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  1. Vinos de Georgia MK1-169

    The case is about how to build the “Georgia Brand” and how to position Georgian wines on the international market. The oldest wine remains in the world, dating from about 6000 BC, have been found in Georgia, which would allow us to affirm that Georgia is "the cradle of wine." In addition, the country has some 500 endemic grape varieties, and grape fermentation methods that allow making very special wines. All these elements should allow Georgian wines to be positioned as niche products, and to be sold at a high price. However, due to historical and political conditions of the last 100 years, hardly anyone outside Georgia and the former USSR is aware of these facts, and Georgian wines are mostly exported to countries of the former Soviet republics.

    The case points out to several decisions that have to be made regarding Georgian wines.

    Academic Area:
    Strategy | Marketing & Communications
  2. EFFECTIVE COMMUNICATION FOR LEADERSHIP CM4-001-I-M

    The tutorial takes the student through the aspects of oral communication which research and observation show will make the speaker be perceived as more charismatic. It covers the least frequently taught side of charismatic communication: the content of the speech. The first part shows how to frame the message, through the depiction of values, the future, the individuals as capable of achieving the vision, the power of the group to succeed, and the leader himself as the standard to follow. The second part teaches which rhetorical recourses are most effective in conveying the message. The third part studies the attributes and behaviors most frequently observed in charismatic leaders. The fourth part shows the uses of language that will reduce the perceived power of the speaker. 

    Academic Area:
    Organisational Behaviour | Human Resources | Marketing & Communications | Others
  3. Goiko Grill GE1-148-I-M

     The multimedia case study will tell the story of Goiko Grill; a casual dining restaurant in Spain, with roots from Venezuela. It looks at its exponential rise over a five year period and how keeping strong to a core culture has proved vital in its success.

    The story is told through exclusive interviews with Andoni Goicoechea, the owner and founder, and his journey over the last five years. We also speak to his staff on their experiences during this rapid growth – some moving from waiter to senior leadership in this short period of time.

    There will be separate sections, which will progress chronologically: Starting the company; Scaling and whether to franchise; To sell or not; International/future expansion.

    Academic Area:
    Economic Environment & Public Affairs | Strategy | Entrepreneurship | Innovation
  4. MOSABI GE1-149-I

    Founded by Chris Czerwonka, John Roberts and Julie Monniot-Gaillis, Mosabi is an app-based solution addressing the lack of financial literacy education and financial inclusion for informal sector entrepreneurs in Africa. By providing an alternative to traditional credit-scoring through education, Mosabi seeks to empower its users in the long-term generating a multiplier effect on their lives.

    It is designed to be financially sustainable as it also reduces the high cost of accessing the underbanked for the financial services providers (FSPs). In order to achieve its social and financial objectives, Mosabi measures both financial and social impact and ensures the two go in lock-step.

    Academic Area:
    Entrepreneurship | Human Resources | Innovation
  5. 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
  6. 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
  7. Sushita: Making Sushi Mainstream DE1-228-I

    Eating raw fish was not very common in Madrid in 1999, other than a few Japanese restaurants that existed. These restaurants were either targeting Japanese tourists in Madrid or well-traveled, high-income individuals who had discovered sushi abroad. Sushita’s founders belonged to the second group.  Young and cosmopolitan, both Sandra Segimon and Natasha Apolinario were quickly attracted to sushi on their trips to London and New York. 

    They started their business by developing sushi trays. After years of growing a successful sushi takeaway business, one of their most important clients was lost in an expansion strategy disagreement. The client was forcing Sushita to open a large number of sushi corners at their own expense. This client represented 35% of their sales so losing them as a client could be a huge blow to their projected revenues for that year and years to come.

    Following this major setback, Sandra and Natasha decided to never again be overly dependent on a single client. So what should they do? They knew that they needed to continue growing the Sushita brand but how? They were already present in the most important supermarket chains in Spain, and they had recently started selling frozen takeaways to major Spanish national hotel chains.

    Academic Area:
    Strategy | Entrepreneurship | Innovation
  8. PLAYGIGA: THE GROWTH PAINS OF A PIONEER IN CLOUD GAM … GE1-144-I

    In September 2016, Javier Polo, a senior executive from the Telco sector, was appointed as CEO of PlayGiga, a technology start-up. The company had spent three years successfully developing a technology to enable users to play Videogames from the cloud, without needing a gaming console (e.g. PlayStation, Xbox) or an expensive gaming PC. However, no significant sales had materialized until now. After three months in the position, the CEO needed to prove the market acceptance for the new service. Important decisions had to be taken about the value proposition, which customer segment to focus on and about the go-to-market strategy; in particular, if a direct-to-consumer commercialization would be better than selling the service through Telecom and Media companies.

    The case is intended to be taught in the initial modules of an entrepreneurship course for Undergraduates, MBA students or Executive MBAs. It can also be taught in entrepreneurship modules within specialized masters such as a Master in Technology or Digital Business.

    Academic Area:
    Strategy | Entrepreneurship | Innovation
  9. 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
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