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Subject category: Entrepreneurship
Published by: Stanford Business School
Originally published in: 2007
Version: 14 December 2007
Length: 13 pages
Data source: Field research

Abstract

Alejandro Ramirez, the CEO of Cinepolis, the largest Film Exhibitor in Latin America, sat in the back of row of the company''s flagship movie theatre in Mexico City one evening in January 2005. The company was preparing to roll out an expensive new IT platform that streamlined box office, concession stand and warehouse operations. Despite resistance from some senior managers, Cinepolis was considering a thorough (and costly) training program. Ramirez knew he and his executive team had invested wisely in new technologies and now it was time to make those investments pay off. Alejandro Ramirez, the CEO of Cinepolis, the largest film exhibitor in Latin America, sat in the back of row of the company''s flagship movie theatre in Mexico City one evening in January 2005. The company was preparing to roll out an expensive new IT platform that streamlined box office, concession stand and warehouse operations. Despite resistance from some senior managers, Cinepolis was considering a thorough (and costly) training program. Ramirez knew he and his executive team had invested wisely in new technologies and now it was time to make those investments pay off.

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Abstract

Alejandro Ramirez, the CEO of Cinepolis, the largest Film Exhibitor in Latin America, sat in the back of row of the company''s flagship movie theatre in Mexico City one evening in January 2005. The company was preparing to roll out an expensive new IT platform that streamlined box office, concession stand and warehouse operations. Despite resistance from some senior managers, Cinepolis was considering a thorough (and costly) training program. Ramirez knew he and his executive team had invested wisely in new technologies and now it was time to make those investments pay off. Alejandro Ramirez, the CEO of Cinepolis, the largest film exhibitor in Latin America, sat in the back of row of the company''s flagship movie theatre in Mexico City one evening in January 2005. The company was preparing to roll out an expensive new IT platform that streamlined box office, concession stand and warehouse operations. Despite resistance from some senior managers, Cinepolis was considering a thorough (and costly) training program. Ramirez knew he and his executive team had invested wisely in new technologies and now it was time to make those investments pay off.

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