El Confidencial: leading the digital revolution of t … DE1-227-I
El Confidencial is an example of how a young company can become the leader in an industry undergoing a transformation. The case describes the changes in technology and consumer habits that occurred with the digitalization of the newspaper industry. This has resulted in financial hardship for traditional newspapers as their model based on print newspapers fades away.
First, the case explores the industry by describing what success traditionally looked like and how it has evolved with the digitalization of the industry.
Second, it explores the emergence of new digital “native” competitors and how they have managed to gain a high level of readership and influence over public opinion in a short period of time. This has redesigned the map of mass media establishing new positions of leadership, such as that of El Confidencial.
Told in chronological order, the case explains the evolution of El Confidential starting with its foundation in 2001. The reader tracks how it faced its main challenges and achieved success.Academic Area:Strategy | Entrepreneurship
Sofía López - Servicios Ambientales, S.L. GE1-146-I
Sofia Lopez is a Spanish professional who founded “Servicios Ambientales” - an environmental services agency – twice. First in 2012, after her previous employer went bankrupt because of bad management and she lost her job. Sofia convinced four former colleagues to start their own company and brought a former client as a financial partner on board. Using her positive can-do attitude and convincing communication, she defended the attempt of her financial partner to fire her. Instead, she ousted him with the help of her partners. This made it necessary to start her company a second time in 2015. Sofia held on to her clear vision to deliver quality work. She addressed late payments with partial invoicing to manage cash flow. In late 2019, Sofia was still heading “Servicios Ambientales” which now had 20 employees and offered its services across Spain and other EU countries.
What obstacles did she need to overcome and how did she do so? What skills and techniques did she develop to “bounce back” twice?Academic Area:Organisational Behaviour | Entrepreneurship | Human Resources
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
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
Machine Learning SI2-108-I-M
This multimedia is in a template form with the goal of giving students a background on machine learning, its types, and examples of what it’s used for. It is a simple and straight-forward material that involves text, video, GIF and interactive tools (quizzes, etc.)
The breakdown of sections is as follows:
2) What is Machine Learning
3) Why Now?
4) Infrastructure Needed
5) Types of Machine Learning
6) Test Your ML IQ
The tutorial is meant for students to do before they come into class, to give them a taste of the area of machine learning, without going too much in-depth (that will be the professor’s role).Academic Area:Strategy | Entrepreneurship | Information Systems & Technologies | Innovation
Because there is no planet B: the case of Ecoalf DE1-226-I
The case is about ECOALF, a Spanish sustainable fashion brand that manufactures garments, sneakers and accessories from recycled materials. By providing information on ECOALF’s products and initiatives, while simultaneously illustrating the difficulty of balancing social and financial goals, this case introduces an interesting real-world setting that touches upon various issues related to social innovation, entrepreneurship, strategy, CSR and ethics. Particularly, the case offers insights on the delicate phase in the growth of a firm in which the sales are booming and the company is expanding, while the company still does not make a profit and its long-term continuity is still uncertain.
The case confronts students with questions such as ‘What strategic decisions should be made to ensure ECOALF’s long-term profitability?’ and ‘How should social and financial objectives be balanced?’, and allows them to explore these questions using a real company and market information.Academic Area:Strategy | Entrepreneurship | Innovation
Mobike Unicorn GE1-141-I
The case describes some strategic, marketing and organizational challenges faced by Mobike during the path of further expansion and growth. China, as an emerging and fast-expanding market, has its unique features. Mobike, as a successful Chinese startup, was able to survive a number of rounds of fundraising and stood at a crossroad, leading to different future growth paths.
The company has its doubts about the future. The point is not how to grow fast, but how to grow and stay in the market longer. The founder Hu Weiwei and CEO Davis Wang were concerned about the strategy for the future. The question was: should Mobike enter the deeper level of second- and third-tier cities in China, or should it pursue its global market penetration?
The case illustrates the challenges presented by business expansion. It highlights the importance of strategic tools, namely business model canvas, scenario planning and market analysis, to reevaluate current business operations, clarify future possibilities and mitigate business risks.
The case could be used in business schools at a variety of levels, including undergraduate, MBA and Executive. It could also be used in marketing, strategy and international cultural management courses. It is particularly useful for participants who want to explore strategy domain or build market knowledge on Chinese markets and the growth path on Chinese startups.Academic Area:Strategy | Entrepreneurship | Marketing | Innovation
Donostia-San Sebastían: A City in Search of Talent a … GE1-142-I
The case describes the story of a city, Donostia-San Sebastián, which has the political and institutional goal to become a city of innovation and entrepreneurship. To achieve this, there are different dilemmas related to the size of the city, the shortage of talent in certain specialties, cannibalization of talent, internationally competitive salaries and the effects of the brain drain. In this case study, we meet a local public institution, Fomento San Sebastián (FSS), which acts as the instrument of the city to promote an intelligent, sustainable and inclusive local economic development. FSS plays a fundamental role within the local ecosystem of innovation and takes the lead to endow talent with human capital in the city.
Through the context of the city of Donostia-San Sebastián and the different programs and decisions taken by FSS, the student will be able to understand the innovation ecosystem and to analyze how talent and human capital develops in a city.
This case is useful for a wide audience:
Academic Area:Entrepreneurship | Others | Innovation
- Students of universities, MBA or MIR interested in innovation in cities.
- University students of science, technology, engineering and mathematics interested in the topic.
- Students participating in courses such as Urban Innovation, Public Policy, Sustainable Cities, Human Resources, Innovation and Entrepreneurship.
- It is suitable for "In Company" courses for employees of highly innovative companies and employees of public agencies whose work is related to innovation or research.
Cities, Innovation and Talent GE2-135-I
This technical note explains the fundamentals of the ecosystem for innovation and talent and its importance for the city. We can understand the role of human capital and how important talent is for the ecosystem, where several factors converge for the generation of ideas, products, methods or processes and that encourage entrepreneurship.
Through this document, we will be able to know what talent is and how it is associated with human capital, why talent is important to the ecosystem of innovation and economic growth of a city and what aspects are necessary for a city to have an urban ecosystem of innovation and talent.Academic Area:Entrepreneurship | Others | Innovation