• •  Dirección Estratégica

    El reto de pensar en global DOS-0005 

    Kusyk, Sophia; Mooij, Marieke de; Reiche, B. Sebastian; Sánchez-Runde Sánchez, Carlos; Steers, Richard M.

    IESE (España)

• El mundo se ha hecho más pequeño pero los retos son hoy más grandes. Necesitamos pensar sin fronteras. Este dossier incluye los siguientes artículos:
  ?Descubra qué hace vibrar a sus empleados?, de Richard M. Steers y Carlos Sánchez-Runde; ?Un traje a medida de cada cultura?, de Marieke de Mooij; ?Donde fueres? haz negocios con ética?, de Sophia Kusyk; ?Bienvenido, sr. Impatriado?, de Sebastian Reiche.
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• •  Dirección Estratégica

    The Power of Global Thinking DOS-0005-E 

    Kusyk, Sophia; Mooij, Marieke de; Reiche, B. Sebastian; Sánchez-Runde Sánchez, Carlos; Steers, Richard M.

    IESE (España)

• The world may be smaller, but the challenges are bigger. Managers need a new mindset that knows no bounds. This executive dossier includes the following
  articles: "Discovering What Makes Your Employees Tick" by Richard M. Steers and Carlos Sánchez-Runde; "Tailoring Your Strategy to Fit the Culture" by Marieke de Mooij; "Learning to Navigate the Rough Seas of Ethics" by Sophia Kusyk; "Welcoming the Value That Inpatriates Bring" by Sebastian Reiche.
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• •  Dirección Comercial

    The More People Want Something, the Less They'll Like It (Harvard Business Review Article) HBS-F1006E-E 

    Berinato, Scott; Khan, Uzma

    HBSP (USA)

• A new study found that denying people access to a product made them desire it more and work harder to get it-but also made them less satisfied with it.
  That has important implications for companies that do not meet the demand for their products.
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• •  Dirección Estratégica

    Keeping Your Colleagues Honest (Harvard Business Review Article) HBS-R1003K-E 

    Gentile, Mary C.

    HBSP (USA)

• Just promoted from the accounting group at headquarters, Jonathan is now the controller for a regional sales unit of a consumer electronics company-and
  he realizes in short order that the next quarter's sales are being reported early to boost bonus compensation. The group manager's silence suggests that this sort of thing has probably happened before. This may seem like a mundane accounting matter, but the consequences-in terms of carrying costs, distorted forecasting, compromised ethical culture, and even legal ramifications-are very serious. And except in extraordinarily well-run corporations, managers face situations like this all the time. You know something's wrong. You know you need to make it stop. But you don't necessarily know when to speak up, how to speak up, and, most important, how to be effective. Drawing on the author's research over the past four years, this article walks you through the rationalizations commonly used to justify unethical behavior-everything from "this is j
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• •  Dirección Estratégica

    Reestruturação da Cadeia de Fornecimento na Portugal Telecom (B) INSEAD-0029-PP 

    Almeida-Costa, Luis

    INSEAD (France)

• A primeria Parte do caso contém uma descrição pormenorizada da situação antes do início do projecto na PT. Permite aos estudantes prever problemas, identificar
  oportunidades, propor soluções e apoiar as propostas nela contidas, reportando-se à teoria relevante da análise de econmia, estratégia e negociação. A segunda Parte descreve as acções tomadas pela PT, o seu impacto em certo número de medidas operacionais (custo, tempo de entrada no mercado, etc.), assim como o motivo que fundamenta aquelas etapas. O carácter formativo fornece um plano de ensino e esboça as relações com o material teórico relevante da área da Economia, Estratégia e Análise de Negociação.
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  1. Precio por copia 6,25 €

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• •  Dirección Estratégica

    Diamond Foods HBS-510013-E 

    Bell, David E.; Shelman, Mary

    HBSP (USA)

• CEO Michael Mendes has transformed a grower-owned cooperative into a publicly traded top marketer of snack foods. Diamond's organization, culture, product
  development process, advertising and promotion strategy, and specifically its marketing department have been built "from the ground up" to address fundamental changes in retail structure and consumer behavior. Can the Diamond model be successfully applied to other food categories?
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• •  Dirección Comercial

    New York Life and Immediate Annuities HBS-510040-E 

    Gourville, John T.; Rotemberg, Julio J.

    HBSP (USA)

• By positioning Immediate Annuities as "guaranteed lifetime income," New York Life has built itself a $1.4 billion per year business by 2009. However,
  to make Immediate Annuities a mainstream financial product for retirees, New York Life must understand why many retirees are reluctant to buy them and many agents are reluctant to sell them.
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• •  Dirección Comercial

    The London 2012 Olympic Games HBS-510039-E 

    Bertini, Marco

    HBSP (USA)

• It's 2009 and Paul Williamson, Head of Ticketing, must finalize ticket prices for the 2012 London Olympic Games. Yet, there are many criteria to consider.
  First, given the importance of ticketing to the Games' bottom line, he has a strong incentive to maximize revenues. Second, because the entire world will be watching, he wants to maximize attendance--not just at the Opening Ceremony and swimming finals, which are easy sells, but also at events such as handball and table tennis, which are not. Third, he wants to fill seats with the right people--knowledgeable fans who add to the energy and atmosphere of the event. Finally, tickets had to be accessible not only to the world's elite but also to average Londoners, many of whom lived around the corner from the Olympic Park.
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• •  Dirección Estratégica

    The Female Economy (Harvard Business Review Article) HBS-R0909D-E 

    Sayre, Kate; Silverstein, Michael J.

    HBSP (USA)

• As a market, women represent an opportunity bigger than China and India combined. They control $20 trillion in consumer spending, and that figure could
  reach $28 trillion in the next five years. Women drive the world economy, in fact. Yet most companies do a remarkably poor job of serving them, a new study by the Boston Consulting Group reveals. BCG surveyed more than 12,000 women from a variety of geographies, income levels, and walks of life about their education, finances, homes, jobs, activities, interests, relationships, hopes, and fears, as well as their shopping behaviors and spending patterns. In this article, Silverstein and Sayre, two of the firm's partners, review highlights of the findings and explain the biggest opportunities. While any business would be wise to target female consumers, they say, the greatest potential lies in six industries: food, fitness, beauty, apparel, health care, and financial services. Address women's concerns effectively, and your company could see th
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• •  Dirección de Producción, Tecnología y Operaciones

    Understanding the Postrecession Consumer (Harvard Business Review Article) HBS-R0907P-E 

    Flatters, Paul; Willmott, Michael

    HBSP (USA)

• How will consumers behave as we emerge from this downturn? Though recessions differ in their causes, depth, and duration, it's possible to anticipate
  the way consumers will act by understanding their behavior and motivation in previous recessions and analyzing current trends. Flatters and Willmott trace the paths of eight trends as they entered the recession and project their trajectories into the recovery. The authors' analysis paints a picture of chastened new consumers who will seek simplicity in products and services; take companies' boardroom ethics into account in purchase decisions; pursue "discretionary" thrift (virtuous but not essential cost cutting); flit capriciously from brand to brand; make green consumption more a matter of reducing waste than purchasing premium products; and steer away from frivolous, extreme leisure experiences in favor of wholesome, authentic ones. Like their great-grandparents, who grew up in the Great Depression, young consumers today, the authors say,
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