Search results for: 'Decision-making'
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 | Innovation
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
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
Arrogant Brewing: Strategy in the Craft Beer Market DE1-220-I-M
Arrogant Brewing: Strategy in the Craft Beer Market puts students in the shoes of founding partner of a San Diego-based craft brewery as they make their entrance into the craft beer market. Using a modern multimedia layout including interactive activities and a realistic storyline acted out on screen, learners will have to make crucial strategic decisions that will have a direct effect on the company’s success and will receive immediate feedback on the decisions they’ve made.
This case is separated into 3 parts, each one consisting of Watch, Learn, Do, and Decide sub-sections. The multimedia’s format makes for a clear and engaging learning experience. Arrogant Brewing, an up-and-coming craft brewery, wants to break into the craft beer market, but must tackle a number of obstacles along the way. Each part begins with a video centered around the student, making him/her the protagonist. Students must listen to the current situation the company finds itself in. After watching the video, students will learn the academic theories relevant to the situation, practice their understanding with interactivie activities (drag and drop exercises, matching, etc.), and finally, make a decisión about the company’s next move. With each decision made, feedback is given in video format.
A practical, modern, and visually stunning case, Arrogant Brewing has already proved to be an effective and popular resource used in classes at IE.Academic Area:Strategy
Country Investment Decision EC2-103-I-M
Country Investment Decision is an interactive exercise in which students adopt the role of an International Fund Advisor. Students must study the data available about different countries in order to prioritize the investment options and make a final investment proposal.
The exercise is designed so that different data sets of real countries are firstly considered individually before all the data together is taken into account to make a final proposal. The topics covered are economic indicator data, institutional data, and finally social and political risk data. At each decision stage, the student must justify their choices. A professor’s page displays graphically the evolution of decisions.
* This material will have personalized links for each student and the professor will have the ability to see individual and aggregate responses before and during the class session.Academic Area:Economic Environment
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
Fabric Softeners MK1-157-I-M
This multimedia case has been developed as an interactive single-player simulation. It presents a real life situation of how to use market research in a business context; in the specific case of revenue growth through an increase in consumption. The case covers all the steps within market research; secondary data analysis, the actual design of the market research, and the development of the marketing plan. The case is closely based around a consumer goods giant, however the details of the company have been disguised.
Through an interactive interface students will review the market research methodologies, analyze key qualitative insights and quantitative data; and more importantly experience first-hand the decision making process behind market research. All this under the intriguing framework of developing the Fabric Softener category in a number of developing countries (Mexico, Russia, Poland, Hungary, and The Philippines, among others).
By working through this case study, students will learn about market research and at the same time have the opportunity to put into practice their knowledge. They will understand how to use the information obtained from the research to guide investment choices, both in terms of selection of countries as well as specific marketing and promotional activities.
This simulation can be used as part of a marketing fundamentals course or in a more specialized market research course. It can be used in master programs such as MBA, Master in Management, Master in Marketing Research or degree/university level courses with students that have some previous knowledge in marketing issues and marketing research tools and methodologies. It can also be used in executive education programs.Academic Area:Marketing
Advanced Steel Designs (C) CO1-265-C-I
The factory director decided to give the operators another opportunity, trying the new arrangement for one week. A month later, the incidents of revision and replacement of defective parts were reduced by 90 percent and for the first time in a long period, projected levels of production were met and established premiums were earned. However, six months later, the factory director decided to return to the old system, due to the enormous pressure he was receiving from other areas of the company.Academic Area:Organisational Behaviour
Advanced Steel Designs (A) CO1-265-A-I
Advanced Steel Designs (ASD) was a company providing supremely robust high-technology machines for material handling in forges, foundries, steelworks and garbage handling for energy conversion. The defective parts management was a particularly troublesome issue and could negatively impact production levels. The operators complained that they could not make the decision to accept or reject the pieces themselves and this ultimately entailed long delays, unpaid overtime, and failure to achieve the desired production levels and premiums. In this context, they decided to call for a one-day strike. In a last attempt to prevent the closure of the plant for one day, the factory director met with the representatives of the operators and they requested, as an initial condition for suspending the strike, to directly decide whether to accept or reject defective parts.Academic Area:Organisational Behaviour