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Cómo China cambió su agenda global de adquisiciones
Williamson, Peter J.; Raman, Anand P.Article HBS-R1104KStrategyel progreso económico de China ha sido tan deslumbrante que la gente a menudo se olvidan de que China, Inc. ha visto su cuota de fracasos también. Basta con mirar a las primeras adquisiciones transfronterizas que las empresas chinas hicieron. Muchas de estas ofertas, incluyendo la adquisición de alto perfil de TCL de Thomson de Francia, adquisición de Ssangyong Motor Company de Corea del Sur de SAIC, y la compra de Murray de América del largo del...Starting at €8.20
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How China Reset Its Global Acquisition Agenda
Williamson, Peter J.; Raman, Anand P.Article HBS-R1104K-EChina's economic progress has been so dazzling that people often forget that China, Inc. has seen its share of failures too. Just look at the first cross-border acquisitions that Chinese companies made. Many of those high-profile deals-including TCL's acquisition of France's Thomson, SAIC's takeover of South Korea's Ssangyong Motor Company, and the D'Long Group's purchase of America's Murray, Inc.-ended badly. But for the Chinese, failure is not ...Starting at €8.20
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Estrategias de valor-por-dinero para una recesión
Williamson, Peter J.; Zeng, MingArticle HBS-R0903EStrategyEste artículo incluye una vista previa de una página que resume rápidamente las ideas clave y proporciona una visión general de cómo los conceptos funcionan en la práctica, junto con sugerencias para la lectura adicional. En tiempos económicos difíciles, algunas empresas han outmaneuvered rivales para convertirse en líderes en el mercado a través de estrategias de valor por dinero. Es decir, que han permitido a los consumidores afectados por la r...Starting at €8.20
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New Business Models in Emerging Markets
Eyring, Matthew J.; Johnson, Mark W.; Nair, HariArticle HBS-R1101E-EStrategyMany Western multinationals expect to find most of their future growth in emerging economies. But they have frequently struggled to exploit the opportunity, relentlessly cutting costs and accepting profit margins close to zero. The problem, say the authors, who are all with the innovation consultancy Innosight, is not that these companies can't create viable offerings but that simply transplanting their domestic business models to the new markets...Starting at €8.20
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Beating the Odds When You Launch a New Venture (Spanish version)
Gilbert, Clark G.; Eyring, Matthew J.Article HBS-R1005GEntrepreneurshipYou should be trying to prove that your assumptions are wrong, not simply to confirm your own biases.Starting at €8.20
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New Business Models in Emerging Markets (Spanish version)
Eyring, Matthew J.; Johnson, Mark W.; Nair, HariArticle HBS-R1101EStrategyMany Western multinationals expect to find most of their future growth in emerging economies. But they have frequently struggled to exploit the opportunity, relentlessly cutting costs and accepting profit margins close to zero. The problem, say the authors, who are all with the innovation consultancy Innosight, is not that these companies can't create viable offerings but that simply transplanting their domestic business models to the new markets...Starting at €8.20
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Beating the Odds When You Launch a New Venture
Gilbert, Clark G.; Eyring, Matthew J.Article HBS-R1005G-EEntrepreneurshipDespite the popular image of entrepreneurs as risk-loving cowboys, the reality is that great entrepreneurs don't take risks-they manage them. The authors counsel managers to recognize that not all risks are created equal: When you're launching a new venture, first consider deal-killer risks that, if left unexamined, could kill the whole business. Next tackle the risks that could sabotage the project if it took a path you're not currently anticipa...Starting at €8.20
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Two Routes to Resilience
Gilbert, Clark G.; Eyring, Matthew J.; Foster, Richard N.Article HBS-R1212D-ELeadership and People ManagementSooner or later, most companies will need to reinvent themselves in response to disruptive market shifts, technologies, or start-ups. But can a new business model quickly replace all the revenue an incumbent has lost to market upheaval? Only in rare instances, say the authors. That's why they propose that companies under assault pursue two distinct but parallel efforts: "Transformation A" should reposition the core business, adapting it to the al...Starting at €8.20
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Value-for-Money Strategies for Recessionary Times
Williamson, Peter J.; Zeng, MingArticle HBS-R0903E-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. In tough economic times, some companies have outmaneuvered rivals to become market leaders through value-for-money strategies. That is, they have enabled recession-hit consumers to economize (do less and spend less), become more efficient (do the same for less), or...Starting at €8.20