Innovation

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  1. 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
  2. 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
  3. HUAWEI España: Everybody Can Be A Dancer CM1-005

    This case study discusses Huawei's history and development in Spain. It analyses the telecom operator's origins and culture and the way it entered the Spanish market by focusing on bringing corporate communications in-line with the company's business strategy in order to create awareness, change the firm's image and construct a corporate reputation for its different interest groups. The case study also explains how Huawei's communications department developed as the business grew and illustrates how it overcame the west's prejudices about Asian companies.

    Academic Area:
    Strategy | Marketing & Communications | Others
  4. HUAWEI Spain: Everybody Can Be A Dancer CM1-005-I

    This case study discusses Huawei's history and development in Spain. It analyses the telecom operator's origins and culture and the way it entered the Spanish market by focusing on bringing corporate communications in-line with the company's business strategy in order to create awareness, change the firm's image and construct a corporate reputation for its different interest groups. The case study also explains how Huawei's communications department developed as the business grew and illustrates how it overcame the west's prejudices about Asian companies.

    Academic Area:
    Strategy | Marketing & Communications | Others
  5. J. Rutz. Desarrollo de un modelo estratégico de mejo … DO1-156

    The case study describes the experience of Javier Rutz as operations director and later as general manager of NERTUS, a leading company in the sector of railway maintenance services in Spain.

    The company was founded by Spanish rail operator Renfe and Siemens, a leading train manufacturing company, to provide maintenance services for Siemens’ trains. From the beginning, NERTUS stands out for the high quality of its services and its great capacity for continuous improvement.
    Shortly after its Foundation, Javier Rutz joined the company, first as director of operations and later as general manager. During this period, the philosophy of continuous improvement reached its maximum splendor.

    After concluding a highly successful professional stage, Javier Rutz leaves the company and asks himself which is the best way to exploit his experience for his professional future: should he continue as a senior executive in another company or undertake a different challenge through his own company to provide consulting services that offer “the design and implementation of management models based on continuous improvement, with a strategic perspective?” 

    Aims to identify what are the key strategic and organizational elements that allow the successful implementation of a continuous improvement methodology. These strategic and organizational variables, such as customer orientation, company culture, leadership, transparency of information, etc., are shown throughout the case in a general way and in some examples presented by J. Rutz on NERTUS.

    Academic Area:
    Operations & Supply Chain Management
  6. J. Rutz. Developing a Strategic Continuous Improveme … DO1-156-I

    The case study describes the experience of Javier Rutz as operations director and later as general manager of NERTUS, a leading company in the sector of railway maintenance services in Spain.

    The company was founded by Spanish rail operator Renfe and Siemens, a leading train manufacturing company, to provide maintenance services for Siemens’ trains. From the beginning, NERTUS stands out for the high quality of its services and its great capacity for continuous improvement.
    Shortly after its Foundation, Javier Rutz joined the company, first as director of operations and later as general manager. During this period, the philosophy of continuous improvement reached its maximum splendor.

    After concluding a highly successful professional stage, Javier Rutz leaves the company and asks himself which is the best way to exploit his experience for his professional future: should he continue as a senior executive in another company or undertake a different challenge through his own company to provide consulting services that offer “the design and implementation of management models based on continuous improvement, with a strategic perspective?” 

    Aims to identify what are the key strategic and organizational elements that allow the successful implementation of a continuous improvement methodology. These strategic and organizational variables, such as customer orientation, company culture, leadership, transparency of information, etc., are shown throughout the case in a general way and in some examples presented by J. Rutz on NERTUS.

    Academic Area:
    Operations & Supply Chain Management
  7. Iberian Lifts, S.A. DO1-155

    Iberian Lifts is a manufacturer of elevators, which is experiencing a serious financial crisis. The shareholders—the founder’s sons—are selling their shares for a nominal €1 to their main supplier Nomo Electronics. The new owner of the company, Alberto Nogales, has appointed Lucas Alemany as managing director of Iberian Lifts. Up until this time, Alemany has been director of operations at Nomo Electronics.

    The morning after signing the share purchase agreement, Nogales is visiting the plant. During his tour of the factory, an incident involving two workers occurs which leads to their dismissal without any warning. The manager of that section is also fired for not carrying out orders.

    In the afternoon, Nogales leaves the factory to return to Nomo Electronics’ offices, situated in another city. Alemany remains as the top executive and is unsure about what will happen the following day with the union representatives regarding the dismissal of three colleagues. He is not sure if Nogales’s actions will increase the social tension in the factory even more, or, on the contrary, if it will facilitate the management of the changes to be made.

    This case is very well suited as a first approach to the case method for students, especially given its short and concise format.

    Academic Area:
    Operations & Supply Chain Management
  8. Iberian Lifts, S.A. DO1-155-I

    Iberian Lifts is a manufacturer of elevators, which is experiencing a serious financial crisis. The shareholders—the founder’s sons—are selling their shares for a nominal €1 to their main supplier Nomo Electronics. The new owner of the company, Alberto Nogales, has appointed Lucas Alemany as managing director of Iberian Lifts. Up until this time, Alemany has been director of operations at Nomo Electronics.

    The morning after signing the share purchase agreement, Nogales is visiting the plant. During his tour of the factory, an incident involving two workers occurs which leads to their dismissal without any warning. The manager of that section is also fired for not carrying out orders.

    In the afternoon, Nogales leaves the factory to return to Nomo Electronics’ offices, situated in another city. Alemany remains as the top executive and is unsure about what will happen the following day with the union representatives regarding the dismissal of three colleagues. He is not sure if Nogales’s actions will increase the social tension in the factory even more, or, on the contrary, if it will facilitate the management of the changes to be made.

    This case is very well suited as a first approach to the case method for students, especially given its short and concise format.

    Academic Area:
    Operations & Supply Chain Management
  9. Tradition-based innovation for strategic Change in B … DF1-216-I

    In 1993 Bank Muscat was among the smallest banks in the Sultanate of Oman but over the last decade has grown to be the largest with a 40% market share in 2013. This increase in terms of market relevance has been driven by both organic growth and external factors. In 2014 Franco Álvarez a foreign consultant is trying to help Bank Muscat build a comprehensive innovation model. His first step is focused on understanding the current state of innovation within the bank. The ´Ibda (Innovation) competition organized by the bank offers him a first glance of how internal innovation could be fostered in the bank.

    The case provides insight into the innovation process in the Middle Eastern financial sector, focusing on Bank Muscat in Oman. It describes how an international consultant tries to help create an innovative model for the bank by asking top management questions and delving into the bank’s strategy. Through the questions he asks, readers learn about the history of the bank, the business culture and banking industry in Oman and Islamic banking. They also hear about an Ibda competition that ends up being a big inspiration for innovation at the bank.

    Academic Area:
    Finance | Innovation
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