Areas

Set Ascending Direction
View as
Grid
List
Showing 1 - 9 of 200 result(s)
  1. CALVIÁ BEACH MK1-165-I-M

    This multimedia case will be provided to the students after having read a written case, so they will already have a knowledge about the subject, the situation and the position of Meliá in Magaluf.

    The case describes the story of Meliá Hotels International in Magaluf, Mallorca, as a touristic destination that had an extraordinarily fast development. It became a reference destination, due to its climate and privileged environment. It turned into a reference of quality and cost-effectiveness in Spain for decades, driven by hotel investment and tourism in the area.

    However, in the 90s the perception of the area, as a quality tourist destination, decreased and began a period of inflection. These actions led to the fall of prices and margins of hotels.

    Faced with the situation of serious deterioration of the Magaluf area and the declining results of Meliá hotels in the area, Mark Hoddinott knew that they had to make a strategic decision about the positioning of Meliá in that destination. After detailed analyzes, reflections and a wide network of consultations with collaborators, Hoddinott concluded that the best alternative for the company was investing in the area and promoting a strategic repositioning to restart Magaluf as a tourist destination.

    The purpose of this material, is that once the student is aware of the repositioning plan that Meliá decides to make in Magaluf, have all the tools to organize the implementation of this plan, in order to relaunch this tourism destination.

    Academic Area:
    Marketing & Communications
  2. CALVIÁ BEACH MK1-165-M

    This multimedia case will be provided to the students after having read a written case, so they will already have a knowledge about the subject, the situation and the position of Meliá in Magaluf.

    The case describes the story of Meliá Hotels International in Magaluf, Mallorca, as a touristic destination that had an extraordinarily fast development. It became a reference destination, due to its climate and privileged environment. It turned into a reference of quality and cost-effectiveness in Spain for decades, driven by hotel investment and tourism in the area.

    However, in the 90s the perception of the area, as a quality tourist destination, decreased and began a period of inflection. These actions led to the fall of prices and margins of hotels.

    Faced with the situation of serious deterioration of the Magaluf area and the declining results of Meliá hotels in the area, Mark Hoddinott knew that they had to make a strategic decision about the positioning of Meliá in that destination. After detailed analyzes, reflections and a wide network of consultations with collaborators, Hoddinott concluded that the best alternative for the company was investing in the area and promoting a strategic repositioning to restart Magaluf as a tourist destination.

    The purpose of this material, is that once the student is aware of the repositioning plan that Meliá decides to make in Magaluf, have all the tools to organize the implementation of this plan, in order to relaunch this tourism destination.

    Academic Area:
    Marketing & Communications
  3. Avantchange (B): ¿Merece la pena impartir programas … (B) RH1-150-B

    Clara García, General Manager, and Gonzalo Díaz, Human Resources Manager, detected a high-stress level in their company, Avantchange. This led them to consider how the performance of their employees would be affected in terms of productivity, creativity and commitment to the Company. When they created the company, the partners wanted one of the Core Values to be the commitment to the Well being of employees, the company, and society. They were convinced that Personal Well Being was necessary to optimize performance in tasks, promote creativity and facilitate employees´ engagement with the business project. Therefore, and given the situation of malaise that they detected in some departments, they decided to implement on the company strategic policies on the area of Human Resources that would help to develop and maintain a healthy work environment. Following these premises, Avantchange implemented, among other measures, a program to improve employee´s well-being, creativity and attention called “Focus on you”.

    This program was based on Mindfulness techniques. They also supported the creation and distribution of a management system that facilitated the employee´s  participation, safeguarding their privacy and independent of supervisor´s supervision and assessment.

    Academic Area:
    Organisational Behaviour | Human Resources
  4. Avantchange (A): ¿Merece la pena impartir programas … (A) RH1-150-A

    Clara García, General Manager, and Gonzalo Díaz, Human Resources Manager, detected a high-stress level in their company, Avantchange. This led them to consider how the performance of their employees would be affected in terms of productivity, creativity and commitment to the Company. When they created the company, the partners wanted one of the Core Values to be the commitment to the Well being of employees, the company, and society. They were convinced that Personal Well Being was necessary to optimize performance in tasks, promote creativity and facilitate employees´ engagement with the business project. Therefore, and given the situation of malaise that they detected in some departments, they decided to implement on the company strategic policies on the area of Human Resources that would help to develop and maintain a healthy work environment. Following these premises, Avantchange implemented, among other measures, a program to improve employee´s well-being, creativity and attention called “Focus on you”.

    This program was based on Mindfulness techniques. They also supported the creation and distribution of a management system that facilitated the employee´s  participation, safeguarding their privacy and independent of supervisor´s supervision and assessment.

    Academic Area:
    Organisational Behaviour | Human Resources
  5. ROYO GROUP: RETOS DEL LEAN MANAGEMENT EN EL ENTORNO … DO1-158

    Royo Group is a company that manufactures and sells bathroom furniture. In 2010, after the generational change in the company's leadership, it was decided to implement lean management at an industrial level to improve competitiveness, both in terms of quality, and service and cost. Initially, the implementation was not too successful, because the improvements achieved were not consolidated. However, in 2012 the course was corrected, the implementation approach and the company began a stage of sustained improvement that has reached today.

    Academic Area:
    Operations & Supply Chain Management
  6. Sofía López - Servicios Ambientales, S.L. GE1-146-I

    Sofia Lopez is a Spanish professional who founded “Servicios Ambientales” - an environmental services agency – twice. First in 2012, after her previous employer went bankrupt because of bad management and she lost her job. Sofia convinced four former colleagues to start their own company and brought a former client as a financial partner on board. Using her positive can-do attitude and convincing communication, she defended the attempt of her financial partner to fire her. Instead, she ousted him with the help of her partners. This made it necessary to start her company a second time in 2015. Sofia held on to her clear vision to deliver quality work. She addressed late payments with partial invoicing to manage cash flow. In late 2019, Sofia was still heading “Servicios Ambientales” which now had 20 employees and offered its services across Spain and other EU countries.

    What obstacles did she need to overcome and how did she do so? What skills and techniques did she develop to “bounce back” twice?

    Academic Area:
    Organisational Behaviour | Entrepreneurship | Human Resources
  7. Halo Top Ice Cream & Behavioral Economics AH1-003-I

    How do you go about making difficult decisions and what are the key psychological shortcuts and biases that may impair your rationality? This case uses the real-life example of the successful launch of Halo Top’s ice cream brand in the United States as the basis to construct a psychological review of the decision-making process of the company founder, advisers and consumers, helping to identify and illustrate some of the most common principles, heuristics and biases of Behavioral Economics. To do so, the case puts students in young entrepreneur Justin Woolverton’s shoes when he has to decide whether to launch the brand or keep his job as a lawyer, and then goes beyond to review the marketing process and consumer insights that are normally present in product introductions and promotions.

    Should Justin quit his highly lucrative day job as a lawyer and pursue his ice-cream making dreams? And, if he were to decide to launch his brand, what are the psychological biases and mind-traps that he would have to avoid (when making his decisions) or factor in (when considering those of his potential consumers)?

    Academic Area:
    Organisational Behaviour | Economic Environment & Public Affairs | Others
  8. Mejores prácticas digitales de gran consumo MK2-154

    The digital channel turns out to be successful in different consumer goods companies. An ideal tool to create a strategy based on the strengths, weaknesses, opportunities, and threats (SWOT) from the company itself. In this sense, it seeks to face the battles with the price and physical stores, as well as challenging territories where the manufacturer and/or provider have greater prominence.

    Carrying out the best digital practices allows you to approach the client more directly, unlike how it was done before the irruption of the digital channel. Therefore, it calls us to reflect on the trends and transformations that have been carried out by different companies, adapting to their needs and creating an updated digital marketing strategy.

    Academic Area:
    Digital Technologies & Data Science | Marketing & Communications
  9. Jane joins the club: Diversity & corporate gove … CO1-280-I

    How to make an effective contribution to a closely-knit board run by a longtime and rigid chair, and how to do so as the only woman? This is the predicament this fictional case study presents Jane Pruitt, a 54-year-old CFO coming in from another company under shareholder pressure. She is striving to make a much-needed impact on a privately-held formerly family-run metalworking machinery and equipment manufacturer overseen by five male board members (and financially interconnected friends) all about 70 years of age.
    Jane begins to suspect that the intellectual, generational and gender diversity she was hired to provide was brought on board only for public show.

    The case raises important questions about the value of diversity in a team environment and will engage any student who has been an outsider on an insular, club-like team.

    This case presents several challenges that are relevant for organizations today. First, it explores a newcomer’s perspective on being an outsider in an insider-dominated setting. Second, the case presents a number of common board/team practices that undercut effectiveness. Finally, it gives students the opportunity to think and talk about board diversity, its merits and challenges, and possible paths forward to success.

    Within that setting, several instructional objectives can be met:

    • Diversity: The experience of the outsider, and the deep frustrations of not fitting in.
    • Board Process: Board effectiveness requires both the right board composition and the right board process.
    • Leadership: The next leader is often already at the table but may not match the stereotype of the old one.

    Academic Area:
    Organisational Behaviour | Human Resources | Innovation
Set Ascending Direction
View as
Grid
List
Showing 1 - 9 of 200 result(s)
Document type
Document format
Language