Search results
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Kola Real: La expansión internacional
Ferré, Miguel; Natividad, GabrielCase PAD-DG-C-406EntrepreneurshipDescribe el caso de la internacionalización de una empresa peruana en varios países de la región, partiendo de unos modestos inicios en Ayacucho (1988). Se puede discutir la similitud o diferencias en la forma de nacer según el contexto de cada país.Starting at €8.20
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Intrigue Media: Growing the Video Advertising Network - Teaching Note
June Cotte; Ken MarkTeaching Note IVEY-8B20A023-EMarketingTeaching note for product 9B20A023.Starting at €0.00
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Native Deodorants: Sell or Swell
June Cotte; Toshaan HarjaiCase IVEY-9B20A073-EEntrepreneurship, MarketingThe founder and chief executive officer (CEO) of the direct-to-consumer deodorant startup Native Deodorant (Native) had grown the brand to one million active users in about two years. The company was founded in 2015 in San Francisco and had disrupted theStarting at €8.20
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Burberry's New Challenges
June Cotte; Marta JarosinskiCase IVEY-9B17A014-EMarketing, StrategyIn 2014, Burberry’s new chief executive officer was facing a changing environment and digital disruption in the luxury fashion industry. The Burberry brand image had improved considerably over the past decade. However, several changes within the fashion wStarting at €8.20
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A New Framework (Spanish version)
Kaplan, Robert S.; Mikes, AnetteArticle HBS-R1206BStrategyRisk management is too often treated as a compliance issue that can be solved by drawing up lots of rules and making sure that all employees follow them. Many such rules, of course, are sensible and do reduce some risks that could severely damage a company. But rules-based risk management will not diminish either the likelihood or the impact of a disaster such as Deepwater Horizon, just as it did not prevent the failure of many financial institut...Starting at €8.20
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The Holland Sweetener Co. vs. NutraSweet (A) (Spanish version)
Brandenburger, Adam; Costello, Maryellen; Kou, JuliaCase HBS-703S15StrategyThe NutraSweet Co. has very successfully marketed aspartame, a low-calorie, high-intensity sweetener, around the world. NutraSweet's position was protected by patents until 1987 in Europe, Canada, and Japan, and until the end of 1992 in the United States. The case series describes the competition that ensued between NutraSweet and the Holland Sweetener Co. (HSC) following HSC's entry into the aspartame market in 1987. Describes the subsequent mov...Starting at €8.20
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La amarga competencia entre Holland Sweetener Company y NutraSweet (G)
Brandenburger, Adam; Costello, Maryellen; Kou, JuliaCase HBS-703S21StrategyComplementa el caso (A).Starting at €8.20
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Managing Risks: A New Framework
Kaplan, Robert S.; Mikes, AnetteArticle HBS-R1206B-EStrategyRisk management is too often treated as a compliance issue that can be solved by drawing up lots of rules and making sure that all employees follow them. Many such rules, of course, are sensible and do reduce some risks that could severely damage a company. But rules-based risk management will not diminish either the likelihood or the impact of a disaster such as Deepwater Horizon, just as it did not prevent the failure of many financial institut...Starting at €8.20
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Revenue Management (Spanish version)
Dhebar, Anirudh; Brandenburger, AdamCase HBS-117S09StrategyBegins with a description of the elements of post-deregulation competition in the commercial airline industry. This should facilitate a discussion of the use of quantitative methods to support a broad range of tactical and strategic airline decisions. The principal thrust of the case is on revenue management. First, there is a description of the principal pricing concepts, followed by two examples of pricing decisions facing American. Next, there...Starting at €8.20
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Hanson Production: Pricing for Opening Day
June Cotte; Peter FamigliettiCase IVEY-9B10A011-EMarketingThe president of production at Hanson Productions, an off-Broadway production company, was faced with the same situation for every Broadway production: where to locate, how many seats, what to charge and how to promote and market the production. There are three separate venues, with three separate value propositions to the studio, case and audience. While bigger means more seats and more revenue for each show, there is a capacity percentage that ...Starting at €8.20