Search results for: 'Culture'
Expanding into new theme park markets: The case of F … DE1-225-I
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
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
Hadi, The Key to Cepsa’s Transformation CO1-269-I
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. 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
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
Rogers Stirk Harbour and Partners RH1-147-I-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
This interactive multimedia case describes Aedas a leading architectural firm which has developed a strong research culture. This has led to the creation of specialist groups within the firm for the main R&D fields at stake.
The case touches different aspects such as innovation ROI knowledge management business-IT alignment inside a professional services firm and includes several rich graphic elements such as videos of the company’s protagonists and a decision tool where students have to think about the new setup of a research project at AEDAS.
The case study is designed to be discussed in one session with the support and guidance of the professor in areas such as Innovation Management, Project Management and Information Systems and Technology.Academic Area:Operations & Supply Chain Management | Innovation
XP Oil Corporation in the Orinoquia Region NG1-118-I
XP Oil Corporation (XP) won the bid for building an oil pipeline for natural gas in the Orinoquia region of Colombia. According to previous experiences, the bottleneck for the construction was the delay in negotiating easements (rights to pass through the land) with the farmers and ranchers. Huge amounts of petroleum had been discovered in the region during the 1990s but the company was new to the region. Other international companies had some years of experience with this type of negotiations, not only for building pipelines but also for prospecting geological studies, purchasing land for oil drilling and building roads and electric lines. XP carefully selected and hired fifteen experienced professionals for a team of land easement negotiations and was facing the challenge of setting negotiation policies and guiding the group. A hired consultant conducted personal interviews with the team members. The case is a summary of his notes and perceptions about the negotiation culture in the region, as well as possible ways to deal with them.
The names are fictitious, but the case and data are real.Academic Area:Others | Negotiation
Solvent S.A. (A) GE1-119-A-I
This case is about Solvent S.A. and disputes between its shareholders eventually leading to a shocking turn of events. The beginning of the case gives details about the cement industry as well as information on how the company was started. When the company was founded, the shareholders included family members from the Salazar and Santos family and a family friend, Edgar Dangond. It describes how the there was a lot of trust between the shareholders and there was a family feel.
But then it goes on to describe how a series of disputes split the shareholders into two groups. The first dispute happened in November 2005, when there was a cash flow problem so the general manager, Dangond’s son, decided to delay the payment of dividends two weeks without informing shareholders. The shareholders were upset about this and included it as a point at their meeting. During this meeting, the general manager’s salary came up and things started to get ugly. While Santos and Dangond considered the salary to be acceptable, Salazar and his family considered it to be totally unrealistic. This split them into two groups.
The situation continued to go downhill leading to the approval of a new board. After yet another disagreement where Javier Dangond and Juan Santos were accused of working together too closely, Santiago Santos Prado shocked the shareholders during a meeting where he read a letter stating that the company culture had changed and there was no longer trust so he and his son wanted to either sell their shares or to buy more shares until they reached 51% and were no longer the minority.Academic Area:Entrepreneurship