Search results for: 'Cultura'
Mobike Unicorn GE1-141-I
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
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
Consumers' purchasing behavior MK2-107-I
This document summarizes the concepts and basic processes involved in consumer behavior, emphasizing how understanding consumers' needs benefits both consumers and marketers. Understanding consumer behavior can allow companies to develop a commercial strategy that is better matched to consumers, which will increase demand and optimize the means to generate that demand. Some of the main challenges are the variability of behavior, its changing nature, and the complexities of studying it. The note delves into how consumer behavior can be studied in a systematic and precise way by using a wide range of theoretical approaches and models and how it can be affected by factors such as environmental influences (economic, political, technological and cultural context) and marketing actions. The document outlines the various psychological factors involved in decision-making (personality, lifestyles, beliefs and attitudes, motivation, perception and learning) as well as the non-psychological ones (age, sex, location, etc.) which allow the marketer to better understand the consumers’ buying habits. It explains the basic decision-making model in depth and how consumers’ behaviors can play an active role in generating value for the company or the opposite thanks to undesired behaviors such as boycotts, complaints and negative word of mouth. It wraps up by describing how to move consumers from habit buying to decision making.Academic Area:Marketing & Communications
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
Hadi, la palanca de la transformación de la nueva Ce … CO1-269
This case describes the implementation of Hadi Project in Cepsa until 2015. It goes into details about how it changed the landscape for the workforce at the company and deeply changed their culture. The generational changes with the irruption of millennials into the workforce is described managed with this project, with eyes also placed in the future and how this will affect the way the company works.
The case ends with the challenges ahead at that point, and particularly targets the communications department and how its contribution could be able to support the further implementation of the project in other countries and even within the industrial facilities.Academic Area:Organisational Behaviour
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
Rogers Stirk Harbour and Partners RH1-147-M
This interactive multimedia case describes the story of the redundancy process carried out by the architectural studio, Rogers Stirk Harbour and Partners, at the beginning of 2009. The case focuses on how this important studio, which was well-known for having a closely knit, employee-orientated culture, managed this process. The case begins with an introduction to the studio before moving on to hear the reasons of the partners for having to make redundancies. The final section of the case includes an interactive exercise in which students must make recommendations about how the company should manage the process. A dedicated professor's page, which can be shown in class, analyzes the results of the student exercise and also includes a full reaction to the process through various video interviews with employees.
This case lies within the field of Human Resources Management and is fit to be used in such courses across all kinds of postgraduate programs. To date, it has been used successfully in MBA, Executive MBA, Executive Education courses and other management programs.Academic Area:Organisational Behaviour | Human Resources | Negotiation
Retos de negocio de la empresa familiar: Gestión emp … GE2-133
This technical note is dedicated to the study of the phases and growth models of family businesses.Academic Area:Entrepreneurship
Starting up RGS GE1-133-I
The RGS case is designed to stimulate discussion about the early stages of the venture creation process, where the venture opportunity relates to the commercialization of a novel technology discovered at the Universitat Pompeu Fabra in Barcelona, Spain. The case examines the cultural, personnel, technological and market issues relating to the choice of the appropriate commercialization strategy. The main protagonist is Paul Verschure, a professor and leader of the research center called SPECS (Synthetic, Perceptive, Emotive, and Cognitive Systems). Paul must weigh numerous risks and rewards, and assess whether the institution, inventors and potential investors are well matched for the creation of a new venture.Academic Area:Entrepreneurship