Search results for: 'Strategic Decisions'
Because there is no planet B: the case of Ecoalf DE1-226-I
The case is about ECOALF, a Spanish sustainable fashion brand that manufactures garments, sneakers and accessories from recycled materials. By providing information on ECOALF’s products and initiatives, while simultaneously illustrating the difficulty of balancing social and financial goals, this case introduces an interesting real-world setting that touches upon various issues related to social innovation, entrepreneurship, strategy, CSR and ethics. Particularly, the case offers insights on the delicate phase in the growth of a firm in which the sales are booming and the company is expanding, while the company still does not make a profit and its long-term continuity is still uncertain.
The case confronts students with questions such as ‘What strategic decisions should be made to ensure ECOALF’s long-term profitability?’ and ‘How should social and financial objectives be balanced?’, and allows them to explore these questions using a real company and market information.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 & 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
Arrogant Brewing 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
Porsche: Beyond the Limits of Luxury? DE1-204-I-M
Porsche: Beyond the Limits of Luxury? is a highly visual and interactive multimedia that highlights the strategic challenges Porsche faced while growing the company’s business in two very distinct areas: the high-end and the lower-end of the automobile industry, with the launch of their the Spyder, an extreme sports car priced at over €750,000, and the launch of the Macan, the most affordable model to date, starting at just €48,000. Students will have an intimate look into Porsche and the situation they found themselves in in late 2013 with data from both public sources as well as Porsche and exclusive interviews with the automobile giant’s Head of Press & Public Relations of Porsche Ibérica.
The case is separated into 6 sections. In the first, Porsche’s Stance, learners are given context as to the situation the company finds itself in, including TV adverts, statistics and interviews. In the second section particpants will discover a short history of the brand. In the third and fourth sections, The Automobile Industry and The Luxury Automobile Industry, respectively, insight is given into the market Porsche finds itself in, heavily influencing their strategic decisions. In the case’s fifth section, Porsche Strategy 2018, the company’s growth strategy is broken down for analysis, with another interview supporting this information. Finally, in the last section, Growth Opportunity or Risky Move, particpants can see the final takeways from the professor and author of the case.
Throughout each section of the case learners will have quizzes testing their understanding of the themes and at the end have the option to view and print their responses via PDF.Academic Area:Strategy
Nestlé Russia LLC - Supplier finance programme (A) DO1-137-A-I
The Russian Market is of strategic importance to Nestle S.A., the world’s biggest consumer goods company, headquartered in Switzerland. However, the operating environment in Russia is unique in terms of the trade terms that are the norm. Business to business transactions are primarily carried out on a near-cash basis. This places large demands on the working capital requirements for companies like Nestlé that operate between retailers and suppliers in the supply chain. Nestlé Russia’s CFO Philippe Blondiaux, charged with finding a solution, considers reverse factoring, at the time of case writing the most popular supply chain finance instrument (Financial Times 2009). The case analyses the implementation of the supplier finance solution and its viability of implementation in other geographies.
Overall the decision of the supplier is analyzed from a financial, procedural and relational point of view and is relevant for courses related to operations and supply chain management.Academic Area:Operations & Supply Chain Management
Corporate Divestitures: A Synthesis DE2-115-I
It is important to understand the strategic and organizational reasoning and consequences of divestitures in order to understand whether divestitures are merely a reflection of the economic cycle, a means to correct or reverse previous strategic decisions (for example, diversification), or a proactive strategic option. The objective of this Technical Note is to clarify the definitions of restructuring, divestiture, and divestment; and to provide an overview of existing knowledge on divestitures, from a financial, strategic, and organizational perspective.Academic Area:Strategy
Banesco Banco Universal. DO1-110-I
Between 1992 and 2005, Banesco Banco Universal experienced sustainable and inexorable growth within Venezuela’s complex financial and banking market. Venezuela had weathered several political, social and economic crises over the last fifteen years. The vision of its founders Juan Carlos Escotet and Luis Xavier Lujan had been a key driver for the Bank’s success. However, after thirteen years of good decisions and results, Banesco was now a large and complex organization and was starting to show certain weaknesses that needed to be addressed by reviewing management and innovation processes to date.
In 2005, the Bank was in a situation in which it was able to launch a number of initiatives and projects designed to leverage strategic objectives. The demand for projects, however, was bigger than the Bank’s capacity to implement them, and it did not seem capable of prioritizing them.Academic Area:Operations & Supply Chain Management | Innovation
Fiat Stilo: Positioning MK1-122-I-M
This interactive multimedia case analyzes Fiat Auto Spain's positioning strategy of a new product from different perspectives. During this interactive exercise students can assume different roles (Managing Director Marketing Manager or Sales Manager) deal with the decisions regarding a product's positioning and analyze the coherency of the decisions made in the company's various areas.Academic Area:Marketing & Communications