Search results
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GAS GAS
García Pont, Carlos; García Solé, CarlosCase ASN-51-EEntrepreneurship, Marketing, StrategyKTM, an international leader in off-road motorcycles, proposed for GAS GAS to manufacture trial motorcycle models for its company. The brand, GAS GAS, which has 50% of the global trial motorcycle market, considers the strategic pros and cons of entering into this agreement.Starting at €8.20
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Turrones Artesanos del Mediterráneo (TAM)
García Pont, Carlos; Soler, EdiCase ASN-77-EAccounting and Control, EntrepreneurshipStarting at €8.20
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Internacionalización de Telefónica España, S.A.
Knief C.; García Pont, Carlos; Ricart, Joan EnricCase DG-1136Leadership and People Management, StrategyEl caso describe la competitividad y la estrategia del proveedor español de servicio de telecomunicación. Inicialmente, la compañía tenía un monopolio y operaba en el mercado español. Debido a la innovación tecnológica y a la desregulación del sector en muchos países, el entorno competitivo ha cambiado radicalmente. Esta nueva situación ha conducido a más competencia y a la aparición de compañías multinacionales. También se ha observado una proli...Starting at €8.20
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Real Club Deportivo Espanyol de Barcelona: Football Under the Shadow of the Pandemic
García Pont, Carlos; Rosenberg, MikeCase ASN-85-EDecision Analysis, MarketingDue to the outbreak of Sars-CoV-2, Spain's professional football teams were barred from playing and even training in the Spring of 2020. The Management of one of the clubs, El Espanyol, needs to decide if it should lower the player's salaries using a government-sponsored mechanism during the emergency.Starting at €8.20
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Aston Martin: A Second Century of Performance and Luxury
Krishnan, Vish V.; Lakhani, Karim R.; Migdal, AmramCase HBS-617033-EStrategyFollowing the March 2016 launch of DB11, Aston Martin Lagonda Ltd.'s first new sports car platform in over a decade, the case discusses the future strategy of the famed British luxury auto manufacturer. Since its founding in 1902, Aston Martin's has been characterized by leading automotive design of bespoke luxury vehicles. In 2016, CEO Andy Palmer faced decisions about the company's future direction in an automotive industry in the midst of a di...Starting at €8.20
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Internacionalización de Telefónica España, S.A. - Nota del Instructor
Ricart, Joan Enric; García Pont, Carlos; Knief C.Teaching Note DGT-15Leadership and People Management, Strategy(See case DG-1136)Starting at €0.00
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Alcatel-Lucent: Marketing the Cell Phone as a Mobile Wallet
Camacho, Nuno; Verniers, Isabel; García Pont, Carlos; Stremersch, StefanCase M-1279-EInformation Technologies, Innovation and Change, MarketingAlcatel-Lucent (ALU) was gearing up for the launch of a new business: mobile payment services. Mobile payment involves cash transactions between consumers and merchants or between consumers using their mobile phones. The emergence of a new technology in which ALU had strong expertise - near-filed communication (NFC) - represented a huge opportunity, as analysts expected the market for mobile payments to explode in the coming years. But to avoid p...Starting at €8.20
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Internacionalization of Telefónica España, S.A. - Teaching Note
Ricart, Joan Enric; García Pont, Carlos; Knief C.Teaching Note DGT-15-ELeadership and People Management, StrategyStarting at €0.00
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And Now What Do We Do?: Management Tensions at IASoft
García Pont, Carlos; Palencia, LuisCase ASN-97-EDecision AnalysisIASoft was founded in March 2001 for the purpose of designing and supplying high-performance IT solutions for the automation of industrial plants. The company was the brainchild of three skilled engineers from different backgrounds who had met through their work. They had detected a market opportunity in high quality customizations and adaptations of standard software packages for sophisticated clients. The CEO of IASoft, now in his 50s, was star...Starting at €8.20
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Uber: Competing Globally
MacKay, Alexander J.; Migdal, Amram; Masko, JohnCase HBS-720404-EStrategyThis case describes Uber's global market entry strategy and responses by regulators and local competitors. It details Uber's entry into New York City (United States), Bogot (Colombia), Delhi (India), Shanghai (China), Accra (Ghana), and London (United Kingdom). In each instance, the case includes information about Uber's strategy in that market, existing regulations on taxis and transportation in each market, the reactions of competitors and re...Starting at €8.20