Search results for: 'Founder'
Sushita: Making Sushi Mainstream DE1-228-I
Eating raw fish was not very common in Madrid in 1999, other than a few Japanese restaurants that existed. These restaurants were either targeting Japanese tourists in Madrid or well-traveled, high-income individuals who had discovered sushi abroad. Sushita’s founders belonged to the second group. Young and cosmopolitan, both Sandra Segimon and Natasha Apolinario were quickly attracted to sushi on their trips to London and New York.
They started their business by developing sushi trays. After years of growing a successful sushi takeaway business, one of their most important clients was lost in an expansion strategy disagreement. The client was forcing Sushita to open a large number of sushi corners at their own expense. This client represented 35% of their sales so losing them as a client could be a huge blow to their projected revenues for that year and years to come.
Following this major setback, Sandra and Natasha decided to never again be overly dependent on a single client. So what should they do? They knew that they needed to continue growing the Sushita brand but how? They were already present in the most important supermarket chains in Spain, and they had recently started selling frozen takeaways to major Spanish national hotel chains.Academic Area:Strategy | Entrepreneurship | Innovation
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
An app you can't refuse SI1-153-I-M
This multimedia case describes the situation of BigBangBox, a startup that creates edutainment apps. It shows the strategy followed by them in the launch of previous products. It also offers the necessary information about the markets of apps, to understand the importance of selecting the right strategy, with the business model and the promotion as keys to success.
After analyzing the new app, Mafia Business School, the student can decide the strategy for its launch. The student will have the opportunity of selecting an adequate business model and levels of promotion through the use of a simulator.
The case includes the participation of the founders, who tell the story of BigBangBox as a startup and confront the students with the dilemma of the launch of Mafia Business School. It is narrated through a comic, also known as a graphic story. It has a modern and functional design, including resources provided by the company to make the case more entertaining and fun.
The case study is mainly geared towards MBA and Master in International Management students. It can work in courses like Information Systems and IT & Innovation but also in Marketing and Strategy to show specific cases having to do with the world of apps, games and mobile devices. It can also be useful for students who are taking electives that have to do with digital marketing, mobile, digital business models, digital products or something similar as well as professionals in information systems and technology, marketing and digital communication programs.Academic Area:Strategy | Entrepreneurship | Information Systems & Technologies
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
After substantial growth in the past 3 years of business, the leadership team of Glownet realized they had to sit down and carefully decide their next strategic steps. Technology now enables, even in the field of event organization, scalable, faster and sustainable growth.
For this decision they were considering several aspects of the business, including the platform, the possibility of out of the box solutions, whether they’d only expand to markets where they could physically provide support (up until now, this was a central part of their service) and finally other verticals/markets that they could explore.Academic Area:Information Systems & Technologies
Iberian Lifts, S.A. DO1-155-I
Iberian Lifts is a manufacturer of elevators, which is experiencing a serious financial crisis. The shareholders—the founder’s sons—are selling their shares for a nominal €1 to their main supplier Nomo Electronics. The new owner of the company, Alberto Nogales, has appointed Lucas Alemany as managing director of Iberian Lifts. Up until this time, Alemany has been director of operations at Nomo Electronics.
The morning after signing the share purchase agreement, Nogales is visiting the plant. During his tour of the factory, an incident involving two workers occurs which leads to their dismissal without any warning. The manager of that section is also fired for not carrying out orders.
In the afternoon, Nogales leaves the factory to return to Nomo Electronics’ offices, situated in another city. Alemany remains as the top executive and is unsure about what will happen the following day with the union representatives regarding the dismissal of three colleagues. He is not sure if Nogales’s actions will increase the social tension in the factory even more, or, on the contrary, if it will facilitate the management of the changes to be made.
This case is very well suited as a first approach to the case method for students, especially given its short and concise format.Academic Area:Operations & Supply Chain Management
I Laugh You: Lebanon Entrepreneurial Emergence in th … GE1-135-I
I Laugh You is an emerging venture in a politically unstable economy. The venture started informally in 2011 and obtained juridical personality in 2012. Founded by Sabine Jizi, a young 23 years old girl who transformed her hobby into a venture, the company took off in a very fast and successful way.
Very soon, however, Sabine would face the challenge of being a business founder. Is the business sustainable? Did the venture develop as it should? What could have been done better in these first years? Will Sabine be able to correct the venture's course?Academic Area: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
Terracycle Group 5: Friends (B5) GE1-117-B5-I
This case walks readers through the history of TerraCycle, an environmentally friendly company launched by two Princeton students that faced many financial hardships and setbacks over the years.
Szaky and Beyer, founders of TerraCycle, just won one million dollars in a business plan competition organized by a venture capital firm called Carrot Capital. Their business was based on using worms to eat organic waste, creating a waste management company that earned money by collecting waste and processing it into fertilizer. Prior to the competition, the company had been struggling. It had been running off $60,000 from family and friends and from other business plan competitions with few resources, no money to hire real employees, no factory and no scale. Shortly after winning the competition, Carrot Capital’s managing partner told the founders that although he loved their business idea, they would need to tone down the product’s environmental identity and bring in real professionals. This made the founders wonder if accepting the money would mean having to change the core of their green business.
They had tried to get funding before by sending their business plan to many venture capital firms but they only received rejection letters. In addition, they could not find anyone who would pay them to take their garbage and no one was interested in buying the worm poop. Eventually, they hired a CEO with 20 years of experience who began recruiting board members with relevant experience. But since their business was still not profitable, they ended up changing their business model and started focusing on home users. They realized that home users may not want to have direct contact with the product, and spent time turning it into a sprayable indoor plant food instead. Following their eco-friendly mission, the company decided to “upcycle” by packaging their product in used plastic bottles. Although the company had the idea, product and packaging figured out, they were still in desperate need of funding. The company had to decide if they were going to join up with Carrot Capital, search for angel investors, go back to friends and family or try to find a partnership with the competition. They had to decide how to tailor the pitch to each group and to think about whether any funding would result from all the time and effort since their time was running out.
Seeing the market potential for Terracycle - a fertilizer product made from worm castings - this part b is a roleplay that puts students into the position of potential investors or the founding member of the company. Each player must make a pitch in the best interest of the role they have been assigned.Academic Area:Entrepreneurship