Economic Environment & Public Affairs

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  1. MB&F, la gestión de la creatividad DE1-219

    The case describes the foundation and development of Maximilian Busser and Friends (MB&F) a company that was established in Geneva with limited resources and was dedicated to manufacturing Horological Machines from its inception. One of the principal aims of the company was to produce the high-end watches that would be masterpieces, with limited edition.

    MB&F is an example that illustrates how relevant it is to define a clear vision and idea of the product and the market and how to enter a closed and complex industry with limited resources. However, taking this creative approach in a traditional market was full of challenges.

    Despite of these problems and challenges the company achieved a position as a player in the market. The case describes different reasons for that success, highlighting manufacturing, supply and distribution. Especially, the case remarks how the creativity approach best describes MB&F.

    The case introduces a fundamental question for the company, particularly: if this success is sustainable or if MB&F represents a trendy product that will soon fade away.

    Academic Area:
    Strategy | Entrepreneurship
  2. MB&F, The management of creativity DE1-219-I

    The case describes the foundation and development of Maximilian Busser and Friends (MB&F) a company that was established in Geneva with limited resources and was dedicated to manufacturing Horological Machines from its inception. One of the principal aims of the company was to produce the high-end watches that would be masterpieces, with limited edition.

    MB&F is an example that illustrates how relevant it is to define a clear vision and idea of the product and the market and how to enter a closed and complex industry with limited resources. However, taking this creative approach in a traditional market was full of challenges.

    Despite of these problems and challenges the company achieved a position as a player in the market. The case describes different reasons for that success, highlighting manufacturing, supply and distribution. Especially, the case remarks how the creativity approach best describes MB&F.

    The case introduces a fundamental question for the company, particularly: if this success is sustainable or if MB&F represents a trendy product that will soon fade away.

    Academic Area:
    Strategy | Entrepreneurship
  3. Agustin's decisions CO1-274-I

    Finding a balance between professional and personal goals is a challenge that is more and more commonplace. This case follows the story of Agustín, a young professional whose mother is diagnosed with lung cancer amid plans for pursuing an MBA abroad, being a newlywed, helping with his family’s business. In situations such as these, the decision of whether to continue ahead with professional plans becomes quite complex.

    Academic Area:
    Organisational Behaviour
  4. Professional Toxicity: A Case Study CO1-275-I

    This case study explores the personal and professional effects of working for a toxic boss and how to approach such a situation. The case is told in first-person, which helps readers fully understand the frustrations that come along with having to work under a superior whose attitude, inability to accept his failures and lack of communication and feedback not only negatively affects the work experience, but also put business negotiations in jeopardy.

    Academic Area:
    Organisational Behaviour
  5. Country Investment Decision EC2-103-M

    Country Investment Decision is an interactive exercise in which students adopt the role of an International Fund Advisor. Students must study the data available about different countries in order to prioritize the investment options and make a final investment proposal.

    The exercise is designed so that different data sets of real countries are firstly considered individually before all the data together is taken into account to make a final proposal. The topics covered are economic indicator data, institutional data, and finally social and political risk data. At each decision stage, the student must justify their choices. A professor’s page displays graphically the evolution of decisions.

    * This material will have personalized links for each student and the professor will have the ability to see individual and aggregate responses before and during the class session.

    Academic Area:
    Economic Environment & Public Affairs
  6. Country Investment Decision EC2-103-I-M

    Country Investment Decision is an interactive exercise in which students adopt the role of an International Fund Advisor. Students must study the data available about different countries in order to prioritize the investment options and make a final investment proposal.

    The exercise is designed so that different data sets of real countries are firstly considered individually before all the data together is taken into account to make a final proposal. The topics covered are economic indicator data, institutional data, and finally social and political risk data. At each decision stage, the student must justify their choices. A professor’s page displays graphically the evolution of decisions.

    * This material will have personalized links for each student and the professor will have the ability to see individual and aggregate responses before and during the class session.

    Academic Area:
    Economic Environment & Public Affairs
  7. Pedro Gandara CO1-278-I

    Pedro, a young industrial engineer, had just earned his MBA and landed a job at Innovaciones Metalúrgicas S.A., a top engineering consulting firm. His manager Marta, a very intelligent woman and an excellent manager, gave him the tasks of working alone on a difficult set of technical problems they were finding in nickel and tungsten alloys and to attend and contribute to the weekly coordination meetings to the best of his ability. Pedro ended up proposing four potential improvements to Marta in a span of nine months. Marta carefully analyzed each of his proposals. She rejected the first one on the basis of a number of excellent technical arguments. She also rejected the second one because it would be too rigid and time-consuming. Marta thought his third proposal could work but that it had some weaknesses that needed to be dealt with. For his fourth proposal, he decided to focus on something that was technical in nature since that was his expertise. But it wouldn’t work either. Since he had worked so hard on the proposals, he felt very discouraged and disappointed. One the one hand, he acknowledged that Marta was an excellent professional and knew that her decisions were fair. On the other hand, he was very upset because Marta never praised his efforts and focused on the weaknesses in his proposals without any positive feedback. Her managerial style was causing him to lose his enthusiasm and motivation and he was also upset with his colleagues for criticizing him. At the end of the case, Pedro must decide how to handle the situation.

    Academic Area:
    Organisational Behaviour | Innovation
  8. Asturian Pharmaceutical Company "CAF" CO1-271-I

    The case reflects on Pedro's situation, then C-level executive of the international pharmaceutical company CAF, when in 2015 he and the executive team realize the need to rethink their growth model and overall strategy. With 250 employees and 80 million Euros in revenue, the pride they felt for their success to this date couldn't keep them away from the certainty of needing to steer the wheel. They where considering several growth options that ranged from venturing into other medical specialties, to exporting their business model to other countries or even the possibility of using their factory to manufacture products to third parties. With all of this in mind, they also realized the need to grow their executive team, without still knowing how to face these new challenges.

    Academic Area:
    Organisational Behaviour
  9. Compañía Asturiana de Farmacia CAF CO1-271

    The case reflects on Pedro's situation, then C-level executive of the international pharmaceutical company CAF, when in 2015 he and the executive team realize the need to rethink their growth model and overall strategy. With 250 employees and 80 million Euros in revenue, the pride they felt for their success to this date couldn't keep them away from the certainty of needing to steer the wheel. They where considering several growth options that ranged from venturing into other medical specialties, to exporting their business model to other countries or even the possibility of using their factory to manufacture products to third parties. With all of this in mind, they also realized the need to grow their executive team, without still knowing how to face these new challenges.

    Academic Area:
    Organisational Behaviour
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