IESE (España)
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Consejos para cultivar el liderazgo global
Reiche, B. SebastianArticle ART-3096Leadership and People ManagementPese a la retórica de la antiglobalización, el trabajo transfronterizo está creciendo. El problema es que no resulta sencillo para las multinacionales preparar a sus empleados para puestos de liderazgo global o cubrir las asignaciones internacionales vacantes. El brexit es un buen pretexto para que el CEO sitúe entre sus prioridades la movilidad y la gestión del talento. Los riesgos se multiplican para las empresas con poca experiencia en ...Starting at €8.20
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Tips for Nurturing Global Leadership Talent
Reiche, B. SebastianArticle ART-3096-ELeadership and People ManagementDespite anti-globalization rhetoric to the contrary, cross-border work is increasing, and multinationals are struggling not only to prepare their employees for global leadership responsibilities but to fill the number of international assignments available. Brexit is only the latest excuse for mobility and talent management to be at the top of the CEO agenda. For companies with limited experience in this area, the risks are multiplied. However, t...Starting at €8.20
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Intelligence partners: El proceso de ventas
Vila, VictorianoCase M-1315MarketingLos directivos de la compañía Intelligence Partners (IP) se cuestionan si el seguimiento que están haciendo actualmente de los clientes potenciales es adecuado y acorde con los recursos de los que disponen. Analizan con detalle su proceso de ventas con el objetivo de establecer criterios de mejora.Starting at €8.20
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Self-Diagnosis (A): Business Development at My Professional Service Firm
Villanueva, Julian; Vila, VictorianoCase MQ-1-EMarketingStarting at €8.20
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Clifford Chance Spain
Villanueva, Julian; Vila, VictorianoCase M-1353-ELeadership and People Management, Service and Operations Management, StrategyIn October 2016, Jaime Velázquez, managing partner of Clifford Chance in Spain ("CC"), was preparing for the monthly partners meeting. Although the firm had managed to successfully navigate the severe economic crisis and was now seeing solid growth, many dark clouds were approaching for the Spanish economy. For starters, the country had been without a government for almost a full year, after the political deadlock resulting from the second genera...Starting at €8.20
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Self-Diagnosis (B): The Sales Process at My Professional Service Firm
Villanueva, Julian; Vila, VictorianoCase MQ-2-EMarketingStarting at €5.74
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Vodafone España y su plan de grandes cuentas (A)
Ayala, Ignacio; Vila, Victoriano; Villanueva, JulianCase M-1191MarketingEl caso describe el programa de grandes cuentas globales de Vodafone y los principales problemas que se plantean en su implementación.Starting at €8.20
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Sinpasa (A)
Pons, J. M.; Segarra, José Antonio; Vila, VictorianoCase M-1016MarketingEl nuevo jefe de ventas de la zona norte de España de una empresa de suministros de papelería técnica se plantea cómo preparar su entrada a la vista de unos pobres resultados.Starting at €8.20
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Eagel, S.A.: La búsqueda del valor añadido
Miranda, E.; Nueno, José Luis; Vila, VictorianoCase M-903MarketingEn el verano de 1992, José Mª Julià, director general de Eagle, un VAR de Hewlett Packard, se plantea qué medidas adoptar para responder a la cada vez acuciante redistribución del valor añadido por parte de ese fabricante de ordenadores.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