Search results for: 'precio'
Mejores prácticas digitales de gran consumo MK2-154
The digital channel turns out to be successful in different consumer goods companies. An ideal tool to create a strategy based on the strengths, weaknesses, opportunities, and threats (SWOT) from the company itself. In this sense, it seeks to face the battles with the price and physical stores, as well as challenging territories where the manufacturer and/or provider have greater prominence.
Carrying out the best digital practices allows you to approach the client more directly, unlike how it was done before the irruption of the digital channel. Therefore, it calls us to reflect on the trends and transformations that have been carried out by different companies, adapting to their needs and creating an updated digital marketing strategy.Academic Area:Digital Technologies & Data Science | Marketing & Communications
Pringles: El lanzamiento de una extensión de línea e … MK1-164
The case shows how the protagonist needs to work on two fronts: 1) with the European innovation team & 2) with the local trade team to ensure the best fit with customers, consumers and shoppers.
During the case, different questions arise: the name "Tortilla" (of potatoes?), the communication model, the distribution strategy, pricing and promo strategy, all this together or separately from Pringles potatoes?
It has been created for use in undergraduate and graduate programs (MBA, MIM, and Executive MBA) within Marketing and Communication sessions. A preliminary knowledge on the 4 P´s of marketing is needed.Academic Area:Organisational Behaviour | Human Resources | Marketing & Communications
Calviá Beach: Meliá Hotels International liderando e … MK1-165
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 & Communications
Porsche: ¿Más allá de los límites del lujo? DE1-204-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
Análisis de riesgos para coberturas: tipos de cobert … DF2-240
Explains the analysis companies make when designing their risk management strategy. It also compares the individual’s vs. the company’s risks. The company’s objective is to be exposed as little as possible to financial, commodities and interest rates risks. This note also explains the linear and nonlinear risk management.
It finally explains the steps risk management advising through a practical case of risk management advising of a firm with high credit risk.Academic Area:Finance
Liquidez en mercados financieros: derivados sobre me … DF2-237
This technical note starts with explanations and examples of the liquidity in financial markets, along with pros and cons. This helps further the understanding of derivative products. It goes as well into futures and options for goods, including buying and selling strategies and the risks involved. About futures, it delves into its main characteristics, liquidity and shows the potential consequences of a halt in the futures market. It also gives an overview of the concepts of contango and backwardation.Academic Area:Finance
Renta Fija Soberana DF2-234
This technical note explains sovereign bonds. It consists of debt incurred by states, and hence is credit-risk free. However, it is not free of others such as market and liquidity risks. It also goes into the different types of sovereign bonds, starting with treasuries and bonds. Likewise it covers related concepts and other concepts like inflation bonds and segregable coupons.Academic Area:Finance
Mondelez: Compromiso Harmony DE1-215
This case describes how Modelez Iberia launched a corporate social responsibility project called the Harmony Commitment program after good sales results were obtained when it was carried out in France. The essence of the initiative was very closely related to the basis of its competitive advantage: the purchase of local raw materials (they had to be traceable); proven quality; and an emphasis on how the product is associated with sustainability and with maintaining balance in local biodiversity. It obligated farmers to sow a certain variety of wheat under specific conditions.
Although a campaign that was carried out showed that the initiative had a strong impact and was widely known, the brand manager was not satisfied with the results since it was complicated to measure the program’s commercial impact. He wondered if the concept of "better wheat, better biscuits" was enough as a basis for his sales campaign, thinking perhaps that it was better not to insist on the Harmony Commitment, seeing how complex it was to communicate. On the other hand, the project had had a very favorable acceptance among suppliers and company employees. With the program ceasing to be a novelty and with competitive pressure continuing to grow, the director of communications, corporate responsibility and public affairs must analyze the project’s evolution and decide what the next step should be.Academic Area:Strategy
El Hotel Terminus (B) CG1-130-B
The “Terminus” Hotel, a 200-room facility, is located within the city walls of one of the most impressive medieval towns in Southern Europe. As consequence of poor management and old-fashioned interior design, the Hotel experienced slumping demand since 2001. In 2004, the Hotel was on the brink of bankruptcy. In a sudden, these dark prospects turned into hopeful ones; the Hotel was located on a historic building and the regional authorities approached Mr. Leo D. Marcial, chair of the Chamber of Commerce, to mobilize local entrepreneurs in order to take over hotel ownership.
This part B analyzes a particular situation related to a couple of tour operators that propose to the hotel a regular booking of rooms per day, however at a discounted cost. This possibility was refused because of a recommendation of the accounting department, together with a later proposal with similar terms, though with a lesser discount. This short case offers information on fixed and variable costs and more information to analyze why management took this position so that the student can analyze it to agree or disagree on it.Academic Area:Cost Accounting & Management Control