Search results
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LinkedIn (A) (Spanish version)
Piskorski, Mikolaj JanCase HBS-711S07StrategyIn the summer of 2005, LinkedIn, a two-year-old start-up, was choosing between two options to monetize its 5 million business people network. Members could contact each other through trusted intermediaries on the network to offer or seek jobs, consulting engagements, expertise, and financing. The company had outpaced its competitors by building the most populous online business network, but it had little revenue to show its investors. The first r...Starting at €8.20
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Facebook (Spanish version)
Piskorski, Mikolaj Jan; Eisenmann, Thomas R.; Chen, David; Feinstein, Brian; Smith, AaronCase HBS-810S15EntrepreneurshipAs Facebook topped one billion monthly users in October 2012, the online social network continued to face questions about how best to monetize its surging traffic. The company could invest further in new advertising products, which represented the majority of the revenue thus far, or concentrate on the Facebook Platform and help third-party developers create and distribute their own applications. After a highly anticipated yet largely disappointi...Starting at €8.20
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Organization 2005 (A) (Spanish version)
Piskorski, Mikolaj Jan; Spadini, Alessandro L.Case HBS-710S05StrategyIn response to a huge crisis in 2000, the new CEO of Procter & Gamble has to decide whether to continue with an unusual organizational design or to revert to the old matrix organization. Describes all the organizational designs used by Procter & Gamble from the 1920s onward, including geographic, product, and matrix architectures. Market development organizations, global business units, and global business services unit, each of which is heavily ...Starting at €8.20
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LinkedIn (B) (Spanish Version)
Piskorski, Mikolaj JanCase HBS-711S08StrategyComplementa el caso (A). Un resumen no está disponible para este producto.Starting at €5.74
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Programa Mujeres y Desarrollo Económico Local (MyDEL): Apoyo a Mujeres Emprendedoras en la Base de la Pirámide
Benetti, Sara; Schill, Ryan; Cátedra René Morales Carazo de EmprendimientoCase INCAE-31220_SDecision AnalysisEl Programa Mujeres y Desarrollo Económico Local (MyDEL) surgió como una iniciativa de promoción del desarrollo entre la cooperación italiana y el Fondo de Desarrollo de las Naciones Unidas para la Mujer, UNIFEM (hoy ONU mujeres), en el marco de promoción del desarrollo local a nivel de América Latina. el objetivo general del programa era ¿contribuir a la construcción de igualdad de género y combate de la pobreza, reconociendo y promoviendo el em...Starting at €8.20
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Zopa: el poder del préstamo de persona a persona
Piskorski, Mikolaj Jan; Fernandez-Mateo, Isabel; Chen, DavidCase HBS-712S02StrategyZopa, una compañía de préstamos peer-to-peer basado en Reino Unido se, conectado prestamistas y prestatarios individuales a través de una interfaz en línea. La empresa cobrará una pequeña cuota para las transacciones de préstamo completa, pero no se ha vuelto un beneficio. Zopa ofreció dos plataformas, mercados y anuncios. Mercados era un sistema automatizado que ensambla los préstamos mediante la combinación de ofertas de préstamos más bajas de ...Starting at €8.20
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Procter & Gamble: Organización 2005 (B)
Piskorski, Mikolaj Jan; Spadini, Alessandro L.Case HBS-714S17StrategyComplementa el caso (A). Un resumen no está disponible para este producto.Starting at €5.74
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Choosing Corporate and Global Scope (Spanish version)
Piskorski, Mikolaj JanCase HBS-715S05StrategyIntroduces students to the study of corporate strategy, while providing an overview framework for understanding international strategy. Focuses on questions of scope and ownership. Examines both horizontal and vertical integration. Underscores the point that economies of scope, or the existence of relationship-specific investments, are insufficient to explain effective corporate strategy unless there are important obstacles to contractual solutio...Starting at €8.20
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Social Strategy at Nike (Spanish version)
Piskorski, Mikolaj Jan; Johnson, RyanCase HBS-716S13StrategyNike, which first started experimenting with social media and networking in 2004, has been consistently reducing its spending on traditional advertising. Yet, Nike has not pulled back on its overall marketing budget, instead opting to focus on "nontraditional" advertising through new mediums. In doing so, the team hoped to build online communities to foster a closer relationship with its consumers. By 2012 Nike had committed to a social strategy ...Starting at €8.20