Innovation

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  1. Innovation at play: Gold certificate financing by Am … DF1-226-I

    Mariam Fatima has recently joined Amana Bank as a member of the New Product Initiatives Division. Seeing the need for a Shariah-compliant pawn service (Qard Hasan) in Sri Lanka, Fatima presents this product gap to her team. During two years, she and her team develop a pawn service that complies with Islamic banking principles - finally offering lower-middle-class individuals the opportunity to borrow money more securely.

    Academic Area:
    Finance | Innovation
  2. Innovación disruptiva en BBVA SI1-147-M

    What happens when a multinational from another sector launches an innovative service which competes directly with your offerings? This material explains how BBVA reacted to the disruption of its micro-payment business caused by the entrance of large multinationals from outside the banking industry.

    The rapid acceptance of technologies by consumers offers an opportunity to meet a growing demand for new services. Many companies attracted by these business opportunities are placing greater importance on innovation pushing it to the forefront of their structure.

    Most commonly it is companies within the same sector that compete amongst one another to launch new services however sometimes the disruptive came from another sector which launches an innovative service which competes directly with your offerings. 

    This case has been designed for use in undergraduate, graduate (MBA programs and Masters in Management programs), Executive MBA, and executive education programs, and in courses such as Information Systems and Technology, Technology and Information Management, Digital Transformation, and Digital Innovation.

    Academic Area:
    Digital Technologies & Data Science | Innovation
  3. La Sonrisa Máxima AJ-EF-020

    Secunda is Prima’s employee and a dentist in one of Prima’s dental clinics. Secunda and Prima are going to open a new clinic together in Spain under a new Sociedad Anónima. They have mistakenly made investments on account of the new company. Leasing over equipment has been entered into with a third party, for equipment to be used in the clinic.

    The students are asked to regularise this de facto situation with a long-term solution. Furthermore, the relationship of both parties as partners must be regulated, and in particular, Secunda’s dual role as a dentist and director.

    Academic Area:
    Finance | Entrepreneurship | Others | Innovation | Law
  4. Inditex and the Emerging Role of Trade Unions in Glo … DE1-221-I

    This case digs into the social sustainability model followed by Inditex, its relationship with unions and the agreements it has signed. It also goes through historical facts around this relationship. The case closes with the challenges of the future, especially regarding the company's public figure which is affected by periodic attacks about the working conditions within emerging economies.

    Academic Area:
    Strategy
  5. Inditex y el rol emergente de los sindicatos en la g … DE1-221

    This case digs into the social sustainability model followed by Inditex, its relationship with unions and the agreements it has signed. It also goes through historical facts around this relationship. The case closes with the challenges of the future, especially regarding the company's public figure which is affected by periodic attacks about the working conditions within emerging economies.

    Academic Area:
    Strategy
  6. The internationalization conundrum of S&H DE1-222-I

    Joe and Alex, father and son and president and CEO of a family-owned business called Steel & Heavy (S&H) had to make a key strategic decision. They needed to set up a new manufacturing subsidiary near an efficient port and narrowed their choices down to a port in Spain or one in China. Joe was in favor of China (Shanghai) because of its size, growth and access to the Asian markets. The Shanghai port was also very large and efficient and labor costs were cheaper than in Europe. But, it was quite far from the headquarters. Alex preferred Spain because of the smaller geographical and cultural distances from the headquarters in Italy, the large metal production cluster already present there and the low cost of coordinating with Italy. Plus, the port in Gijón is the sixth largest in Spain and one of the most modern in terms of infrastructure. However, it was still small compared to the port in Shanghai and the final markets were still far from Gijón. Although Joe owned the majority of S&H’s shares, he did not want to impose a decision on his son and family. When pondering the decision, Joe decided to call T+P, S&H’s partner. T+P’s CEO knew that they would also need to create their own new subsidiary because the international venture was a joint decision. The case wraps up with Alex and Joe calling the CEO to tell him their arguments but does not reveal what the final decision was.

    Academic Area:
    Strategy
  7. Porsche: Beyond the Limits of Luxury? DE1-204-I-M

    Porsche: Beyond the Limits of Luxury? is a highly visual and interactive multimedia that highlights the strategic challenges Porsche faced while growing the company’s business in two very distinct areas: the high-end and the lower-end of the automobile industry, with the launch of their the Spyder, an extreme sports car priced at over €750,000, and the launch of the Macan, the most affordable model to date, starting at just €48,000. Students will have an intimate look into Porsche and the situation they found themselves in in late 2013 with data from both public sources as well as Porsche and exclusive interviews with the automobile giant’s Head of Press & Public Relations of Porsche Ibérica.

    The case is separated into 6 sections. In the first, Porsche’s Stance, learners are given context as to the situation the company finds itself in, including TV adverts, statistics and interviews. In the second section particpants will discover a short history of the brand. In the third and fourth sections, The Automobile Industry and The Luxury Automobile Industry, respectively, insight is given into the market Porsche finds itself in, heavily influencing their strategic decisions. In the case’s fifth section, Porsche Strategy 2018, the company’s growth strategy is broken down for analysis, with another interview supporting this information. Finally, in the last section, Growth Opportunity or Risky Move, particpants can see the final takeways from the professor and author of the case.

    Throughout each section of the case learners will have quizzes testing their understanding of the themes and at the end have the option to view and print their responses via PDF.

    Academic Area:
    Strategy
  8. Arrogant Brewing DE1-220-I-M

    Arrogant Brewing: Strategy in the Craft Beer Market puts students in the shoes of founding partner of a San Diego-based craft brewery as they make their entrance into the craft beer market. Using a modern multimedia layout including interactive activities and a realistic storyline acted out on screen, learners will have to make crucial strategic decisions that will have a direct effect on the company’s success and will receive immediate feedback on the decisions they’ve made.

    This case is separated into 3 parts, each one consisting of Watch, Learn, Do, and Decide sub-sections. The multimedia’s format makes for a clear and engaging learning experience. Arrogant Brewing, an up-and-coming craft brewery, wants to break into the craft beer market, but must tackle a number of obstacles along the way. Each part begins with a video centered around the student, making him/her the protagonist. Students must listen to the current situation the company finds itself in. After watching the video, students will learn the academic theories relevant to the situation, practice their understanding with interactivie activities (drag and drop exercises, matching, etc.), and finally, make a decisión about the company’s next move. With each decision made, feedback is given in video format.

    A practical, modern, and visually stunning case, Arrogant Brewing has already proved to be an effective and popular resource used in classes at IE.

    Academic Area:
    Strategy
  9. Arrogant Brewing DE1-220-M

    Arrogant Brewing: Strategy in the Craft Beer Market puts students in the shoes of founding partner of a San Diego-based craft brewery as they make their entrance into the craft beer market. Using a modern multimedia layout including interactive activities and a realistic storyline acted out on screen, learners will have to make crucial strategic decisions that will have a direct effect on the company’s success and will receive immediate feedback on the decisions they’ve made.

    This case is separated into 3 parts, each one consisting of Watch, Learn, Do, and Decide sub-sections. The multimedia’s format makes for a clear and engaging learning experience. Arrogant Brewing, an up-and-coming craft brewery, wants to break into the craft beer market, but must tackle a number of obstacles along the way. Each part begins with a video centered around the student, making him/her the protagonist. Students must listen to the current situation the company finds itself in. After watching the video, students will learn the academic theories relevant to the situation, practice their understanding with interactivie activities (drag and drop exercises, matching, etc.), and finally, make a decisión about the company’s next move. With each decision made, feedback is given in video format.

    A practical, modern, and visually stunning case, Arrogant Brewing has already proved to be an effective and popular resource used in classes at IE.

    Academic Area:
    Strategy
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