Economic Environment & Public Affairs

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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. WINES OF GEORGIA: MK1-169-I

    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
  3. 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
  4. Dangote Group DE1- 232-I

    The case describes Dangote Cement’s history, growth and business model. Dangote Cement is the main subsidiary of Dangote Group, a leading African multinational and the country’s largest conglomerate.

    Starting as a trading firm, the group has branched out into several sectors (e.g., cement, sugar, flour, salt, FMG, agriculture, oil & gas, transport, etc) and Aliko Dangote, the Group’s founder, has become Africa’s wealthiest person and a leading industrialist.

    Dangote Cement’s strategy involves a unique set of choices along the value chain to deliver a distinctive value proposition across several African markets. The company has become a top 10 global Cement company and the leading cement manufacturer in Africa through a highly integrated business model that responds to the particular challenges and opportunities present in the developing African continent.

    Currently, the Group is investing heavily across different sectors (e.g., agriculture, fertilizer/chemicals, oil & gas, etc) and taking advantage of the multiple opportunities in the market. It is also consolidating its leading position in the African Cement industry, by entering new markets every year with a disruptive force.

    However, as Dangote Group grows far and wide, as the African market develops and as competition for local and foreign players heats up, should the Group change the strategy that has worked so well?

    Academic Area:
    Strategy
  5. 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
  6. Credit Suisse: A tale of two banks DE1- 231-I

    Credit Suisse, a leading Swiss banking institution in the private and investment banking sectors, had a poor performance after the financial crisis of 2008 and was trailing its global peers. The bank appointed Tidjane Thiam as the new CEO of the bank in July 2015, with the mandate to turn the bank around.

    When Tidjane Thiam joined, Credit Suisse had a weak capital position, which prevented it to effectively compete. Additionally, the bank had some businesses which were “structural” loss-makers and hence a drag to the Group’s profitability and capital positions.

    Even more important than the underperforming businesses and weak capital position, it was apparent that Credit Suisse was lacking a clear and consistent strategy. Private banking and investment banking businesses were operating to some extent as independent operations and the bank was not taking advantage of synergistic opportunities across its businesses.

    The board asked the new CEO, Tidjane Thiam, to conduct a detailed strategic review, in closed collaboration with the Group Board, to restructure the bank. The case is centered on this strategic review and explains the position of the bank prior to the arrival of the CEO.

    Academic Area:
    Strategy
  7. 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
  8. 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
  9. Quantifying the relative advantage of one firm over … DE1-229-I

    The aim of this exercise is to conduct a quantitative analysis of the competitive advantage, and to learn how to quantify the benefits of different growth strategies.

    The students will assume the role of business consultants who have to analyze the relative advantage of one airline over the other, to understand the sources of the advantage and to recommend a growth strategy for each airline.

    Academic Area:
    Strategy
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