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  1. EL CASO SALAZAR (A) SI1-158-A

    This material analyzes the prevention of data losses and cybersecurity, using an example based on a fictitious company that loses an important public tender caused by data leakage.

    Academic Area:
    Digital Technologies & Data Science
  2. EL CASO SALAZAR (B5) SI1-158-B5

    This material analyzes the prevention of data losses and cybersecurity, using an example based on a fictitious company that loses an important public tender caused by data leakage.

    Part B5 examines the group of Isabel and their possible involvement in the process of data loss.

    Academic Area:
    Digital Technologies & Data Science
  3. EL CASO SALAZAR (B3) SI1-158-B3

    This material analyzes the prevention of data losses and cybersecurity, using an example based on a fictitious company that loses an important public tender caused by data leakage.

    Part B3 examines the group of executive managers of the company and their possible involvement in the process of data loss.

    Academic Area:
    Digital Technologies & Data Science
  4. EL CASO SALAZAR (B1) SI1-158-B1

    This material analyzes the prevention of data losses and cybersecurity, using an example based on a fictitious company that loses an important public tender caused by data leakage.

    Part B1 examines the group of bankers and their possible involvement in the process of data loss.

    Academic Area:
    Digital Technologies & Data Science
  5. EL CASO SALAZAR (C) SI1-158-C

    This material analyzes the prevention of data losses and cybersecurity, using an example based on a fictitious company that loses an important public tender caused by data leakage. 

    Academic Area:
    Digital Technologies & Data Science
  6. Expanding into new theme park markets: The case of F … DE1-225-I

    In 2005, Ferrari signed an agreement to build the first Ferrari-inspired theme park in the world. The park was built on Das Island in Abu Dhabi, United Arab Emirates. Hence, Ferrari World Abu Dhabi, the first theme park entirely devoted to the legendary carmaker Ferrari, came to existence. The success of the park attracted new players who requested licenses from Ferrari to open new parks. In response to this demand, Luca Fuso, the head of Ferrari Brand, must make decisions:

    1. Should Ferrari sell any licenses or simply only allow Ferrari World Abu Dhabi to exist?
    2. If new Ferrari parks do open, should they be located in developing or developed countries/regions?
    3. How do the answers to the above questions affect Ferrari’s long-standing view that the demand for Ferrari products should never be fully satisfied?

    The case is designed for use in courses on international management for MBA students and upper-division undergraduate business students. The focus on international business makes it useful for audiences from cross-culture management courses. The students would benefit the most if they have taken in the past courses in topics such as Global Business Environment and Leadership.

    Academic Area:
    Strategy
  7. Expansión a nuevos mercados de parques temáticos el … DE1-225

    In 2005, Ferrari signed an agreement to build the first Ferrari-inspired theme park in the world. The park was built on Das Island in Abu Dhabi, United Arab Emirates. Hence, Ferrari World Abu Dhabi, the first theme park entirely devoted to the legendary carmaker Ferrari, came to existence. The success of the park attracted new players who requested licenses from Ferrari to open new parks. In response to this demand, Luca Fuso, the head of Ferrari Brand, must make decisions:

    1. Should Ferrari sell any licenses or simply only allow Ferrari World Abu Dhabi to exist?
    2. If new Ferrari parks do open, should they be located in developing or developed countries/regions?
    3. How do the answers to the above questions affect Ferrari’s long-standing view that the demand for Ferrari products should never be fully satisfied?

    The case is designed for use in courses on international management for MBA students and upper-division undergraduate business students. The focus on international business makes it useful for audiences from cross-culture management courses. The students would benefit the most if they have taken in the past courses in topics such as Global Business Environment and Leadership.

    Academic Area:
    Strategy
  8. Innovation Island DE1-223-I-M

    Innovation Island is an out-of-the-box interactive simulation created to facilitate a practical in-class learning journey for instructors focusing on various strategic and leadership themes, such as leadership intelligence, collaborative innovation, design thinking and scenario planning.

    After a plane crash, learners are stranded on a deserted island together with limited resources and an abundance of dangers. Using lessons from the professor himself, survivors must work in groups to develop a prototype that will assist them in confronting at least one particular uncertainty that jeopardizes their survival on this unforgiving island.

    This multimedia is unique in that it gives instructors the freedom to focus their session on the themes they choose (e.g. soft skills and leadership intelligence).

    The activity is also heavily based on collaboration and teamwork, encouraging learners to spend the majority of their time putting into practice the takeaways provided by the instructors in their class in a highly constructive way. Also, being put in a fictitious situation not typically used in higher-education/continuing-education settings, participants are 1) all able to connect and collaborate on a goal, regardless of their professional backgrounds, and 2) forced to think outside the box critically.

    This simulation can be used effectively in MBA, MIB and M.Sc.; Global or Executive programs at any level, particularly in courses focusing on: innovation,  leadership, strategy, strategy execution, complexity management and/or team dynamics

    Academic Area:
    Strategy | Innovation
  9. Mobike Unicorn GE1-141

    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 & Communications | Innovation
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