Search results for: 'Family company'
Jane joins the club: Diversity & corporate gove … CO1-280-I
How to make an effective contribution to a closely-knit board run by a longtime and rigid chair, and how to do so as the only woman? This is the predicament this fictional case study presents Jane Pruitt, a 54-year-old CFO coming in from another company under shareholder pressure. She is striving to make a much-needed impact on a privately-held formerly family-run metalworking machinery and equipment manufacturer overseen by five male board members (and financially interconnected friends) all about 70 years of age.
Jane begins to suspect that the intellectual, generational and gender diversity she was hired to provide was brought on board only for public show.
The case raises important questions about the value of diversity in a team environment and will engage any student who has been an outsider on an insular, club-like team.
This case presents several challenges that are relevant for organizations today. First, it explores a newcomer’s perspective on being an outsider in an insider-dominated setting. Second, the case presents a number of common board/team practices that undercut effectiveness. Finally, it gives students the opportunity to think and talk about board diversity, its merits and challenges, and possible paths forward to success.
Within that setting, several instructional objectives can be met:
Academic Area:Organisational Behaviour | Human Resources | Innovation
- Diversity: The experience of the outsider, and the deep frustrations of not fitting in.
- Board Process: Board effectiveness requires both the right board composition and the right board process.
- Leadership: The next leader is often already at the table but may not match the stereotype of the old one.
The Expansion of Palladium Hotel Group DE1-224-I
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
Preparing myself to deal with probable conflicts in … CO1-279-I
This case is about a recent graduate who has to make a decision about whether or not he wants to work with his father running a family business. After studying engineering, he got a job at an oil and gas company and worked his way up the ladder. But when the oil crisis hit, he was laid off and had to look for work in an industry that was no longer hiring. He finally found a new job but he was unhappy and decided to do an MBA at IE. The case first gives background information on the father and explains how he worked really hard to make his company successful. It emphasizes that the father and son have very different professional backgrounds, strengths and weaknesses. It then goes into the father’s toxic behaviors by providing examples from the student’s past experiences with him. Then, it provides cases where details are given about different situations where the student and father got into disagreements and how the disagreements were handled. Each case shows a different scenario: the father exercising poor judgment and a lack of understanding while the student is composed and level-headed; the student acting poorly and the father keeping composed and level-headed; and the father and son working well together. Each case provides an analysis and things that they could have done better. After the case examples, the student explains coping methods he uses with his father and ponders how things might turn out if they work together. The student concludes by stating, “If I do join the family business, my strategy is to adjust my work style to his very heavily in the short term. I will push for a “meet in the middle” kind of style. I will periodically asses our progress and our behavior as the partnership matures. If I see that all of the modifications are coming from me, I will seek an exit.”Academic Area:Organisational Behaviour
The British connection:A ransom negotiation NG1-141-I
What is the best approach to negotiating the release of a person who has been kidnapped for ransom?
This case details the step-by-step process used by LondonX, a large British insurance company, to help families of individuals who have been taken hostage negotiate their safe release with their captors. It examines negotiation techniques used by both sides and can be used to analyze various issues including negotiation techniques, alignment of interests between the insurer and the family, advice to victims and families, and ethical issues in high-stakes negotiations.Academic Area:Others | Negotiation
The Story of a Hospital Giant. The End of a Family L … GE1-140-I
Family businesses arrive to a tipping point if they grow for long enough, and the Spanish health giant "Grupo Quiron" is no exception. This case focuses on the dilemma Maria Cordon, the founder's daughter, is going through after receiving investment from the CVC fund, when the company is nearing its IPO. Maria must decide whether to execute the purchase option for a minority stake, or if its time to move on and focus on other projects.Academic Area:Entrepreneurship
The turnaround of Lego: continued growth under famil … DE1-213-I
In 2012, LEGO overtook Hasbro to become the world's second-largest toy maker behind Mattel. The recently premiered “The LEGO Movie” grossed $69 mm on its opening weekend making it the largest debut of 2014. If all went well, soon they could beat its main competitor, Mattel Inc. But many challenges still laid ahead of the family owned company.
LEGO needed to become a truly global and diverse organization to meet the adaptive challenges. To achieve this goal, Knudstorp envisioned the company as: “a unique niche player in the toy industry”. Was that the right vision given the competitive landscape? Would it be compatible with maintaining the company 100% family owned?Academic Area:Strategy | Entrepreneurship
Rosa Vañó and Castillo de Canena CO1-259-I-M
This case study tells the story of the gourmet olive oil company Castillo de Canena highlighting the professional career developments of its protagonists. It focuses on Rosa Vañó who just before her 40th birthday left an executive role at Coca-Cola to manage a new family business line in the olive oil company with her brother. She had given up what promised to be a brilliant career to take up a new professional challenge in a small company that is fast becoming her personal dream. It shows the dilemmas of such a decision and details the first successes and failures.
The case puts the student into the picture with graphs and audiovisuals in depth interviews of the transformation of the company the people and their future challenges. It also includes the description of the strategy formulation process followed by the Vañó siblings as well as of their first strategic plan. It concludes with Rosa and Francisco Vañó reflecting on the future of the company. The economic crisis and the proliferation of new products have made it more difficult to achieve success through a differentiation strategy. In this context they have received an offer to buy the company which has both strategic and personal implications: Should they sell the company? Should they make the career shift from owners to managers?
This case study can be taught as part of core MBA subjects like Organizational Behavior about career management and career transition. The case has been particularly useful in Organizational Behavior modules designed for experienced audiences, since they are more likely to be receptive to the career transition story described in the case.Academic Area:Organisational Behaviour | Innovation
Carrera y Carrera SI1-123-I-M
Carrera y Carrera is an interactive case about the implementation of an ERP system in a company devoted to traditional jewelry and involved in a process of modernization and internationalization. The case describes the steps of an ERP implementation showing the production process of a piece of jewelry by means of videos and allows the student to simulate the decision making process during an ERP implementation in an interactive exercise.
The case targets MBA students in the subject of Information Systems & Technologies, related to ERPs, professionals of Information Systems and Technology Programs, as well as students of Programs of the Luxury Sector or Family Business.vAcademic Area:Information Systems & Technologies
Solvent S.A. (B) GE1-119-B-I
This is the second part of the Solvent S.A. case. It describes what happened after Santos announced that he and his son would either sell all of their shares or buy shares until they owned 51% of the company. Shareholders were hit by another surprise when Dangond then decided that he did not want to be a minority shareholder so if Santiago were to sell, he would too.
Since the shareholders wanted to keep the company, they secured a loan to buy the shares but then the 42 percent group decided to reject their offer and to increase the price. They continued to negotiate the share price but it ended up being too high so the 58 percent group sold its total share in Solvent. Although they received a lot of cash, they ended up losing their company and breaking up their family.Academic Area:Entrepreneurship