Category: HBR Supply Chain Case Solutions

  • Marketing Reading Developing and Managing Channels of Distribution V Kasturi Rangan 2014

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  • DBS Transformation A Becoming a WorldClass Multinational Bank Sean Meehan Pallivathukkal Cherian Abraham 2017

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  • Enron Development Corp The Dabhol Power Project in Maharashtra India C Sarayu Srinivasan 1996

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    My name is Josep Tapies Miguel, I have 40 years’ experience, working in the same line of business as before, in ILUNION, a multinational corporation. This is a well-established company of global reach, with significant clients across all continents. ILUNION is a leader in its field, and with that status comes a tremendous responsibility, as we operate in areas such as telecommunications, energy, finance, and public services. The world faces various challenges and we need to adapt and evolve

    Problem Statement of the Case Study

    – My research: The global economy has undergone a major transformation during the past decade. Despite the positive impacts that globalization has had on the international trade, the international organizations that have facilitated it have not always been able to achieve the intended objectives. A common failure is the global environmental problem caused by industrial and technological processes that have grown over the last several decades. see this site However, with the emergence of renewable energy sources, there has been a positive transformation. This new shift can be recognized, and the world’s sustainability efforts can be seen

    Case Study Solution

    ILUNION Sustainable and Responsible Corporate Growth A Josep Tapies Miguel Martin, a successful businessman, has taken over the reins from his father as CEO. It’s a moment of excitement and pride in this city of 20,000 inhabitants. weblink His father, Josep Tapies, passed away last year after decades of leadership, and Josep is now taking over. “What a great challenge, a daunting one,” Josep says. “But we’re on the right

    Evaluation of Alternatives

    I was 55 years old when I was appointed as the CEO of ILUNION. The company had not produced a single Eurobank card since 2004 and its market share was at a mere 5%. It had 100,000 employees and 700 million Euro in investments, but its cash flow was negative. My first meeting with the board was chaotic. The CEO was not present. The Chairman, who had been appointed a year before by my competitors, was sitting alone with the CEO