This website uses technical, customisation and analytical cookies, both first-party and third-party, to anonymously facilitate browsing and analyse statistics on use of the website. Learn more
Search results
-
Five Keys That Will Make or Break Your Business
Kuemmerle, WalterArticle ART-2712-EEntrepreneurship, StrategyWhy do some entrepreneurial enterprises and business ideas thrive in some countries but not in others? Context, says the author, is key. Drawing on research of 51 enterprises in more than 20 countries, the author identifies five dimensions of the archetypical entrepreneurial society that increase the likelihood that ventures will be started and a higher proportion will flourish, not just growing domestically but expanding internationally. But don...Starting at €8.20
-
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
-
Chemical Bank: la implantación del cuadro de mando integral
Kaplan, Robert S.; Klein, NormanCase HBS-106S09Accounting and ControlLa división de banca minorista de Chemical Bank se enfrenta a la disminución de los márgenes y el aumento de la competencia en su reunión de crédito y de depósito y el procesamiento de los negocios. Desea aplicar una nueva estrategia para convertirse en un proveedor de servicios financieros preferido a grupos de clientes objetivo. La división se adapta el cuadro de mando integral para clarificar y comunicar la nueva estrategia e identificar los f...Starting at €8.20
-
For the Last Time: Stock Options Are an Expense (Spanish version)
Bodie, Zvi; Kaplan, Robert S.; Merton, Robert C.Article HBS-R0303DAccounting and ControlShould stock options be recorded as an expense on a company's income statement and balance sheet, or should they remain where they are, relegated to footnotes? The authors believe the case for expensing options is overwhelming. In this article, Nobel laureate Robert Merton, one of the inventors of the Black-Scholes option-pricing model; his co-author on the classic textbook Finance, Zvi Bodie; and Robert Kaplan, creator of the Balanced Scorecard,...Starting at €8.20
-
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
-
NEC: A New R&D Site in Princeton (Spanish Version)
Kuemmerle, Walter; Kobayashi, KiichiroCase HBS-803S03Service and Operations ManagementEn 1992, Daizburo Shinoda, un alto director de I + D en el NEC, tiene que lidiar con un tema de la sucesión con respecto a la dirección del sitio de I + D de NEC en Princeton, Nueva Jersey en decidir a quién nombrar como el próximo líder del NEC D sitio extranjero más importante de investigación y, Shinoda tiene a considerar una serie de factores: la estrategia global de la empresa de NEC, la historia del sitio de Princeton, y las limitaciones de...Starting at €8.20
-
Fast-Track Profit Model: Creating the New Due-Diligence Process for Mergers and Acquisitions
Kaplan, Robert S.; Anderson, Steven R.Book Chapter HBS-2228BC-EAccounting and ControlIn this chapter, the authors demonstrate how to quickly build a simple Time-Driven Activity-Based Costing model for assessing the attractiveness of a company being considered for acquisition. Using this model during the due-diligence process enables a prospective buyer to identify where profit opportunities exist, how they can be captured, their cost and impact, and whether the organization has the capacity to execute. This chapter is excerpted ...Starting at €8.20
-
Kemps LLC: Handling Product, Distribution, and Customer Variety
Kaplan, Robert S.; Anderson, Steven R.Book Chapter HBS-2230BC-EAccounting and ControlThis chapter illustrates comprehensive, enterprise-wide implementation of Time-Driven Activity-Based Costing projects using the case of Kemps LLC. This chapter is excerpted from "Time-Driven Activity-Based Costing: A Simpler and More Powerful Path to Higher Profits."Starting at €8.20
-
Global Insurance Company Private Client Group: Forecasting Key Employee Staffing Levels--The Benefits of Time-Driven Activity-Based Costing
Kaplan, Robert S.; Anderson, Steven R.Book Chapter HBS-2237BC-EAccounting and ControlThe Private Client Group of Global Insurance (disguised) experienced explosive growth and turned to time-driven activity-based budgeting to help plan for future resource capacity. Within this chapter, the case study describes how to integrate a staffing forecast system with the enterprise-wide business planning, budgeting, and forecasting system, and how to apply TDABC to budget and forecast resource consumption. This chapter is excerpted from "...Starting at €8.20
-
Jackson State University: Introducing Business Concepts into Education--The Benefits of Time-Driven Activity-Based Costing
Kaplan, Robert S.; Anderson, Steven R.Book Chapter HBS-2241BC-EAccounting and ControlAs CEOs of universities and other nonprofits become more publicly accountable for their costs and performance, having a TDABC model of their resource demands provides them with a powerful tool for guiding expansion plans, determining service levels, and managing budgets. This chapter looks at Jackson State University and its application of TDABC in a nonprofit setting. This chapter is excerpted from "Time-Driven Activity-Based Costing: A Simpler...Starting at €8.20