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Cómo gestionar una crisis antes de sufrirla
González Herrero, AlfonsoArticle ART-2270MarketingNo hay sector ni empresa inmune a las crisis. Los accidentes, las huelgas o los problemas derivados de Internet, como el robo de datos, pueden dañar la reputación de las empresas. El impacto final de una crisis sobre la reputación y la cuenta de resultados depende, en gran medida, del modo en que la empresa afectada gestiona la comunicación con sus grupos de interés y de cómo circula la información a través de los medios de comunicación tradicio...Starting at €8.20
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How to Manage a Crisis Before It Hits
González Herrero, AlfonsoArticle ART-2270-EMarketingNo industry or company is safe from crisis. Every company's reputation is potentially vulnerable to accidents, strikes, cyberattacks or data theft. How well a firm's reputation and balance sheet hold up in a crisis will depend on how well the firm communicates with stakeholders and with traditional and online media. The old-style approach to crisis management was reactive: Companies hoped that nothing would go wrong and that, if it did, managemen...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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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 (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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Utilícese en caso de crisis
Rerup, Claus; González Herrero, Alfonso; Pin Arboledas, José Ramón; Schwartz, Mark S.; Cragg, Wesley; Hoffman, W. MichaelDossier DOS-15Business Ethics and Corporate Social Responsibility, Leadership and People Management, Marketing, StrategyAunque planifiquemos, nadie está a salvo de las crisis. Hay que prepararse para gestionarlas antes, durante y después.Starting at €15.00
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Lifesaving Tools for Crisis Management
Rerup, Claus; González Herrero, Alfonso; Pin Arboledas, José Ramón; Schwartz, Mark S.; Cragg, Wesley; Hoffman, W. MichaelDossier DOS-15-EBusiness Ethics and Corporate Social Responsibility, Leadership and People Management, Marketing, StrategyWhen a crisis flares up, nobody is safe. This dossier will help you to manage crises better – before, during and after.Starting at €15.00
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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