Innovation

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  1. Oferta Pública de ventas DF2-228

    This technical note explains the concept of Initial Public Offering (IPO), the procedure which this offer must go through as well as the requirements for it to be carried out.

    Academic Area:
    Financial Accounting | Finance
  2. Necesidades operativas de fondos y fondo de maniobra CF2-123

    To understand a company’s capacity to create economic value it is necessary to understand, among others, the structure and composition of its current assets and liabilities, as well as its relationship with sales. The reason is that it directly influences the capital invested in operations, which is a determining factor over the ROIC. Through these lenses, it is also possible to analyze the potential default risk of the business.

    Academic Area:
    Financial Accounting
  3. Flujos de caja diferenciales DF2-226

    This material explains the application of discounted cash flows in the valuation of investment projects. It is explained in a brief and concise manner so the concept is made clear and is well defined for the student.

    Academic Area:
    Financial Accounting | Finance
  4. Análisis de ratios CF2-122

    When analyzing a company with regards to its economic and financial health, ratios are the most common tool. They are designed to show the relation between different accounts. Since the financial ratios are so many, it is important to set a path for the analysis to avoid getting lost in the available data.

    Academic Area:
    Financial Accounting | Finance
  5. Airbnb: Disrupting the hotel industry? DE1-217-I

    The case describes the creation and growth process of a company of the so called shared economy with a platform business model, which was potentially disruptive for the hotel industry. Using the setting of the Airbnb entry in Spain and the response of the hotel industry, the case looks in detail at the nature of the business model of a sharing economy firm and the challenges its advancement posed for the industry.

    The case provides insights into some of the different parts of Airbnb's business model: how it creates and captures value, how a company with fewer resources is able to compete and overcome its rivals and threaten a powerful industry, when the success of its business is based on the trust of its users because the company does not guarantee safety.

    This case helps us to understand the challenges that the growth of Airbnb poses for the hotel industry and reflect on the factors that made this business model so successful.

    Academic Area:
    Strategy | Entrepreneurship | Marketing & Communications | Innovation
  6. AirBnB: ¿Desestabilizando la industria hotelera? DE1-217

    The case describes the creation and growth process of a company of the so called shared economy with a platform business model, which was potentially disruptive for the hotel industry. Using the setting of the Airbnb entry in Spain and the response of the hotel industry, the case looks in detail at the nature of the business model of a sharing economy firm and the challenges its advancement posed for the industry.

    The case provides insights into some of the different parts of Airbnb's business model: how it creates and captures value, how a company with fewer resources is able to compete and overcome its rivals and threaten a powerful industry, when the success of its business is based on the trust of its users because the company does not guarantee safety.

    This case helps us to understand the challenges that the growth of Airbnb poses for the hotel industry and reflect on the factors that made this business model so successful.

    Academic Area:
    Strategy | Entrepreneurship | Marketing & Communications | Innovation
  7. Tradition-based innovation for strategic Change in B … DF1-216-I

    In 1993 Bank Muscat was among the smallest banks in the Sultanate of Oman but over the last decade has grown to be the largest with a 40% market share in 2013. This increase in terms of market relevance has been driven by both organic growth and external factors. In 2014 Franco Álvarez a foreign consultant is trying to help Bank Muscat build a comprehensive innovation model. His first step is focused on understanding the current state of innovation within the bank. The ´Ibda (Innovation) competition organized by the bank offers him a first glance of how internal innovation could be fostered in the bank.

    The case provides insight into the innovation process in the Middle Eastern financial sector, focusing on Bank Muscat in Oman. It describes how an international consultant tries to help create an innovative model for the bank by asking top management questions and delving into the bank’s strategy. Through the questions he asks, readers learn about the history of the bank, the business culture and banking industry in Oman and Islamic banking. They also hear about an Ibda competition that ends up being a big inspiration for innovation at the bank.

    Academic Area:
    Finance | Innovation
  8. Lanzaderas de empleo y emprendimiento solidario. Cas … (B) GE1-139-B

    Case B updates the growth issues faced in 2015 by the LEES team led by Alvaro Retortillo Director for Social Innovation al Fundación Santamaria.

    Academic Area:
    Entrepreneurship
  9. Lanzaderas de empleo y emprendimiento solidario. Cas … (A) GE1-139-A

    Case A describes the origins and functioning of LEES in 2013. This is a program launched by José María Pérez González, a Spanish social entrepreneur, in order to address the problem of unemployment in Spain. Mirroring his former social enterprise (Fundación Santamaria La Real), for which he had been nominated Ashoka fellow in 2008, the LEES are a series of accelerators aimed at the unemployed. Designed to make up for the shortcoming of governmental employment policies, where unemployed are passive and isolated, the LEES program follows a holistic approach that fosters the proactiveness of individuals, leverages their skills and increases their visibility. It adopts a collaborative, supportive model, based on people and their capacity for teamwork. Participants in the accelerators organize their activities for an average of 6 months and are led by a coach. The program also strives to involve most actors of the society (municipalities and governmental institutions, private local firms, NGOs, individual volunteers, local training centers, co-working or entrepreneurship centers, universities, etc.) into shaping a global solution to unemployment. Although they are overseen by the LEES central office, accelerators function as quasi-autonomous entities and take up the roles of project management, maintenance, student selection and appointment of functional committees.

    Academic Area:
    Entrepreneurship
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