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  1. Machine Learning SI2-108-I-M

    This multimedia is in a template form with the goal of giving students a background on machine learning, its types, and examples of what it’s used for. It is a simple and straight-forward material that involves text, video, GIF and interactive tools (quizzes, etc.)

    The breakdown of sections is as follows:

    1) Home

    2) What is Machine Learning

    3) Why Now?

    4) Infrastructure Needed

    5) Types of Machine Learning

    6) Test Your ML IQ

    The tutorial is meant for students to do before they come into class, to give them a taste of the area of machine learning, without going too much in-depth (that will be the professor’s role).

    Academic Area:
    Strategy | Entrepreneurship | Digital Technologies & Data Science | Innovation
  2. Machine Learning SI2-108-M

    This multimedia is in a template form with the goal of giving students a background on machine learning, its types, and examples of what it’s used for. It is a simple and straight-forward material that involves text, video, GIF and interactive tools (quizzes, etc.)

    The breakdown of sections is as follows:

    1) Home

    2) What is Machine Learning

    3) Why Now?

    4) Infrastructure Needed

    5) Types of Machine Learning

    6) Test Your ML IQ

    The tutorial is meant for students to do before they come into class, to give them a taste of the area of machine learning, without going too much in-depth (that will be the professor’s role).

    Academic Area:
    Strategy | Entrepreneurship | Digital Technologies & Data Science | Innovation
  3. Because there is no planet B: the case of Ecoalf DE1-226-I

    The case is about ECOALF, a Spanish sustainable fashion brand that manufactures garments, sneakers and accessories from recycled materials. By providing information on ECOALF’s products and initiatives, while simultaneously illustrating the difficulty of balancing social and financial goals, this case introduces an interesting real-world setting that touches upon various issues related to social innovation, entrepreneurship, strategy, CSR and ethics. Particularly, the case offers insights on the delicate phase in the growth of a firm in which the sales are booming and the company is expanding, while the company still does not make a profit and its long-term continuity is still uncertain.

    The case confronts students with questions such as ‘What strategic decisions should be made to ensure ECOALF’s long-term profitability?’ and ‘How should social and financial objectives be balanced?’, and allows them to explore these questions using a real company and market information.

    Academic Area:
    Strategy | Entrepreneurship | Innovation
  4. Standtech Goes Public AJ-MCMI-114-I-M

    Standtech, S.L. is a technology company that decides to go public in Spain (Bolsas Españolas) and The Netherlands (Euronext Amsterdam) after a share capital increase. Each team of students works as a law firm that advises Standtech in the process of becoming a listed company. The multimedia case is a “journey” through the milestones of such process: (i) transformation of a limited company into an autonomous society; (ii) share registration in book-entry form; (iii) modification of the articles of association; (iv) prospectus approval; (v) attainment of sufficient share distribution.

    Academic Area:
    Others | Law
  5. La Expansión de Palladium Hotel Group DE1-224-M

    Palladium Hotel Group, a family-owned business that began on the small island of Ibiza, Spain, has enjoyed healthy profits and growth since its inception. However, in 2017, globalization changed the way travelers behaved. The board had identified the North American market as a key driver for achieving the group’s strategic objectives and high margin. The hotel group now needed to maximize loyalty, average daily rates, qualified occupancy and guest experience. How were they to go about this?

    Academic Area:
    Strategy
  6. The Expansion of Palladium Hotel Group DE1-224-I-M

    Palladium Hotel Group, a family-owned business that began on the small island of Ibiza, Spain, has enjoyed healthy profits and growth since its inception. However, in 2017, globalization changed the way travelers behaved. The board had identified the North American market as a key driver for achieving the group’s strategic objectives and high margin. The hotel group now needed to maximize loyalty, average daily rates, qualified occupancy and guest experience. How were they to go about this?

    Academic Area:
    Strategy
  7. Expansión a nuevos mercados de parques temáticos el … DE1-225

    In 2005, Ferrari signed an agreement to build the first Ferrari-inspired theme park in the world. The park was built on Das Island in Abu Dhabi, United Arab Emirates. Hence, Ferrari World Abu Dhabi, the first theme park entirely devoted to the legendary carmaker Ferrari, came to existence. The success of the park attracted new players who requested licenses from Ferrari to open new parks. In response to this demand, Luca Fuso, the head of Ferrari Brand, must make decisions:

    1. Should Ferrari sell any licenses or simply only allow Ferrari World Abu Dhabi to exist?
    2. If new Ferrari parks do open, should they be located in developing or developed countries/regions?
    3. How do the answers to the above questions affect Ferrari’s long-standing view that the demand for Ferrari products should never be fully satisfied?

    The case is designed for use in courses on international management for MBA students and upper-division undergraduate business students. The focus on international business makes it useful for audiences from cross-culture management courses. The students would benefit the most if they have taken in the past courses in topics such as Global Business Environment and Leadership.

    Academic Area:
    Strategy
  8. Expanding into new theme park markets: The case of F … DE1-225-I

    In 2005, Ferrari signed an agreement to build the first Ferrari-inspired theme park in the world. The park was built on Das Island in Abu Dhabi, United Arab Emirates. Hence, Ferrari World Abu Dhabi, the first theme park entirely devoted to the legendary carmaker Ferrari, came to existence. The success of the park attracted new players who requested licenses from Ferrari to open new parks. In response to this demand, Luca Fuso, the head of Ferrari Brand, must make decisions:

    1. Should Ferrari sell any licenses or simply only allow Ferrari World Abu Dhabi to exist?
    2. If new Ferrari parks do open, should they be located in developing or developed countries/regions?
    3. How do the answers to the above questions affect Ferrari’s long-standing view that the demand for Ferrari products should never be fully satisfied?

    The case is designed for use in courses on international management for MBA students and upper-division undergraduate business students. The focus on international business makes it useful for audiences from cross-culture management courses. The students would benefit the most if they have taken in the past courses in topics such as Global Business Environment and Leadership.

    Academic Area:
    Strategy
  9. Mobike Unicorn GE1-141

    The case describes some strategic, marketing and organizational challenges faced by Mobike during the path of further expansion and growth. China, as an emerging and fast-expanding market, has its unique features. Mobike, as a successful Chinese startup, was able to survive a number of rounds of fundraising and stood at a crossroad, leading to different future growth paths.

    The company has its doubts about the future. The point is not how to grow fast, but how to grow and stay in the market longer. The founder Hu Weiwei and CEO Davis Wang were concerned about the strategy for the future. The question was: should Mobike enter the deeper level of second- and third-tier cities in China, or should it pursue its global market penetration? 

    The case illustrates the challenges presented by business expansion. It highlights the importance of strategic tools, namely business model canvas, scenario planning and market analysis, to reevaluate current business operations, clarify future possibilities and mitigate business risks.

    The case could be used in business schools at a variety of levels, including undergraduate, MBA and Executive. It could also be used in marketing, strategy and international cultural management courses. It is particularly useful for participants who want to explore strategy domain or build market knowledge on Chinese markets and the growth path on Chinese startups.

    Academic Area:
    Strategy | Entrepreneurship | Marketing & Communications | Innovation
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