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  1. Clínica Santa Sofía CG1-125-I

    Felipe Izcaray, the new general manager of the Clínica Santa Sofía in Madrid, a hospital specializing in gynecological and pediatric care, was put in charge of improving management and increasing profitability. Although the company was well-managed in terms of processes, it did not have its objectives clearly defined. Although the company has improved in terms of operational efficiency and cost control, their profits had not gone up. Izcaray decided to hold a meeting with the Board of Directors to present his analysis of hospital management. He proposed making changes in the departmental structure and drawing up a new department-by-department organizational chart, providing 24-hour emergency service and treating customers in a way that their stay is a true pleasure. The conclusions from the meeting were that profitability needed to be increased by attracting high-value customers, comprehensive service needed to be provided in order to achieve cross-sales to the customer, they needed to continue arrangements with the public health system, and to improve the clinic’s reputation. The clinic’s new management committee then got together to draw up a strategic control chart. The committee was made up of managers from different departments who did not totally agree on what the clinic’s strategy should be and who all had different concerns. The managing physician emphasized that although the company was seeking profitability and economic results, they could not spare measures or restrict the use of resources. They needed to avoid giving precedence to profitability above patient health. The head of sales and public relations also mentioned that excellent service is important since word of mouth will get them new customers and positive references could create cross-sales. The nurse mentioned that the employees’ level of satisfaction also needed to be taken into account to achieve a low turnover. Someone else mentioned that they could use referrals from renowned physicians or public figures to gain more customers. When the head of management control brought up reducing costs, the managing physician strongly disagreed and said he would not ask professionals to concern themselves with cross-sales, bed turnover, etc. Izcaray knew that the support of the managing physician was essential. He needed to be sensitive to ideas from all the areas and reorient those that did not fall within the objectives of the company in order to prepare and implement a strategic control chart. The case discussion is centered in the difficulties of balancing profitability with excellent healthcare service.

    Academic Area:
    Cost Accounting & Management Control
  2. Portugal: Los desequilibrios económicos EC1-120

    This case investigates how drastic changes in politics within short periods of time in Portugal in the 70s and 80s didn’t help the country grow but instead helped it to sink further into poverty as well as how after gaining a small amount of stability the country’s situation started to improve the economic indicators. In this case students will learn to see that the majority of times extreme changes in a country’s politics only make it further worsen with every change until a point of stability is reached.

    Academic Area:
    Economic Environment & Public Affairs
  3. Carrera y Carrera: El Glamour Llega a los ERP SI1-123

    The case examines the history of Carrera y Carrera (CYC), a Spanish company of artisan jewelers founded in 1885 which was faced with the dilemma of implementing an ERP system to cope with the growth and internationalization of their business. At that time, the company had gone through a phase of change having being bought by a group of investors led by another Spanish multinational, Lladró, and by the venture capital company 3i.

    Given the high number of small Spanish companies, in traditional sectors, which face challenges arising from their internationalization, and using the three stages of the implementation process of an ERP system (selection, implementation and post-implementation) as a tool, the purpose of the case is to analyze the Axapta ERP implementation process and the factors contributing to the success of this implementation through the analysis of the experience of CYC during the period in which this process was carried out.   

    To do this, it will first be a matter of analyzing what the variables were that influenced the process of selection and subsequent implementation of ERP. Given that this competitive success is something dynamic that changes with time, it is necessary to also look at what challenges the company is faced with today and what strategies it ought to adopt in order to consolidate and increase growth both of the business and of the systems that support the strategy and the business.

    Academic Area:
    Digital Technologies & Data Science
  4. Carrera y Carrera: Glamour arrives to ERP SI1-123-I

    The case examines the history of Carrera y Carrera (CYC), a Spanish company of artisan jewelers founded in 1885 which was faced with the dilemma of implementing an ERP system to cope with the growth and internationalization of their business. At that time, the company had gone through a phase of change having being bought by a group of investors led by another Spanish multinational, Lladró, and by the venture capital company 3i.

    Given the high number of small Spanish companies, in traditional sectors, which face challenges arising from their internationalization, and using the three stages of the implementation process of an ERP system (selection, implementation and post-implementation) as a tool, the purpose of the case is to analyze the Axapta ERP implementation process and the factors contributing to the success of this implementation through the analysis of the experience of CYC during the period in which this process was carried out.   

    To do this, it will first be a matter of analyzing what the variables were that influenced the process of selection and subsequent implementation of ERP. Given that this competitive success is something dynamic that changes with time, it is necessary to also look at what challenges the company is faced with today and what strategies it ought to adopt in order to consolidate and increase growth both of the business and of the systems that support the strategy and the business.

    Academic Area:
    Digital Technologies & Data Science
  5. World Oil Prices EC1-115-I-M

    This case is designed to introduce students to the basic tools of supply and demand and to observe and predict how they operate in a real market that is constantly grabbing headlines: the global petroleum market. The analysis of this interactive multimedia case is based around those events that have affected the price of oil from 1970 to 2013.

    Students will be presented with a series of historical events that affected the price of oil on the world market. They study each of these and then predict the effects on price by shifting the curves on the traditional supply and demand model.

    The World Oil Prices interactive exercise has been used successfully across a range of masters programs, from Masters in Management through to MBA and executive programs. The material would be suitable for both undergraduate and postgraduate economics courses, once the initial supply and demand theory has been grasped.

    Academic Area:
    Economic Environment & Public Affairs
  6. Estrategia de comunicación de IKEA MK1-132-M

    This case tells the story of IKEA and its communication strategy from its arrival in Spain in 1996 to the year 2004. The case details the history of the company and provides examples of different campaigns from around the world.

    Students can study the different marketing campaigns with their desired objectives and the outcomes that the company wished to achieve in the different stages. TV commercials outdoor print and catalogue examples provide background for the analysis. As a conclusion students are asked to consider four alternate campaigns for the future and select the one they feel is most suitable.

    Academic Area:
    Marketing & Communications
  7. IKEA Communication Strategy MK1-132-I-M

    This case tells the story of IKEA and its communication strategy from its arrival in Spain in 1996 to the year 2004. The case details the history of the company and provides examples of different campaigns from around the world.

    Students can study the different marketing campaigns with their desired objectives and the outcomes that the company wished to achieve in the different stages. TV commercials outdoor print and catalogue examples provide background for the analysis. As a conclusion students are asked to consider four alternate campaigns for the future and select the one they feel is most suitable.

    Academic Area:
    Marketing & Communications
  8. Market Research MK2-103-I-M

    Market Research is an interactive tutorial that shows the process of market research in a very practical manner. Students take on the role of product manager working for a company in the soft drinks sector and are responsible for a new product launch.

    Throughout this tutorial different theoretical content and video examples of market research techniques (such as focus groups and questionnaires) help students to assimilate the main concepts.

    Academic Area:
    Marketing & Communications
  9. Digital Marketing Tools MK2-104-I-M

    Digital Marketing Tools is an interactive tutorial which introduces students to the most important techniques of online marketing. An interactive infographic shows the different areas of marketing and their applications in the digital world.

    A final exercise challenges the students to elaborate their own digital marketing plan. A podcast with additional comments from the author complements the tutorial and gives it a personalized point of view.

    Academic Area:
    Marketing & Communications
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