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  1. 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
  2. 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
  3. 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
  4. 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
  5. Vincit: A Great Place to Work CO1-281-I

    The Vincit case describes the unique leadership model and organizational culture in the Nordic high-tech company named Vincit. The case covers the development of the company’s culture from its creation in 2007 to very recent, July 2019. The case ends by describing a recent public crisis caused by its recruitment advertisement and the founder’s confusion about the causes and solutions of this crisis.

    By highlighting the responsibility of the founders and leaders in developing Vincit’s culture, the case narratively unfolds the procedure of the formation of organizational culture in an entrepreneurial firm. Moreover, due to the self-managing nature of Vincit, the case also raises questions about what the responsibilities of the CEO/leaders are in a self-managing company, as well as the dynamic interaction between leadership and organization culture in an entrepreneurial firm.

    Academic Area:
    Organisational Behaviour | Human Resources
  6. Avantchange (A): ¿Merece la pena impartir programas … (A) RH1-150-A

    Clara García, General Manager, and Gonzalo Díaz, Human Resources Manager, detected a high-stress level in their company, Avantchange. This led them to consider how the performance of their employees would be affected in terms of productivity, creativity and commitment to the Company. When they created the company, the partners wanted one of the Core Values to be the commitment to the Well being of employees, the company, and society. They were convinced that Personal Well Being was necessary to optimize performance in tasks, promote creativity and facilitate employees´ engagement with the business project. Therefore, and given the situation of malaise that they detected in some departments, they decided to implement on the company strategic policies on the area of Human Resources that would help to develop and maintain a healthy work environment. Following these premises, Avantchange implemented, among other measures, a program to improve employee´s well-being, creativity and attention called “Focus on you”.

    This program was based on Mindfulness techniques. They also supported the creation and distribution of a management system that facilitated the employee´s  participation, safeguarding their privacy and independent of supervisor´s supervision and assessment.

    Academic Area:
    Organisational Behaviour | Human Resources
  7. Avantchange (B): ¿Merece la pena impartir programas … (B) RH1-150-B

    Clara García, General Manager, and Gonzalo Díaz, Human Resources Manager, detected a high-stress level in their company, Avantchange. This led them to consider how the performance of their employees would be affected in terms of productivity, creativity and commitment to the Company. When they created the company, the partners wanted one of the Core Values to be the commitment to the Well being of employees, the company, and society. They were convinced that Personal Well Being was necessary to optimize performance in tasks, promote creativity and facilitate employees´ engagement with the business project. Therefore, and given the situation of malaise that they detected in some departments, they decided to implement on the company strategic policies on the area of Human Resources that would help to develop and maintain a healthy work environment. Following these premises, Avantchange implemented, among other measures, a program to improve employee´s well-being, creativity and attention called “Focus on you”.

    This program was based on Mindfulness techniques. They also supported the creation and distribution of a management system that facilitated the employee´s  participation, safeguarding their privacy and independent of supervisor´s supervision and assessment.

    Academic Area:
    Organisational Behaviour | Human Resources
  8. 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
  9. EL VIAJE DE TRANSFORMACIÓN BI / BIG DATA EN TELEFÓNI … (D) SI1-161-D

    Big data is currently very trendy. All companies are working in one way or another with this technology. Nevertheless, beyond the hype, how does a great consolidated company, a market leader, revolutionize data and artificial intelligence? How do you extract the maximum potential of data to achieve a real impact on your clients and the business?

    In a context of containment within the sector and decreasing revenues, Telefónica España, a telecommunications incumbent and leader in its market, decides to consolidate its leadership by opting to transform its business.

    In this case study, Telefónica España faces the challenge of designing and building a model with structural and transversal data serving the whole company. As it does so it must attend to its daily business needs, assess the technological possibilities of big data and manage an important cultural change.

    Part 4 invites the students to apply lessons learned from Telefónica to their own companies.

    Academic Area:
    Digital Technologies & Data Science
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