1. accedaCRIS
  2. Publicaciones
  3. Artículos
Please use this identifier to cite or link to this item: http://hdl.handle.net/10553/70527
DC FieldValueLanguage
dc.contributor.authorVargas-Hernández, José G.en_US
dc.contributor.authorJiménez-Solís, Claudia Azucenaen_US
dc.date.accessioned2020-02-26T18:52:53Z-
dc.date.available2020-02-26T18:52:53Z-
dc.date.issued2019en_US
dc.identifier.issn2530-5603en_US
dc.identifier.urihttp://hdl.handle.net/10553/70527-
dc.description.abstractThe objective of this research is to determine from the point of view of strategic management the causes that Grupo Modelo is losing part of its market share in Mexico. In this sense, the question that triggered the writing of this article was: What are the causes of Grupo Modelo is losing part of its market share in Mexico? The hypothesis is that the strategies implemented by Grupo Modelo are not adequate for the industry in which it operates.en_US
dc.languageengen_US
dc.relation.ispartofEmprendimiento y negocios internacionalesen_US
dc.sourceEmprendimiento y negocios internacionales [ISSN 2530-5603], v. 4 (1), p. 43-48en_US
dc.subject5311 Organización y dirección de empresasen_US
dc.subject.otherIndustryen_US
dc.subject.otherCompetitive advantageen_US
dc.subject.otherStrategyen_US
dc.subject.otherMarketen_US
dc.titleAnalysis based on the industry of Grupo Modelo the giant beer companyen_US
dc.typeinfo:eu-repo/semantics/articleen_US
dc.typeArticleen_US
dc.identifier.doi10.20420/eni.2019.281en_US
dc.identifier.issue1-
dc.relation.volume4-
dc.investigacionCiencias Sociales y Jurídicasen_US
dc.type2Artículoen_US
dc.description.notasJEL classification: L11, L13, L20en_US
dc.utils.revisionSíen_US
dc.identifier.ulpgcSíes
item.fulltextCon texto completo-
item.grantfulltextopen-
Appears in Collections:Artículos
Thumbnail
Adobe PDF (146,56 kB)
Show simple item record

Page view(s)

177
checked on Nov 4, 2023

Download(s)

1,000
checked on Nov 4, 2023

Google ScholarTM

Check

Altmetric


Share


Export metadata


Items in accedaCRIS are protected by copyright, with all rights reserved, unless otherwise indicated.