Innovation

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  1. PERI España (C) RH1-013-C

    This case is an interview with Gerhard Hexel, the managing director of PERI Spain, about the company’s management philosophy. Firstly, Hexel explains the staff training and occupational safety policies that exist at PERI such as driving courses. He emphasizes that although they are involved in a dangerous business, they are the safest company in the industry and have an annual accident rate of zero. He then boasts that staff rotation is very low due to the great training they provide and that people who do leave usually end up coming back. In order to motivate employees, he describes how the company organizes lots of activities such as sports, English classes, and parties. Regarding his management philosophy, he believes in delegating work, giving people freedom and getting work done more efficiently, not spending more time at work. He also believes that people should like to work and explains how it can be like a hobby. Although the company is now an example in the industry, Hexal explains that PERI Spain went through tough times and had to confront a crisis in 1992-1993 that it got through by cutting the employees’ salaries. Lastly, he discusses the future of PERI Spain and how the company plans to continue growing.

    Academic Area:
    Human Resources
  2. PERI Spain Coaching in Construction (B) RH1-013-B-I

    This case features an interview with Rafael Felices Huarte, the general manager of PERI Spain. First, Felices Huarte explains how the trust that management has in its employees has led to PERI’s extremely positive results, low turnover rate and low number of occupational accident rates. He also emphasizes that they focus on the best solution for the customer, not the lowest cost. The employees are highly motivated and an important part of the company’s growth. He also delves into the company’s values of self-discipline, responsibility, communication and learning. Next, he describes the company’s new diversification strategy of extending the range of services with the aim of earning a high market share. In order to carry out this strategy change, the company needed to hire construction foremen, which was a challenge due to difficulties in obtaining qualified personnel for on-site work. The company faced this challenge by setting up a professional training program which required the support of the director of logistics and civil engineering. Felices Huarte explains how he is not worried about hiring new staff endangering the company’s culture due to adaptation processes they have in place, other departments which influence conduct and leisure activities that help new staff to embrace the company’s culture. He wraps up the interview by talking about corporate social responsibility at the company and explains how basic principles such as rigorous administrative management of all staff on site (social security, medical check-ups, payroll, etc.), training courses on the tasks to be carried out, and strict compliance with occupational risk-prevention measures ensure they are able to survive in the long term.

    Academic Area:
    Human Resources
  3. Galletas Fontaneda y United Biscuits RH1-120

    This case is about how a small town joined together and fought to keep a biscuit factory open that was deeply rooted in their community. The biscuit factory Fontaneda (United Biscuits) did not just provide jobs for many of the locals in Aguilar de Campoo (Spain), the community also relied on it for things like building a school or bus stop. However, the factory operated at only 30 percent capacity, leading them to announce the transfer of all workers and the closure of the factory in 2002. This led to a crisis with lots of backlash and a major confrontation between the workers, citizens and the multinational, which became a public relations disaster for the company. Politicians and union leaders also stepped in, mobilizing against the closing. The case walks readers through the seven months of negotiations between the parties and describes how the crisis was managed. Eventually, the factory was sold to Siro, excluding the brand, and workers were given options to move to another United Biscuits plant, to retire early or to work under Siro. Although there were tough moments during the negotiation process, this was seen as a victory by the union headquarters, and during 2002 and 2003, United Biscuits strongly exceeded its financial performance.

    Academic Area:
    Human Resources | Negotiation
  4. Galletas Fontaneda and United Biscuits RH1-120-I

    This case is about how a small town joined together and fought to keep a biscuit factory open that was deeply rooted in their community. The biscuit factory Fontaneda (United Biscuits) did not just provide jobs for many of the locals in Aguilar de Campoo (Spain), the community also relied on it for things like building a school or bus stop. However, the factory operated at only 30 percent capacity, leading them to announce the transfer of all workers and the closure of the factory in 2002. This led to a crisis with lots of backlash and a major confrontation between the workers, citizens and the multinational, which became a public relations disaster for the company. Politicians and union leaders also stepped in, mobilizing against the closing. The case walks readers through the seven months of negotiations between the parties and describes how the crisis was managed. Eventually, the factory was sold to Siro, excluding the brand, and workers were given options to move to another United Biscuits plant, to retire early or to work under Siro. Although there were tough moments during the negotiation process, this was seen as a victory by the union headquarters, and during 2002 and 2003, United Biscuits strongly exceeded its financial performance.

    Academic Area:
    Human Resources | Negotiation
  5. Proceso JIT DO1-014-M

    Interacitve case Study comprised of a dynamic comparison of the pull-push processes and a virtual guide of the Ford plant in Almussafes (Valencia).

    Academic Area:
    Operations & Supply Chain Management | Digital Technologies & Data Science | Innovation
  6. JIT process DO1-014-I-M

    Interacitve case Study comprised of a dynamic comparison of the pull-push processes and a virtual guide of the Ford plant in Almussafes (Valencia).

    Academic Area:
    Operations & Supply Chain Management | Digital Technologies & Data Science | Innovation
  7. Análisis fundamental y análisis técnico (Version Corta) DF2-227

    This technical note explains in depth the technical analysis and fundamental analysis, its components and phases, the sources of information, the areas of action, the objectives of these analyzes and the differences between them.

    It describes in detail on the one hand the financial analysis and the valuation of companies as an important part of fundamental analysis, and, on the other hand, explains what and what for is the technical analysis, its most common terms and theories, and finally, comparison between fundamental analysis and technical analysis.

    Academic Area:
    Financial Accounting | Finance
  8. Launching a Pringles line extension in Spain MK1-164-I

    The case shows how the protagonist needs to work on two fronts: 1) with the European innovation team & 2) with the local trade team to ensure the best fit with customers, consumers and shoppers.

    During the case, different questions arise: the name "Tortilla" (of potatoes?), the communication model, the distribution strategy, pricing and promo strategy, all this together or separately from Pringles potatoes?

    It has been created for use in undergraduate and graduate programs (MBA, MIM, and Executive MBA) within Marketing and Communication sessions. A preliminary knowledge on the 4 P´s of marketing is needed.

    Academic Area:
    Organisational Behaviour | Human Resources | Marketing & Communications
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