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[Luis Angel G]
€36.76

ISBN: 9788447030521

Edition: 4 th (2008) | Pages: 386 Almost essential to complement the book "Strategic Management of the Company. Theory and Applications", comes this fourth edition of the book "Cases in Strategic Management Company" with the aim of collecting the business world as a practical application of the theoretical Strategic Management. To achieve this goal, with each eligible company has investigated a particular aspect of the general model. In any case, the selected companies are always Spanish, all widely known, which allows the reader a greater familiarity and proximity to the cases presented. The relatively wide range of cases presented offers the possibility to consider issues, variables and behaviors very different from one another, carried out by different companies and covering almost all major parts of the theoretical model. In short, this text aims to provide adequate support for understanding the strategic behavior of some of our best companies, from the educational point of view, provide a practical interpretation of the model of Strategic Management and, from the point of view managerial or professional expert, provide information to improve their regular activity. Learn more about this book at: www.guerraynavas.es Contents CASE 1: CORPORATE GOVERNANCE IN INDRA, by Ana María Romero Martínez 1.1. INTRODUCTION: ORIGIN AND STATUS OF INDRA 1.2. IMPORTANCE OF CORPORATE GOVERNANCE PRACTICES IN INDRA 1.3. OWNERSHIP STRUCTURE OF THE COMPANY 1.4. GOVERNMENT AND CORPORATE MANAGEMENT 1.4.1. Shareholders 1.4.2. Governing Body 1.4.3. Committees of the Board of Directors 1.4.4. Senior Management 1.5. REMUNERATION OF DIRECTORS AND SENIOR MANAGEMENT 1.5.1. Directors 1.5.2. Senior Executives 1.5.3. Indemnification clauses and non-competition commitments QUESTIONS ABOUT THE EVENT SOURCES OF FURTHER INFORMATION CASE 2: SHIPYARD SPANISH: THE LONG HISTORY OF A CRISIS, by Susan M. García Moreno 2.1. INTRODUCTION 2.2. INTEGRATION OF THE CIVIL AND MILITARY SHIPBUILDING: BUILDING IZAR 2.3. SEGREGATION OF CIVIL AND MILITARY SHIPBUILDING 2.3.1. IZAR Framework Agreement 2.3.3. The process of selling assets IZAR 2.4. BUILDING NAVANTIA QUESTIONS ABOUT THE EVENT REFERENCES SOURCES OF FURTHER INFORMATION CASE 3: IBERDROLA, an ethical and social levels, Pedro López Sáez 3.1. ORIGIN AND HISTORY OF IBERDROLA 3.2. ETHICS, VISION AND VALUES 3.3. SOCIAL RESPONSIBILITY: COMMITMENT IBERDROLA 3.3.1. The commitment to the people: The team 3.3.2. The commitment to shareholders and the financial community 3.3.3. The commitment to customers and suppliers 3.3.4. The commitment to society 3.3.5. The commitment to the environment QUESTIONS ABOUT THE EVENT SOURCES OF FURTHER INFORMATION CASE 4: RIOJA: A CENTENARY INDUSTRIAL DISTRICT AROUND THE WINE, by Pilar Vargas Montoya 4.1. INTRODUCTION: THE RIOJA DOCa 4.2. INDUSTRIAL DISTRICT OF RIOJA 4.2.1. Winegrowers 4.2.2. Wineries 4.2.3. Auxiliary Enterprises 4.2.4. Other institutions 4.3. COLLECTIVE MARK RIOJA 4.4. WINE TOURISM QUESTIONS ABOUT THE EVENT SOURCES OF FURTHER INFORMATION CASE 5: THE INDUSTRY OF GOODS BY ROAD, by M ª Carmen Díaz Martín 5.1. INTRODUCTION 5.2. INDUSTRY DEFINITION 5.3. BASIC COMPETITIVE FORCES 5.3.1. Intensity of competition 5.3.2. Potential competitors 5.3.3. Substitutes 5.3.4. Bargaining power of suppliers 5.3.5. Bargaining power of customers QUESTIONS ABOUT THE EVENT REFERENCES SOURCES OF FURTHER INFORMATION CASE 6: COMPETITION IN THE TRANSPORTATION INDUSTRY HEALTH, by Antonio Montero Navarro 6.1. INTRODUCTION: THE PROVISION OF TRANSPORT IN SPAIN HEALTH 6.2. AN OVERVIEW OF COMPETITION IN THE INDUSTRY 6.2.1. The supply of medical transport services 6.2.2. The demand for medical transport 6.3. BUSINESS MODELS IN THE HEALTH TRANSPORT 6.3.1. The main competitive variables 6.3.2. Business models: different types of companies QUESTIONS ABOUT THE EVENT REFERENCES SOURCES OF FURTHER INFORMATION CASE 7: Updated June 2000CAMPOFRÍO, LEADERSHIP IN THE MEAT INDUSTRY, Jose Emilio Navas Lopez and Luis Ángel Martín Wars 7.1. INTRODUCTION: ORIGIN OF THE COMPANY 7.2. ANALYSIS OF MEAT PRODUCTS INDUSTRY 7.3. INTERNAL ANALYSIS 7.3.1. Mission, Vision and Values 7.3.2. Productive area 7.3.3. Technological Area 7.3.4. Business Area 7.3.5. Financial area 7.3.6. HR Area 7.3.7. Management style 7.4. INTERNATIONAL EXPANSION 7.4.1. International position in 2007 7.4.2. The process of "return" QUESTIONS ABOUT THE EVENT SOURCES OF FURTHER INFORMATION CASE 8: BANKINTER, A MODEL OF MEASURING INTANGIBLES, by Gregorio Martín de Castro 8.1. INTRODUCTION 8.2. MEASUREMENT OF INTELLECTUAL CAPITAL 8.2.1. Human capital 8.2.2. Structural capital 8.2.3. Relational capital 8.3. INTELLECTUAL CAPITAL MANAGEMENT: PEOPLE, TECHNOLOGY, CULTURE AND BRAND REPUTATION QUESTIONS ABOUT THE EVENT REFERENCES SOURCES OF FURTHER INFORMATION CASE 9: ADESLAS And SANITAS, COMPETING IN PRIVATE HEALTH, by María Sacristán Navarro 9.1. INTRODUCTION: THE PRIVATE HEALTH INDUSTRY 9.2. INDUSTRY ANALYSIS 9.3. COMPETITIVE STRATEGIES IN THE INDUSTRY 9.3.1. Adeslas competitive strategy 9.3.2. Sanitas competitive strategy QUESTIONS ABOUT THE EVENT REFERENCES SOURCES OF FURTHER INFORMATION CASE 10: FLEX AND PIKOLIN: LEADERS DO NOT REST, by Fernando E. García Muiña 10.1. INTRODUCTION: THE MARKET BREAK IN SPAIN 10.2. TWO BUSINESS MODELS AND ONE GOAL: THE LEADERSHIP 10.2.1. Historical evolution of competition between Flex and Pikolin 10.2.2. The group's strategy Flex 10.2.3. The group's strategy Pikolin QUESTIONS ABOUT THE EVENT REFERENCES SOURCES OF FURTHER INFORMATION CASE 11: TECHNOLOGY STRATEGY IN PHONE, Emilio Álvarez Suess 11.1. INTRODUCTION 11.2. CORPORATE STRATEGY TELEPHONE TECHNOLOGY 11.2.1. Telefónica R D 11.2.2. The innovation model of the Telefónica Group 11.3. PHONE STRATEGY IN THE WIRELESS INDUSTRY 11.3.1. Analog mobile phone to mobile 3G and "beyond." 11.3.2. Telefónica's strategy in the mobile phone industry in Spain QUESTIONS ABOUT THE EVENT SOURCES OF FURTHER INFORMATION CASE 12: PRISA, DIVERSIFIED COMMUNICATIONS GROUP, Luis Angel Wars Martín and José Emilio Navas López 12.1. INTRODUCTION: THE GRUPO PRISA 12.2. PRISA GROUP ORGANIZATION FOR BUSINESS UNITS 12.2.1. Press 12.2.2. Radio 12.2.3. Audiovisual 12.2.4. Education and Training 12.2.5. Digital Internet 12.2.6. Sales, Marketing and Advertising 12.2.7. Other activities 12.3. CORPORATE CENTER QUESTIONS ABOUT THE EVENT SOURCES OF FURTHER INFORMATION CASE 13: Inditex, SPANISH FASHION vertically integrated by Isabel Díez Road 13.1. INTRODUCTION: GROWTH AND BASIC FACTS 13.2. FEATURES OF THE TEXTILE-APPAREL 13.3. RAW MATERIAL TO THE STORE INDITEX 13.3.1. Design 13.3.2. Manufacture and supply 13.3.3. Logistics 13.3.4. Shops QUESTIONS ABOUT THE EVENT REFERENCES SOURCES OF FURTHER INFORMATION CASE 14. KELME, DRAINAGE AFTER A CRISIS, by José Ángel Zúñiga Vicente 14.1. INTRODUCTION 14.2. SHOE INDUSTRY IN SPAIN 14.2.1. A brief ray of industry 14.2.2. Major market segments 14.3. KELME DEVELOPMENTS: CONSOLIDATION IN THE 80 AND 90 14.3.1. Creating a brand image and focus on innovation 14.3.2. International expansion and entry into new business 14.4. KELME CRISIS 14.5. BRAND REVITALIZATION QUESTIONS ABOUT THE EVENT REFERENCES SOURCES OF FURTHER INFORMATION CASE 15: GROUP URALITA, diversification and restructuring of business, by Miguel Blanco Callejo 15.1. INTRODUCTION: THE FIRST SUCCESSFUL hostile takeover IN THE SPANISH MARKET 15.2. DIVERSIFICATION STRATEGY GROUP URALITA 15.3. THE RESTRUCTURING OF THE GROUP BUSINESS PORTFOLIO URALITA 15.3.1. The restructuring process 15.3.2. Business portfolio restructuring and value creation QUESTIONS ABOUT THE EVENT SOURCES OF FURTHER INFORMATION CASE 16: BBVA, the bank's merger with Argentaria BILBAO VIZCAYA, by María Concepción García Gómez 16.1. INTRODUCTION: THE BIG BANK MERGERS IN SPANISH 16.2. CHARACTERISTICS AND OBJECTIVES OF THE MERGER 16.3. MANAGEMENT OF THE MELTING PROCESS 16.3.1. Financial terms of the integration 16.3.2. Organizational and cultural integration 16.3.3. Production integration 16.3.4. Problems of competition BBVA 16.4 BASIC INFORMATION QUESTIONS ABOUT THE EVENT SOURCES OF FURTHER INFORMATION CASE 17: PARTNERSHIPS WITH SUPPLIERS OF MERCADONA, by María Ángeles Montoro Sanchez 17.1. INTRODUCTION 17.2. BUSINESS MODEL MERCADONA 17.3. MERCADONA AND RELATIONSHIP WITH SUPPLIERS 17.3.1. Mercadona and its suppliers 17.3.2. Evolving relationship with its integrated Markets 17.4. FUTURE PROSPECTS QUESTIONS ABOUT THE EVENT REFERENCES SOURCES OF FURTHER INFORMATION CASE 18: FREIXENET, a family company with an international focus, by Maria de Guadalupe García Rico 18.1. INTRODUCTION: THE BEGINNINGS OF THE GROUP 18.2. DEVELOPMENT COMPANY 18.3. THE INTERNATIONALISATION FREIXENET 18.4. COMPETITIVE ADVANTAGES AND STRATEGIES GROUP 18.5. STRATEGIES AND FUTURE CHALLENGES QUESTIONS ABOUT THE EVENT SOURCES OF FURTHER INFORMATION CASE 19: THE STRATEGIC AND ORGANIZATIONAL CHANGE IN Post Office, by Eva María Mora Valentín 19.1. INTRODUCTION: EVOLUTION OF THE COMPANY 19.2. STRATEGIC PLANNING FOR ADAPTATION TO NEW ENVIRONMENT: 1998-2000 and 2001-2003 19.2.1. Strategic Plan 1998-2000: Plan shock to initiate change 19.2.2. Strategic Plan 2001-2003: Restructuring and Change 19.3. STRATEGIC PLAN 2004-2006: Consolidating Change 19.4. THE FUTURE OF THE COMPANY: FORECASTS QUESTIONS ABOUT THE EVENT SOURCES OF FURTHER INFORMATION CASE 20: THE STRATEGIC PLANNING AND CONTROL IN PARADORES, by Miriam Delgado Verde 20.1. INTRODUCTION: THE ORIGINS AND EVOLUTION OF PARADORES 20.2. STRATEGIC PLANNING: THE STRATEGIC PLAN 2004-2008 20.2.1. The economic context 20.2.2. The company's internal analysis 20.2.3. The strategic guidelines and objectives 20.2.4. Projects DGs 20.3. STRATEGIC CONTROL: THE FIRST REVIEW OF STRATEGIC PLAN 2004-2008 QUESTIONS ABOUT THE EVENT SOURCES OF FURTHER INFORMATION CASE 21: CORTEFIEL, TEXTILE DISTRIBUTION WITH MARK, Jose Emilio Navas Lopez and Luis Ángel Martín Wars 21.1. INTRODUCTION: ORIGIN OF THE COMPANY 21.2. ANALYSIS OF THE DISTRIBUTION OF THE TEXTILE INDUSTRY 21.3. INTERNAL REVIEW OF THE COMPANY 21.4. DEVELOPMENT STRATEGIES 21.4.1. The field of activity: differentiation between segments 21.4.2. Vertical integration and partnership with suppliers 21.4.3. Diversification strategy 21.4.4. Internationalization strategy QUESTIONS ABOUT THE EVENT REFERENCES SOURCES OF FURTHER INFORMATION CASE 22: Updated May 2 EL CORTE INGLES, LEADER OF THE DISTRIBUTION IN SPAIN, Luis Angel Wars Martín and José Emilio Navas López 22.1. INTRODUCTION: ORIGIN OF THE COMPANY 22.2. INTERNAL ANALYSIS 22.2.1. Commercial and logistics 22.2.2. System management and staff area 22.2.3. Financial area and ownership 22.3. CORPORATE STRATEGIES 22.3.1. Field of activity: major group companies 22.3.2. Development directions 22.3.3. Development Methods 22.3.4. Internationalization strategy QUESTIONS ABOUT THE EVENT REFERENCES SOURCES OF FURTHER INFORMATION BRIEF CASES CB.1: ownership and governance structure in Fomento de Construcciones y Contratas (FCC) CB.2: The problem of minority shareholders: the valuation of the English Court CB.3: Conflict of interest on the newsstands in Madrid CB.4: Acciona, pioneers in Sustainable Development CB.5: The industrial district of the ceramic tile CB.6: The retail distribution of household appliances in Spain CB.7: The "spell" La Bruja de Oro CB.8: internal management talent Indra CB.9: Competitive strategies in retailing of food products CB.10: novels to editorial letter SM CB.11: The Alfa Sewing Machine CB.12: Innovation in Bodegas Sánchez Romate CB.13: The technological standard of High Definition DVD CB.14: Mutua Madrilena Developing Driver CB.15: The business model of Port Aventura CB.16: The business portfolio of the tour group Globalia CB.17: The restructuring of the business portfolio in Antena 3 CB.18: Buying Abengoa Dedini Agro CB.19: The alliance between Codere and William Hill CB.20: The internationalization of Inditex CB.21: International agreements operating in the Real Madrid brand name CB.22: The organizational structure of Telefónica CB.23: Repsol's strategic plan 2008-2012


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This product was added to our catalog on Saturday 09 October, 2010.
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