Search results
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Recupera, S.A.
Pancorvo, JorgeCase PAD-P-C-343Service and Operations ManagementDardo López-Dolz, propietario del negocio y persona emprendedora, afronta varias decisiones para conseguir que su empresa siga creciendo. Sin embargo, la naturaleza del servicio parte de una anomalía de las transacciones de compraventa: un deudor que no cumple sus obligaciones según lo convenido. La demanda tiene un comportamiento irregular, con expedientes de cobranza que varían según cada caso, y con exigencias operativas distintas por cad...Starting at €8.20
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Ethical Leadership Then and Now
W. Glenn Rowe; Nicole Davey MakrisArticle IVEY-9B15TF05-ELeadership and People ManagementToday’s business leaders are scrutinized like never before, and not just for their ability to lead organizations to financial success. The pressure is on for CEOs to adhere to accepted values. Thanks to social media, leadership behaviour is constantly monitored by a public ready to share news of transgressions. As a result, the price for departing from expected behaviour is steep for both leaders and organizations. But does following the standard...Starting at €8.20
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Starbucks, Howard Schultz, and the Trump Effect
W. Glenn Rowe; Ken MarkCase IVEY-9B19M117-EStrategyAfter the former chief executive officer (CEO) of U.S.-based Starbucks started to voice his political opinions in September 2016, both Starbucks and the CEO faced backlash. As the CEO and former chairman of a large company, he may have felt entitled to voStarting at €8.20
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A Non-Traditional Female Entrepreneur (B)
W. Glenn Rowe; Yeh-Yun (Carol) LinCase IVEY-9B11M017-EStrategyThis case is a supplement to A Non-Traditional Female Entrepreneur (A).Starting at €5.74
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Fortis Inc. and the $11.8 Billion ITC Decision - Teaching Note
Rod E. White; W. Glenn Rowe; Selena Shannon PritchardTeaching Note IVEY-8B18M020-EStrategyTeaching note for product 9B18M020.Starting at €0.00
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Carmichael Outreach: A New Leader Takes Charge - Teaching Note
W. Glenn Rowe; Sean TuckerTeaching Note IVEY-8B13C018-ELeadership and People ManagementTeaching note for product 9B13C018.Starting at €0.00
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Reflections on Lessons Learned in the Canadian Navy
W. Glenn RoweArticle IVEY-9B10TE08-EStrategyThere may be no better training ground for being a good leader than the armed forces. This Ivey professor served in the Canadian Navy and the lessons he learned more than 20 years ago have guided his own life and his approach to teaching leadership. Readers will learn what those valuable lessons are in this article.Starting at €8.20
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Coke and Pepsi in 2010 (Spanish version)
Yoffie, David B.; Kim, ReneeCase HBS-713S14StrategyCoke and Pepsi in 2010' case examines the industry structure and competitive strategy of Coca-Cola and Pepsi over 100 years of rivalry. The most intense battles of the cola wars were fought over the $74 billion CSD industry in the United States, where the average American consumes 46 gallons of CSD per year. In a "carefully waged competitive struggle," from 1975 to the mid-1990s, both Coke and Pepsi had achieved average annual growth of around 1...Starting at €8.20
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The Art of Managing Complementors (Spanish version)
Yoffie, David B.; Kwak, MaryArticle HBS-R0609EStrategyhard power (inducements or coercion to get what you want) and soft power (persuasion through indirect means to get others to want what you want). The authors explain how to build both hard power and soft, illustrate the strengths and limits of each, and offer guidelines for choosing one over the other. Conflict among complementors is inevitable, but together, hard and soft power can help companies manage the dark side of complementor relationshi...Starting at €8.20
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What's Your Google Strategy? (Spanish version)
Hagiu, Andrei; Yoffie, David B.Article HBS-R0904FStrategy(1) Whether to play with existing MSPs, build their own platform, or do both; (2) once they've concluded that at least one third-party MSP can benefit their business, deciding how many to join; and (3) figuring out how to play - that is, which features or services they should adopt and which they should reject in order to maintain their company's competitive advantage. Some companies that lack the power to influence an MSP's actions may have few...Starting at €8.20