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  1. Tomás Gamboa en Alimentaria S.A. (A) CO1-101

    Alimentaria S.A. goes through the fusion of two of its business units: Fructosa and Selecta. They are very different from one another, with different ways of doing business but with one problem in common: lack of leadership closeness of the bosses. What can the HR Director do to solve this issue?

    Academic Area:
    Organisational Behaviour
  2. Tomás Gamboa en Alimentaria S.A. (C) CO1-101-C

    Here we can see how the 360º feedback questionnaire was created, which were the processes, what values were highlighted and what should be reduced. Once the questionnaire was created and delivered to the board to reproduce it for the rest of the company, they were able to gradually create the ideal manager profile. Then they created a relationship between coach and coachee that allowed the employee to grow within the company and create the feeling of wellbeing within Alimentaria S.L.

    Academic Area:
    Organisational Behaviour
  3. Tomás Gamboa en Alimentaria S.A. (B) CO1-101-B

    The implementation of a coaching program along with a 360º feedback process with the general manager of the company achieved having all the employees in the same route and boarding the train of change.

    Academic Area:
    Organisational Behaviour
  4. Tomás Gamboa en Alimentaria S.A. (D) CO1-101-D

    Here it is described how the coaching and leadership program has made a decisive contribution to accelerating the transformation of the organizational culture. It highlights how in five years they have been able to reduce the personnel to 50% and positively changed the working environment.

    Academic Area:
    Organisational Behaviour
  5. The New Line Project DF1-126-I

    This case study aims to clear up some of the doubts that crop up most often when analyzing incremental cash flows in a new investment by a company that is already up and running. The topics covered are:

    • Previous expenses
    • Cannibalization of sales
    • Excess capacity
    • Overheads
    • Discount rate 

    Academic Area:
    Finance
  6. El proyecto New Line DF1-126

    This case study aims to clear up some of the doubts that crop up most often when analyzing incremental cash flows in a new investment by a company that is already up and running. The topics covered are:

    • Previous expenses
    • Cannibalization of sales
    • Excess capacity
    • Overheads
    • Discount rate 

    Academic Area:
    Finance
  7. Multisat DF1-116

    Multisat starts in 2004 with a value proposition in the environmental consulting market, specialized in the use of remote sensing.

    It was about approaching the evolution of environmental phenomena from a new perspective to design new functionalities that are able to interpret the relation between parameters.

    The case centers itself in the creation of a financial plan for this project, which requires a series of previsions and then a ratio analysis to support the company as a whole.

    Academic Area:
    Finance
  8. Launching a Pringles line extension in Spain MK1-164-I

    The case shows how the protagonist needs to work on two fronts: 1) with the European innovation team & 2) with the local trade team to ensure the best fit with customers, consumers and shoppers.

    During the case, different questions arise: the name "Tortilla" (of potatoes?), the communication model, the distribution strategy, pricing and promo strategy, all this together or separately from Pringles potatoes?

    It has been created for use in undergraduate and graduate programs (MBA, MIM, and Executive MBA) within Marketing and Communication sessions. A preliminary knowledge on the 4 P´s of marketing is needed.

    Academic Area:
    Organisational Behaviour | Human Resources | Marketing & Communications
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