Innovation

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  1. Ontier: A global law firm with a local spirit DE1-211-I

    This case describes the internationalization strategy of the law firm Ontier. Its international value proposition lies in offering its clients the best local legal knowledge as well as a uniform, quality service in all the countries where it has a presence. This value proposition is different than that offered by Spanish law firms, which typically use a network of alliances with local firms to offer their clients the best local legal knowledge. However, the quality of their services is not always uniform in all countries. This case study describes how using a joint venture entry mode helped the company achieve its value proposition and how implementing this strategy required changes in management systems and the company’s structure.

    This case study was designed to promote discussion about the advantages and disadvantages of the different entry modes within an “international strategy” or “corporate strategy” module where other related cases are also discussed. However, it can also be used alone in strategy programs where just one session is dedicated to international strategy since it promotes discussion about important strategy issues such as (a) creating a competitive global advantage, (b) choosing a country to enter, (c) choosing an entry mode or (d) implementing international strategy.

    Academic Area:
    Strategy | Others | Law
  2. Pedro Gandara CO1-278-I

    Pedro, a young industrial engineer, had just earned his MBA and landed a job at Innovaciones Metalúrgicas S.A., a top engineering consulting firm. His manager Marta, a very intelligent woman and an excellent manager, gave him the tasks of working alone on a difficult set of technical problems they were finding in nickel and tungsten alloys and to attend and contribute to the weekly coordination meetings to the best of his ability. Pedro ended up proposing four potential improvements to Marta in a span of nine months. Marta carefully analyzed each of his proposals. She rejected the first one on the basis of a number of excellent technical arguments. She also rejected the second one because it would be too rigid and time-consuming. Marta thought his third proposal could work but that it had some weaknesses that needed to be dealt with. For his fourth proposal, he decided to focus on something that was technical in nature since that was his expertise. But it wouldn’t work either. Since he had worked so hard on the proposals, he felt very discouraged and disappointed. One the one hand, he acknowledged that Marta was an excellent professional and knew that her decisions were fair. On the other hand, he was very upset because Marta never praised his efforts and focused on the weaknesses in his proposals without any positive feedback. Her managerial style was causing him to lose his enthusiasm and motivation and he was also upset with his colleagues for criticizing him. At the end of the case, Pedro must decide how to handle the situation.

    Academic Area:
    Organisational Behaviour | Innovation
  3. 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
  4. 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
  5. The Story of a Hospital Giant. The End of a Family L … GE1-140-I

    Family businesses arrive to a tipping point if they grow for long enough, and the Spanish health giant "Grupo Quiron" is no exception. This case focuses on the dilemma Maria Cordon, the founder's daughter, is going through after receiving investment from the CVC fund, when the company is nearing its IPO. Maria must decide whether to execute the purchase option for a minority stake, or if its time to move on and focus on other projects.

    Academic Area:
    Entrepreneurship
  6. Historia de un gigante hospitalario. ¿El fin de un l … GE1-140

    Family businesses arrive to a tipping point if they grow for long enough, and the Spanish health giant "Grupo Quiron" is no exception. This case focuses on the dilemma Maria Cordon, the founder's daughter, is going through after receiving investment from the CVC fund, when the company is nearing its IPO. Maria must decide whether to execute the purchase option for a minority stake, or if its time to move on and focus on other projects.

    Academic Area:
    Entrepreneurship
  7. The Entrepreneurial Journey of a Manager GE1-138-I-M

    Which is the path to entrepreneurship? In this interactive case study we follow the process of Maria Eugenia Giron and her team in the management buy in (MBI) of Carrera&Carrera. It is the case of a top line manager who decides to switch towards entrepreneurship in the growing luxury industry through a well established company.

    Students can follow the milestones of the company through an interactive timeline understand the current situation through graphics and charts and follow the analysis of the stakeholders in video interviews. Finally the student will have the chance to evaluate the opportunity.

    There is also a professor's page where the professor will have access to student's answers and a part B of the case through more videos that can be presented in the class to stimulate further discussion.

    Academic Area:
    Entrepreneurship
  8. Solidarity entrepreneurship and employment launchers … (A) GE1-139-A-I

    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
  9. ABB y Galindo: Ganando la Paz (B) RH1-148-B

    Part B of this case goes beyond the organizational problems of the restructuring described in part A, and addresses the personal situation, commitment and management of the emotions during the mentioned process. This part goes into details of how Esther decided to go above and beyond in many aspects to help resolve the personal situation of workers and managers alike with the best of all of their abilities.

    Academic Area:
    Human Resources | Negotiation
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