Vinos de Georgia MK1-169
The case is about how to build the “Georgia Brand” and how to position Georgian wines on the international market. The oldest wine remains in the world, dating from about 6000 BC, have been found in Georgia, which would allow us to affirm that Georgia is "the cradle of wine." In addition, the country has some 500 endemic grape varieties, and grape fermentation methods that allow making very special wines. All these elements should allow Georgian wines to be positioned as niche products, and to be sold at a high price. However, due to historical and political conditions of the last 100 years, hardly anyone outside Georgia and the former USSR is aware of these facts, and Georgian wines are mostly exported to countries of the former Soviet republics.
The case points out to several decisions that have to be made regarding Georgian wines.Academic Area:Strategy | Marketing & Communications
Champagne Krug. El saber hacer de recuperar una casa … DE1-230
The case describes the champagne house Krug turnaround process. The house in the late ’90s had a troubled financial situation. Acquired by the French conglomerate LVMH in the late ’90s, and despite the efforts and investments, the house did not seem to recover and, by 2008, was once more suffering financial distress.
In 2009, Margareth Henríquez arrived as CEO. Based on her previous turnaround expertise in larger firms, Krug seemed like a less challenging project. However, her first year at Krug, with continuous declining sales, proved that Krug’s situation was more complicated than anticipated. The case allows a discussion of the real complexity in setting the strategic rationale of a turnaround. It describes the initial missteps and the search for guidance on the roots of the house, which brought Maggie on a journey of discovering the visionary approach of its founder, Joseph Krug.
The case is rich in detail across all firm facets to allow a discussion on all the transformation measures taken and its rationale. Then the case is well suited to a debate on strategy implementation. Likewise, it might also be appropriate to discuss the adjustment of the marketing policies on a turnaround.
Lastly, the case emphasizes the role of Maggie as a transformational driving force. A woman from a different culture on a selective, and to a certain extent, conservative market. Her strategic approach and her decisive leadership in challenging classic policies are also fundamental pillars of the transformation.Academic Area:Strategy | Marketing & Communications
El Confidencial: liderando la revolución digital de … DE1-227
El Confidencial is an example of how a young company can become the leader in an industry undergoing a transformation. The case describes the changes in technology and consumer habits that occurred with the digitalization of the newspaper industry. This has resulted in financial hardship for traditional newspapers as their model based on print newspapers fades away.
First, the case explores the industry by describing what success traditionally looked like and how it has evolved with the digitalization of the industry.
Second, it explores the emergence of new digital “native” competitors and how they have managed to gain a high level of readership and influence over public opinion in a short period of time. This has redesigned the map of mass media establishing new positions of leadership, such as that of El Confidencial.
Told in chronological order, the case explains the evolution of El Confidential starting with its foundation in 2001. The reader tracks how it faced its main challenges and achieved success.Academic Area:Strategy | Entrepreneurship
Expansión a nuevos mercados de parques temáticos el … DE1-225
In 2005, Ferrari signed an agreement to build the first Ferrari-inspired theme park in the world. The park was built on Das Island in Abu Dhabi, United Arab Emirates. Hence, Ferrari World Abu Dhabi, the first theme park entirely devoted to the legendary carmaker Ferrari, came to existence. The success of the park attracted new players who requested licenses from Ferrari to open new parks. In response to this demand, Luca Fuso, the head of Ferrari Brand, must make decisions:
- Should Ferrari sell any licenses or simply only allow Ferrari World Abu Dhabi to exist?
- If new Ferrari parks do open, should they be located in developing or developed countries/regions?
- How do the answers to the above questions affect Ferrari’s long-standing view that the demand for Ferrari products should never be fully satisfied?
The case is designed for use in courses on international management for MBA students and upper-division undergraduate business students. The focus on international business makes it useful for audiences from cross-culture management courses. The students would benefit the most if they have taken in the past courses in topics such as Global Business Environment and Leadership.Academic Area:Strategy
LA INVERSIÓN SOCIALMENTE RESPONSABLE (ISR) DE2-125
Este caso se trata del crecimiento de la ISR por la conjunción de varios factores institucionales y sociales que son el reflejo de la relevancia que la Responsabilidad Social Corporativa (RSC) de las empresas que están adquiriendo en muchos países y sectores. Se trata también de las iniciativas para poder evaluar el impacto que los fondos ISR pueden tener y para hacer un análisis preciso de su volumen y motivaciones, tratando de tener una visión ordenada.Academic Area:Strategy
Mobike Unicorn GE1-141
The case describes some strategic, marketing and organizational challenges faced by Mobike during the path of further expansion and growth. China, as an emerging and fast-expanding market, has its unique features. Mobike, as a successful Chinese startup, was able to survive a number of rounds of fundraising and stood at a crossroad, leading to different future growth paths.
The company has its doubts about the future. The point is not how to grow fast, but how to grow and stay in the market longer. The founder Hu Weiwei and CEO Davis Wang were concerned about the strategy for the future. The question was: should Mobike enter the deeper level of second- and third-tier cities in China, or should it pursue its global market penetration?
The case illustrates the challenges presented by business expansion. It highlights the importance of strategic tools, namely business model canvas, scenario planning and market analysis, to reevaluate current business operations, clarify future possibilities and mitigate business risks.
The case could be used in business schools at a variety of levels, including undergraduate, MBA and Executive. It could also be used in marketing, strategy and international cultural management courses. It is particularly useful for participants who want to explore strategy domain or build market knowledge on Chinese markets and the growth path on Chinese startups.Academic Area:Strategy | Entrepreneurship | Marketing & Communications | Innovation
La Expansión del Grupo Hotelero Palladium DE1-224
The case describes the challenges and opportunities of the Palladium Hotel Group (PHG). PHG is a Spanish company founded in the 60s by the Matutes family that, with over 60 years in the market, is one of the leading companies in the sector.
This case describes the main milestones and challenges of PHG caused by the digital transformation trends in the tourism sector during the previous decade. It includes the story Ushuaïa Ibiza Beach Hotel, which is known for changing Ibiza forever. It also discloses the P2P dynamics achieved with the consolidation of Palladium Addicts.
There is also a description of the segmentation, targeting and positioning strategy followed by the marketing team and the importance of the digital transformation to create a dynamic and proactive management strategy.
The growth of the company was effective in terms of revenue and profits in the past decade, and PHG’s next challenge was to further conquer the American traveller and redesign the strategic roadmap for the coming years in order to achieve the growth and customer experience objectives.
This case has been designed for use in undergraduate, graduate (MBA programs and Master in Management programs), and Executive MBA and Executive Education programs as well as in courses such as Marketing Strategy, Digital Transformation and Digital Innovation.Academic Area:Strategy | Marketing & Communications
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
Role Play - Derecho de la Competencia. Anexo 7. Inst … (Rol 7) AJ-DM-008
Role play designed especially for early students of law or business administration. Useful to get a first-hand experience of the pressures directors face with competitive threats and also to tempt them with quick solutions using anti-competitive strategies, that tend to be relatively camouflaged. Each role explains the interaction of that team according to their role. This role has the instructions for Colgata, but also an analysis of who is who to help conduct the two meetings of the activity.
The key dilemma is centered on the arrival of a Chinese competitor that is combined with the decline of the European sector and what should the brands do to remain competitive in the marketAcademic Area:Strategy | Others | Law