Search results for: 'Cost'
The unpredictable journey of entrepreneurial discove … GE1-147-I-M
This Multimedia Case will drive the student through an immersive musical journey along a premium quality hand –made Spanish guitar. The student will have the opportunity to follow the story of Manuel Rodriguez, a daring entrepreneur. They will be able to follow the companies and generation´s world trip and understand the reasoning behind his actions.
Using Manuel Rodríguez´s case, students will have the opportunity to put themselves in the position of a serial entrepreneur, constructing their own journey alongside Manuel Rodríguez Guitars. Their decisions and experiences along the multimedia case will get stored digitally, in order to have an open discussion in class.
Decision-making, drag and drop, and other interactive activities make up the learner journey; these activities are based on tangible entrepreneurial frameworks and business models.Academic Area:Entrepreneurship
ROYO GROUP: RETOS DEL LEAN MANAGEMENT EN EL ENTORNO … DO1-158
Royo Group is a company that manufactures and sells bathroom furniture. In 2010, after the generational change in the company's leadership, it was decided to implement lean management at an industrial level to improve competitiveness, both in terms of quality, and service and cost. Initially, the implementation was not too successful, because the improvements achieved were not consolidated. However, in 2012 the course was corrected, the implementation approach and the company began a stage of sustained improvement that has reached today.Academic Area:Operations & Supply Chain Management
Calviá Beach: Meliá Hotels International Leading the … MK1-165-I
The case describes the story of Meliá Hotels International in Magaluf, Mallorca, as a touristic destination that had an extraordinarily fast development. It became a reference destination, due to its climate and privileged environment. It turned into a reference of quality and cost-effectiveness in Spain for decades, driven by hotel investment and tourism in the area.
However, in the 90s the perception of the area, as a quality tourist destination, decreased and began a period of inflection. These actions led to the fall of prices and margins of hotels.
Faced with the situation of serious deterioration of the Magaluf area and the declining results of Meliá hotels in the area, Mark Hoddinott knew that they had to make a strategic decision about the positioning of Meliá in that destination. After detailed analyzes, reflections and a wide network of consultations with collaborators, Hoddinott concluded that the best alternative for the company was investing in the area and promoting a strategic repositioning to restart Magaluf as a tourist destination.Academic Area:Marketing & Communications
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
Ingeniería de Motores S. A. is a company that manufactures small engines for other manufacturers of gardening products.
The case is dedicated to the possibility of externalizing a significant part of the manufacturing process to another company. Should they accept the offer of this supplier? How would this decision change if they could use the empty and unused space they have available?Academic Area:Cost Accounting & Management Control
AM Asesores CG1-148
This case goes into details of the profitability of the clients of AM Asesores. To resolve a never-ending argument between two departments, they decide to bring in an external third party who offers to alternatives to account and manage profitability in the company. The student will have to analyze the two options and argue for the one they consider best.Academic Area:Cost Accounting & Management Control
El Control de Gestión Estratégico: Planificación Est … CG2-131
Positive past results are less and less likely to produce positive results in the future. The success of a firm stands in its capacity to adapt to the environment at any given time and situation.
As a consequence, the role of management control has changed significantly and continues to do so. Faced with the, basically financial, management control of the 80s and 90s, it has evolved to become more strategic, and capable of answering to a firms current capacity to generate revenue. This will be achieved only if we measure and control the selected strategic path, and depends also on the capability to constantly reframe that path, through constant and adaptive strategic planning for every moment and situation.Academic Area:Cost Accounting & Management Control
Liquidez en mercados financieros: derivados sobre me … DF2-237
This technical note starts with explanations and examples of the liquidity in financial markets, along with pros and cons. This helps further the understanding of derivative products. It goes as well into futures and options for goods, including buying and selling strategies and the risks involved. About futures, it delves into its main characteristics, liquidity and shows the potential consequences of a halt in the futures market. It also gives an overview of the concepts of contango and backwardation.Academic Area:Finance
Mondelez: The Harmony Commitment DE1-215-I
This case describes how Modelez Iberia launched a corporate social responsibility project called the Harmony Commitment program after good sales results were obtained when it was carried out in France. The essence of the initiative was very closely related to the basis of its competitive advantage: the purchase of local raw materials (they had to be traceable); proven quality; and an emphasis on how the product is associated with sustainability and with maintaining balance in local biodiversity. It obligated farmers to sow a certain variety of wheat under specific conditions.
Although a campaign that was carried out showed that the initiative had a strong impact and was widely known, the brand manager was not satisfied with the results since it was complicated to measure the program’s commercial impact. He wondered if the concept of "better wheat, better biscuits" was enough as a basis for his sales campaign, thinking perhaps that it was better not to insist on the Harmony Commitment, seeing how complex it was to communicate. On the other hand, the project had had a very favorable acceptance among suppliers and company employees. With the program ceasing to be a novelty and with competitive pressure continuing to grow, the director of communications, corporate responsibility and public affairs must analyze the project’s evolution and decide what the next step should be.Academic Area:Strategy