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IESE (España)
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Atrevia (C)
Vilanova, Núria; Pin Arboledas, José RamónCase DPO-391Leadership and People ManagementComo continuación de del caso "Del insomnio al reto: Inforpress 2009/2012", se presenta la evolución posterior de la compañía hasta inicios del 2016. El esfuerzo realizado en la expansión internacional, el cambio de marca (de Inforpress a Atrevia) y la incorporación de nuevas personas deterioran los resultados a principios de 2015 (Caso Atrevia B); debido a ello Nuria Vilanova, presidenta y fundadora de la empresa, toma una serie de medidas para ...Starting at €5.74
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Crisis: del insomnio al reto (Inforpress 2009-2013)
Vilanova, Núria; Susaeta Erburu, Lourdes; Pin Arboledas, José RamónCase DPO-277Leadership and People ManagementNúria Vilanova, presidenta de Inforpress, expone en este caso su preocupación, en 2009, por el clima de crisis económica de sus principales mercados. Su decisión de hacer frente a la situación convirtiendo las piedras en su camino en oportunidades de crecimiento es la marca del éxito de su estrategia. Se ofrece un decálogo, elaborado por ella, para combatir la "pandemia", según sus palabras en referencia a la crisis.Starting at €8.20
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Koji Yamada in India (B): Managing an India-Japan Joint Venture (Chinese Version)
Saka, Fuyuki; Lee, Yih-Teen; Almandoz, John; Cheely, MichaelCase DPO-348-ZHLeadership and People ManagementKoji Yamada, from Japan, needs to implement a revenue enhancement project (REP) in India in a JV formed by two important players from Japan and India. However, he encounters challenges in getting a clear commitment from his Indian counterparts, who feel that they know more about the Indian market and are not convinced by the relevance of the project led by Yamada. Moreover, there seem to be some cultural differences in the way they communicate. E...Starting at €5.74
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De Inforpress a Atrevia (B)
Vilanova, Núria; Susaeta Erburu, Lourdes; Pin Arboledas, José RamónCase DPO-390Leadership and People ManagementComo continuación de del caso "Del insomnio al reto: Inforpress 2009/2012", se presenta la evolución posterior de la compañía hasta inicios del 2016. El esfuerzo realizado en la expansión internacional, el cambio de marca (de Inforpress a Atrevia) y la incorporación de nuevas personas deterioran los resultados a principios de 2015 (Caso Atrevia B); debido a ello Nuria Vilanova, presidenta y fundadora de la empresa, toma una serie de medidas para ...Starting at €5.74
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Koji Yamada in India (C): Managing an India-Japan Joint Venture
Saka, Fuyuki; Lee, Yih-Teen; Almandoz, John; Cheely, MichaelCase DPO-349-ELeadership and People ManagementKoji Yamada, from Japan, needs to implement a revenue enhancement project (REP) in India in a JV formed by two important players from Japan and India. However, he encounters challenges in getting a clear commitment from his Indian counterparts, who feel that they know more about the Indian market and are not convinced by the relevance of the project led by Yamada. Moreover, there seem to be some cultural differences in the way they communicate. E...Starting at €5.74
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Koji Yamada in India (D): Managing an India-Japan Joint Venture
Saka, Fuyuki; Lee, Yih-Teen; Almandoz, John; Cheely, MichaelCase DPO-350-ELeadership and People ManagementKoji Yamada, from Japan, needs to implement a revenue enhancement project (REP) in India in a JV formed by two important players from Japan and India. However, he encounters challenges in getting a clear commitment from his Indian counterparts, who feel that they know more about the Indian market and are not convinced by the relevance of the project led by Yamada. Moreover, there seem to be some cultural differences in the way they communicate. E...Starting at €5.74
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Koji Yamada in India (B): Managing an India-Japan Joint Venture
Saka, Fuyuki; Lee, Yih-Teen; Almandoz, John; Cheely, MichaelCase DPO-348-ELeadership and People ManagementKoji Yamada, from Japan, needs to implement a revenue enhancement project (REP) in India in a JV formed by two important players from Japan and India. However, he encounters challenges in getting a clear commitment from his Indian counterparts, who feel that they know more about the Indian market and are not convinced by the relevance of the project led by Yamada. Moreover, there seem to be some cultural differences in the way they communicate. E...Starting at €5.74
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Koji Yamada in India (A): Managing an India-Japan Joint Venture
Saka, Fuyuki; Cheely, Michael; Lee, Yih-Teen; Almandoz, JohnCase DPO-347-ELeadership and People ManagementKoji Yamada, from Japan, needs to implement a revenue enhancement project (REP) in India in a JV formed by two important players from Japan and India. However, he encounters challenges in getting a clear commitment from his Indian counterparts, who feel that they know more about the Indian market and are not convinced by the relevance of the project led by Yamada. Moreover, there seem to be some cultural differences in the way they communicate. E...Starting at €8.20
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Koji Yamada in India (D): Managing an India-Japan Joint Venture (Chinese Version)
Saka, Fuyuki; Lee, Yih-Teen; Almandoz, John; Cheely, MichaelCase DPO-350-ZHLeadership and People ManagementKoji Yamada, from Japan, needs to implement a revenue enhancement project (REP) in India in a JV formed by two important players from Japan and India. However, he encounters challenges in getting a clear commitment from his Indian counterparts, who feel that they know more about the Indian market and are not convinced by the relevance of the project led by Yamada. Moreover, there seem to be some cultural differences in the way they communicate. E...Starting at €5.74
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Koji Yamada in India (A): Managing an India-Japan Joint Venture (Chinese Version)
Saka, Fuyuki; Cheely, Michael; Lee, Yih-Teen; Almandoz, JohnCase DPO-347-ZHLeadership and People ManagementKoji Yamada, from Japan, needs to implement a revenue enhancement project (REP) in India in a JV formed by two important players from Japan and India. However, he encounters challenges in getting a clear commitment from his Indian counterparts, who feel that they know more about the Indian market and are not convinced by the relevance of the project led by Yamada. Moreover, there seem to be some cultural differences in the way they communicate. E...Starting at €8.20