe...Starting at €8.20
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The HBR Agenda 2011 (Spanish version)
Ariely, Dan; Brown, Tim; Cappelli, Peter; Davenport, Thomas H.; Duflo, Esther; Fernández-Aráoz, Claudio; Govindarajan, Vijay; Gratton, Lynda; Hackman, J. Richard; Ibarra, Herminia; Kedrosky, Paul; Lafley, A.G.; Li, Charlene; Ma, Jack; Manzoni, Jean-Francois; Pink, Daniel H.; Porter, Michael E.; Schein, Edgar H.; Schmidt, Eric; Schwab, Klaus; Shirky, Clay; Stiglitz, Joseph E.; Sutton, Robert I.; Tyson, LaArticle HBS-R1101BKnowledge and CommunicationJoseph E. Stiglitz will be crafting a new postcrisis paradigm for macroeconomics whereby rational individuals interact with imperfect and asymmetric information. Herminia Ibarra will be looking for hard evidence of how "soft" leadership creates value. Eric Schmidt will be planning to scale mobile technology by developing fast networks and providing low-cost smartphones in the poorest parts of the world. Michael Porter will be using modern cost a...Starting at €8.20
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Caso de estudio: Un inversionista ngel con una agenda personal
Herzlinger, Regina E.; Munoz-Seca, BeatrizArticle HBS-R1103MEntrepreneurshipGloria Londoño, el dueño de una cadena de centros de día innovadoras e integrales para las personas mayores en España, se ofrece 3 millones de euros por Victor Serna, un acaudalado médico-inversor. A cambio, Serna quiere una participación del 25%, un puesto en la junta, un voto en todas las decisiones estratégicas, y la posibilidad de liquidar su posición en cinco años, ya sea a través de una oferta pública o una venta. Sus términos no son negoci...Starting at €8.20
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Nature of Analytical Competition: Using Analytics to Build a Distinctive Capability
Davenport, Thomas H.; Harris, Jeanne G.Book Chapter HBS-2193BC-EWhat does it mean to compete on analytics and how can companies move in that direction? This chapter lays out the general ideas around analytical competition, providing a few examples from the worlds of business and sports. This chapter was originally published as Chapter 1 of "Competing on Analytics."Starting at €8.20
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Analytics and Business Performance: Transforming the Ability to Compete on Analytics into a Lasting Competitive Advantage
Davenport, Thomas H.; Harris, Jeanne G.Book Chapter HBS-2197BC-EThis chapter explores the links between the extensive use of analytics and business performance, describing how several highly successful companies have transformed their ability to compete analytically into a key point of differentiation and long-term competitive advantage. This chapter was originally published as Chapter 3 of "Competing on Analytics."Starting at €8.20
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Competing on Analytics with External Processes: Customer and Supplier Applications
Davenport, Thomas H.; Harris, Jeanne G.Book Chapter HBS-2199BC-EBecause externally focused processes require cooperation from outsiders, as well as their resources, managing analytics related to external processes is a greater challenge than managing those related to processes within an organization's complete control. This chapter addresses applications of analytics to external relationships with customers and suppliers. This chapter was originally published as Chapter 5 of "Competing on Analytics."Starting at €8.20
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Managing Analytical People: Cultivating the Scarce Ingredient That Makes Analytics Work
Davenport, Thomas H.; Harris, Jeanne G.Book Chapter HBS-2201BC-EWhen most people visualize business analytics, they think of computers, software, and printouts or screens full of numbers. What they should be envisioning, however, are their fellow human beings. This chapter addresses the most important factor in making a company analytical: its people. This chapter was originally published as Chapter 7 of "Competing on Analytics."Starting at €8.20