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. Ontier: Un despacho global con alma local DE1-211

    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
  3. 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
  4. 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
  5. 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
  6. El Hotel Terminus (A) CG1-130-A

    The “Terminus” Hotel, a 200-room facility, is located within the city walls of one of the most impressive medieval towns in Southern Europe. As consequence of poor management and old-fashioned interior design, the Hotel experienced slumping demand since 2001. In 2004, the Hotel was on the brink of bankruptcy.  In a sudden, these dark prospects turned into hopeful ones; the Hotel was located on a historic building and the regional authorities approached Mr. Leo D. Marcial, chair of the Chamber of Commerce, to mobilize local entrepreneurs in order to take over hotel ownership. 

    This case presents the opportunity to do a profitability analysis of Hotel Terminus, which after a general renovation has once again opened its doors to guests. This analysis is motivated by poor results, that even though they were planned to be in red numbers, the losses are larger than expected. The hotel offers three distinct services: accommodation, restaurant and entertainment (flamenco).

    For the writing of this case, several bits of data have been modified to protect the identity of the company.

    Academic Area:
    Cost Accounting & Management Control
  7. The Terminus Hotel (B) CG1-130-B-I

    The “Terminus” Hotel, a 200-room facility, is located within the city walls of one of the most impressive medieval towns in Southern Europe. As consequence of poor management and old-fashioned interior design, the Hotel experienced slumping demand since 2001. In 2004, the Hotel was on the brink of bankruptcy.  In a sudden, these dark prospects turned into hopeful ones; the Hotel was located on a historic building and the regional authorities approached Mr. Leo D. Marcial, chair of the Chamber of Commerce, to mobilize local entrepreneurs in order to take over hotel ownership. 

    This part B analyzes a particular situation related to a couple of tour operators that propose to the hotel a regular booking of rooms per day, however at a discounted cost. This possibility was refused because of a recommendation of the accounting department, together with a later proposal with similar terms, though with a lesser discount. This short case offers information on fixed and variable costs and more information to analyze why management took this position so that the student can analyze it to agree or disagree on it.

    Academic Area:
    Cost Accounting & Management Control
  8. El Hotel Terminus (B) CG1-130-B

    The “Terminus” Hotel, a 200-room facility, is located within the city walls of one of the most impressive medieval towns in Southern Europe. As consequence of poor management and old-fashioned interior design, the Hotel experienced slumping demand since 2001. In 2004, the Hotel was on the brink of bankruptcy.  In a sudden, these dark prospects turned into hopeful ones; the Hotel was located on a historic building and the regional authorities approached Mr. Leo D. Marcial, chair of the Chamber of Commerce, to mobilize local entrepreneurs in order to take over hotel ownership. 

    This part B analyzes a particular situation related to a couple of tour operators that propose to the hotel a regular booking of rooms per day, however at a discounted cost. This possibility was refused because of a recommendation of the accounting department, together with a later proposal with similar terms, though with a lesser discount. This short case offers information on fixed and variable costs and more information to analyze why management took this position so that the student can analyze it to agree or disagree on it.

    Academic Area:
    Cost Accounting & Management Control
  9. The Terminus Hotel (A) CG1-130-A-I

    The “Terminus” Hotel, a 200-room facility, is located within the city walls of one of the most impressive medieval towns in Southern Europe. As consequence of poor management and old-fashioned interior design, the Hotel experienced slumping demand since 2001. In 2004, the Hotel was on the brink of bankruptcy.  In a sudden, these dark prospects turned into hopeful ones; the Hotel was located on a historic building and the regional authorities approached Mr. Leo D. Marcial, chair of the Chamber of Commerce, to mobilize local entrepreneurs in order to take over hotel ownership. 

    This case presents the opportunity to do a profitability analysis of Hotel Terminus, which after a general renovation has once again opened its doors to guests. This analysis is motivated by poor results, that even though they were planned to be in red numbers, the losses are larger than expected. The hotel offers three distinct services: accommodation, restaurant and entertainment (flamenco).

    For the writing of this case, several bits of data have been modified to protect the identity of the company.

    Academic Area:
    Cost Accounting & Management Control
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