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  1. The Mumbles: From Library Basement to Amazon Prime, … GE1-150-I

    This case follows the evolution of the children’s performing ensemble The Mumbles, primarily through the eyes of founder, George Mumble. George gets his start as a performer hustling to make a few extra dollars, and then working with his brother Paul pursues performance fulltime. The group pivots multiple times, from school performances, to television, to major reorganizations, and then into multimedia. Through this journey, critical concepts are explored in the areas of family business, entrepreneurship and strategy. From a family business perspective, there is the issue of firm succession, as George and Paul seek to ensure strong positions for the children who vary widely in ages. In addition, the brothers seek to balance their familial interests with non-family stakeholders. In entrepreneurship, we track the journey of entrepreneur from passion, to opportunity recognition, exploitation, growth, and mature repositioning for secondary growth. Furthermore, there are the conflicting issues of managing a business for passion versus profit. From a strategy perspective, the case deals with strategic renewal, and ultimately ends with the firm at a crossroads examining its current and potential future strategic positions.

    Academic Area:
    Strategy | Entrepreneurship | Innovation
  2. WINES OF GEORGIA: MARKETING THE CRADLE OF WINE 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. Vinos de Georgia: Posicionando la Cuna del Vino 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
  4. Airbnb: Surviving the COVID-19 Pandemic DE1-233-I

    This brief case summarizes the short-term reactions of Airbnb to the COVID-19 crisis, as well as the changes that it made to adapt its strategy. The case also presents some prospects for the travel industry after the pandemic and addresses the question of whether Airbnb should continue with its strategy or alter it.

    Academic Area:
    Organisational Behaviour | Strategy | Human Resources | Others
  5. AIRBNB: CÓMO SOBREVIVIR A LA PANDEMIA DE COVID-19 DE1-233

    This brief case summarizes the short-term reactions of Airbnb to the COVID-19 crisis, as well as the changes that it made to adapt its strategy. The case also presents some prospects for the travel industry after the pandemic and addresses the question of whether Airbnb should continue with its strategy or alter it.

    Academic Area:
    Organisational Behaviour | Strategy | Human Resources | Others
  6. Krug champagne. The “savoir faire” of a luxury turna … DE1-230-I

    The case describes the champagne house Krug turnaround process. The house in the late ’90s had a troubled financial situation. Acquired by the French conglomerate LVMH in the late ’90s, and despite the efforts and investments, the house did not seem to recover and, by 2008, was once more suffering financial distress.

    In 2009, Margareth Henríquez arrived as CEO. Based on her previous turnaround expertise in larger firms, Krug seemed like a less challenging project. However, her first year at Krug, with continuous declining sales, proved that Krug’s situation was more complicated than anticipated. The case allows a discussion of the real complexity in setting the strategic rationale of a turnaround. It describes the initial missteps and the search for guidance on the roots of the house, which brought Maggie on a journey of discovering the visionary approach of its founder, Joseph Krug.

    The case is rich in detail across all firm facets to allow a discussion on all the transformation measures taken and its rationale. Then the case is well suited to a debate on strategy implementation. Likewise, it might also be appropriate to discuss the adjustment of the marketing policies on a turnaround.

    Lastly, the case emphasizes the role of Maggie as a transformational driving force. A woman from a different culture on a selective, and to a certain extent, conservative market. Her strategic approach and her decisive leadership in challenging classic policies are also fundamental pillars of the transformation.

    Academic Area:
    Strategy | Marketing & Communications
  7. Champagne Krug. El saber hacer de recuperar una casa … DE1-230

    The case describes the champagne house Krug turnaround process. The house in the late ’90s had a troubled financial situation. Acquired by the French conglomerate LVMH in the late ’90s, and despite the efforts and investments, the house did not seem to recover and, by 2008, was once more suffering financial distress.

    In 2009, Margareth Henríquez arrived as CEO. Based on her previous turnaround expertise in larger firms, Krug seemed like a less challenging project. However, her first year at Krug, with continuous declining sales, proved that Krug’s situation was more complicated than anticipated. The case allows a discussion of the real complexity in setting the strategic rationale of a turnaround. It describes the initial missteps and the search for guidance on the roots of the house, which brought Maggie on a journey of discovering the visionary approach of its founder, Joseph Krug.

    The case is rich in detail across all firm facets to allow a discussion on all the transformation measures taken and its rationale. Then the case is well suited to a debate on strategy implementation. Likewise, it might also be appropriate to discuss the adjustment of the marketing policies on a turnaround.

    Lastly, the case emphasizes the role of Maggie as a transformational driving force. A woman from a different culture on a selective, and to a certain extent, conservative market. Her strategic approach and her decisive leadership in challenging classic policies are also fundamental pillars of the transformation.

    Academic Area:
    Strategy | Marketing & Communications
  8. 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
  9. BRIDGESTONE: A Winning Channel Strategy for the Pass … MK1-170-I

    The Bridgestone case takes place in an increasingly tough landscape for the passenger car tire industry in Europe. Competitive pressure keeps increasing from Asian importers, the Retail channel is shrinking, end-consumers understand neither the product nor the development and technology behind it, they don’t understand differences between brands and products and are not permeable to traditional marketing tools. Furthermore, the car market is aging and decreasing year after year.

    Bridgestone group is the world-leading tire manufacturer. In this thrilling and changing reality, several strategic decisions have to be made by the Bridgestone group in Spain in terms of where to invest (channel, product, brand, research, logistics etc.) and how to invest (price, advertising, consumer promotion, trade marketing).

    This case demonstrates the need to invest with an omnichannel mindset.

    Academic Area:
    Strategy | Marketing & Communications
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