Marketing & Communications

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  1. Pringles: El lanzamiento de una extensión de línea e … MK1-164

    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
  2. Innovation at play: Gold certificate financing by Am … DF1-226-I

    Mariam Fatima has recently joined Amana Bank as a member of the New Product Initiatives Division. Seeing the need for a Shariah-compliant pawn service (Qard Hasan) in Sri Lanka, Fatima presents this product gap to her team. During two years, she and her team develop a pawn service that complies with Islamic banking principles - finally offering lower-middle-class individuals the opportunity to borrow money more securely.

    Academic Area:
    Finance | Innovation
  3. Calviá Beach: Meliá Hotels International liderando e … MK1-165

    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.

    Academic Area:
    Marketing & Communications
  4. Calviá Beach: Meliá Hotels International Leading the … MK1-165-I

    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.

    Academic Area:
    Marketing & Communications
  5. La Sonrisa Máxima AJ-EF-020

    Secunda is Prima’s employee and a dentist in one of Prima’s dental clinics. Secunda and Prima are going to open a new clinic together in Spain under a new Sociedad Anónima. They have mistakenly made investments on account of the new company. Leasing over equipment has been entered into with a third party, for equipment to be used in the clinic.

    The students are asked to regularise this de facto situation with a long-term solution. Furthermore, the relationship of both parties as partners must be regulated, and in particular, Secunda’s dual role as a dentist and director.

    Academic Area:
    Finance | Entrepreneurship | Others | Innovation | Law
  6. Preparing myself to deal with probable conflicts in … CO1-279-I

    This case is about a recent graduate who has to make a decision about whether or not he wants to work with his father running a family business. After studying engineering, he got a job at an oil and gas company and worked his way up the ladder. But when the oil crisis hit, he was laid off and had to look for work in an industry that was no longer hiring. He finally found a new job but he was unhappy and decided to do an MBA at IE. The case first gives background information on the father and explains how he worked really hard to make his company successful. It emphasizes that the father and son have very different professional backgrounds, strengths and weaknesses. It then goes into the father’s toxic behaviors by providing examples from the student’s past experiences with him. Then, it provides cases where details are given about different situations where the student and father got into disagreements and how the disagreements were handled. Each case shows a different scenario: the father exercising poor judgment and a lack of understanding while the student is composed and level-headed; the student acting poorly and the father keeping composed and level-headed; and the father and son working well together. Each case provides an analysis and things that they could have done better. After the case examples, the student explains coping methods he uses with his father and ponders how things might turn out if they work together. The student concludes by stating, “If I do join the family business, my strategy is to adjust my work style to his very heavily in the short term. I will push for a “meet in the middle” kind of style. I will periodically asses our progress and our behavior as the partnership matures. If I see that all of the modifications are coming from me, I will seek an exit.”

    Academic Area:
    Organisational Behaviour
  7. EN BUSCA DE PROPÓSITO : COMPROMISO DE LOS EMPLEADOS … CO1-277

    The case centers on Southlake Financial, a stylized company based on financial services in Canada. The case opens with a call to action from the company CEO, pledging the business will move toward a greater organization-wide focus on purpose (“purpose” meaning embedding more social and environmental intentionality in all aspects of the business). Traditionally, Corporate Social Responsibility (CSR) and Human Resources were managed separately at the company; however, the CEO’s announcement raises the question of whether greater integration of these functions will be needed. Specifically, the case examines how employee engagement can contribute to CSR objectives, while also questioning whether CSR initiatives have a positive and demonstrable benefit on employee engagement.

    Academic Area:
    Organisational Behaviour
  8. In Search of Purpose: Employee Engagement through Co … CO1-277-I

    The case centers on Southlake Financial, a stylized company based on financial services in Canada. The case opens with a call to action from the company CEO, pledging the business will move toward a greater organization-wide focus on purpose (“purpose” meaning embedding more social and environmental intentionality in all aspects of the business). Traditionally, Corporate Social Responsibility (CSR) and Human Resources were managed separately at the company; however, the CEO’s announcement raises the question of whether greater integration of these functions will be needed. Specifically, the case examines how employee engagement can contribute to CSR objectives, while also questioning whether CSR initiatives have a positive and demonstrable benefit on employee engagement.

    Academic Area:
    Organisational Behaviour
  9. Laura Carpenter CO1-248-I

    Laura felt depressed and confused. The idea of entering the competitive world of an associate in Investment Advisory really didn’t appeal to her. She felt she had proven her ability and didn’t want to go through the initial stages of having to make a big impression again. Besides, David was her mentor, wasn’t he? Moreover, from all she had read about women in business, wasn’t the mentor system supposed to be an essential ingredient in helping women move to the top? Was she looking a gift horse in the mouth and just being a spoiled brat? After all, without David’s guidance and support, she might be still typing somewhere.

    This case discusses Laura Carpenter's situation, which involves her six years of experience in an investment company and a recently acquired MBA degree. Her current role has setbacks and advantages, but when she is offered a new role in another department of the company, with a deadline for her decision, she needs to make up her mind.

    Academic Area:
    Organisational Behaviour
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