Innovation

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  1. La Internacionalización de una PYME. El caso de ACE … GE1-137


    The case describes the history of a SME that initially was operating only in Spain and had expanded providing service throughout the world. The case also allows us to understand which reasons were decisive kick-start the internationalization of the company. Two elements appear to explain the success of ACE. First, the very intensive use of computer tools and the internet from its origins and second, hiring of on-demand staff. These elements allowed a great reduction of costs and offered a wide variety of consulting services with a Lean Company structure.

    Even so, ACE, the company that became a worldwide reference in the provision of technical assistance services that works in more than 80 countries in all continents, has strategic dilemmas for the future; in particular, the case questions the models of growth and expansion in new markets.

    Academic Area:
    Entrepreneurship
  2. Luces y sombras en el crecimiento de Lego DE1-213

    In 2012, LEGO overtook Hasbro to become the world's second-largest toy maker behind Mattel. The recently premiered “The LEGO Movie” grossed $69 mm on its opening weekend making it the largest debut of 2014. If all went well, soon they could beat its main competitor, Mattel Inc. But many challenges still laid ahead of the family owned company.

    LEGO needed to become a truly global and diverse organization to meet the adaptive challenges. To achieve this goal, Knudstorp envisioned the company as: “a unique niche player in the toy industry”. Was that the right vision given the competitive landscape? Would it be compatible with maintaining the company 100% family owned?

    Academic Area:
    Strategy | Entrepreneurship
  3. The turnaround of Lego: continued growth under famil … DE1-213-I

    In 2012, LEGO overtook Hasbro to become the world's second-largest toy maker behind Mattel. The recently premiered “The LEGO Movie” grossed $69 mm on its opening weekend making it the largest debut of 2014. If all went well, soon they could beat its main competitor, Mattel Inc. But many challenges still laid ahead of the family owned company.

    LEGO needed to become a truly global and diverse organization to meet the adaptive challenges. To achieve this goal, Knudstorp envisioned the company as: “a unique niche player in the toy industry”. Was that the right vision given the competitive landscape? Would it be compatible with maintaining the company 100% family owned?

    Academic Area:
    Strategy | Entrepreneurship
  4. 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
  5. 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
  6. Solidarity entrepreneurship and employment launchers … (B) GE1-139-B-I

    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
  7. I Laugh You: Lebanon Entrepreneurial Emergence in th … GE1-135-I

    I Laugh You is an emerging venture in a politically unstable economy. The venture started informally in 2011 and obtained juridical personality in 2012. Founded by Sabine Jizi, a young 23 years old girl who transformed her hobby into a venture, the company took off in a very fast and successful way.

     Very soon, however, Sabine would face the challenge of being a business founder. Is the business sustainable? Did the venture develop as it should? What could have been done better in these first years? Will Sabine be able to correct the venture's course?

    Academic Area:
    Entrepreneurship
  8. Reflexiones sobre la gestión emprendedora GE2-134

    This technical note analyses the entrepreneur, its requirements and capabilities for success.

    Academic Area:
    Entrepreneurship
  9. Retos de negocio de la empresa familiar: Gestión emp … GE2-133

    This technical note is dedicated to the study of the phases and growth models of family businesses.

    Academic Area:
    Entrepreneurship
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