Search results for: 'service'
Sofía López - Servicios Ambientales, S.L. GE1-146-I
Sofia Lopez is a Spanish professional who founded “Servicios Ambientales” - an environmental services agency – twice. First in 2012, after her previous employer went bankrupt because of bad management and she lost her job. Sofia convinced four former colleagues to start their own company and brought a former client as a financial partner on board. Using her positive can-do attitude and convincing communication, she defended the attempt of her financial partner to fire her. Instead, she ousted him with the help of her partners. This made it necessary to start her company a second time in 2015. Sofia held on to her clear vision to deliver quality work. She addressed late payments with partial invoicing to manage cash flow. In late 2019, Sofia was still heading “Servicios Ambientales” which now had 20 employees and offered its services across Spain and other EU countries.
What obstacles did she need to overcome and how did she do so? What skills and techniques did she develop to “bounce back” twice?Academic Area:Organisational Behaviour | Entrepreneurship | Human Resources
PLAYGIGA: THE GROWTH PAINS OF A PIONEER IN CLOUD GAM … GE1-144-I
In September 2016, Javier Polo, a senior executive from the Telco sector, was appointed as CEO of PlayGiga, a technology start-up. The company had spent three years successfully developing a technology to enable users to play Videogames from the cloud, without needing a gaming console (e.g. PlayStation, Xbox) or an expensive gaming PC. However, no significant sales had materialized until now. After three months in the position, the CEO needed to prove the market acceptance for the new service. Important decisions had to be taken about the value proposition, which customer segment to focus on and about the go-to-market strategy; in particular, if a direct-to-consumer commercialization would be better than selling the service through Telecom and Media companies.
The case is intended to be taught in the initial modules of an entrepreneurship course for Undergraduates, MBA students or Executive MBAs. It can also be taught in entrepreneurship modules within specialized masters such as a Master in Technology or Digital Business.Academic Area:Strategy | Entrepreneurship | Innovation
Expanding into new theme park markets: The case of F … DE1-225-I
In 2005, Ferrari signed an agreement to build the first Ferrari-inspired theme park in the world. The park was built on Das Island in Abu Dhabi, United Arab Emirates. Hence, Ferrari World Abu Dhabi, the first theme park entirely devoted to the legendary carmaker Ferrari, came to existence. The success of the park attracted new players who requested licenses from Ferrari to open new parks. In response to this demand, Luca Fuso, the head of Ferrari Brand, must make decisions:
- Should Ferrari sell any licenses or simply only allow Ferrari World Abu Dhabi to exist?
- If new Ferrari parks do open, should they be located in developing or developed countries/regions?
- How do the answers to the above questions affect Ferrari’s long-standing view that the demand for Ferrari products should never be fully satisfied?
The case is designed for use in courses on international management for MBA students and upper-division undergraduate business students. The focus on international business makes it useful for audiences from cross-culture management courses. The students would benefit the most if they have taken in the past courses in topics such as Global Business Environment and Leadership.Academic Area:Strategy
Innovation at play: Gold certificate financing by Am … DF1-226-I
Mariam Fatima has recently joined Amana Bank as a member of the New Product Initiatives Division. Seeing the need for a Shariah-compliant pawn service (Qard Hasan) in Sri Lanka, Fatima presents this product gap to her team. During two years, she and her team develop a pawn service that complies with Islamic banking principles - finally offering lower-middle-class individuals the opportunity to borrow money more securely.Academic Area:Finance | Innovation
Six steps to an omnichannel company MK2-152-I-M
The customer journey is a 6-stage process that follows a potential customer through every touch point they have with your brand.
The six stages are: Awareness; 0 Moment of Truth (0 MOT); Evaluation; 1st Moment of Truth; 2nd Moment of Truth and Loyalty and Advocacy. In this multimedia students will be shown a potential customer experience each of these stages as she goes in search of a little black dress. Along with this, they will read a detailed explanation of both how to ensure any customer is kept happy in that stage, and which digital channels you can use to target them.
They will complete the multimedia by completing a customer journey mapping exercise on a downloadable excel, where they have to predict the emotions felt and the channels required in each stage of the customer journey.Academic Area:Marketing & Communications
In Search of Purpose: Employee Engagement through Co … CO1-277-I
The case centers on Southlake Financial, a stylized company based on financial services in Canada. The case opens with a call to action from the company CEO, pledging the business will move toward a greater organization-wide focus on purpose (“purpose” meaning embedding more social and environmental intentionality in all aspects of the business). Traditionally, Corporate Social Responsibility (CSR) and Human Resources were managed separately at the company; however, the CEO’s announcement raises the question of whether greater integration of these functions will be needed. Specifically, the case examines how employee engagement can contribute to CSR objectives, while also questioning whether CSR initiatives have a positive and demonstrable benefit on employee engagement.Academic Area:Organisational Behaviour
Ontier: A global law firm with a local spirit DE1-211-I
This case describes the internationalization strategy of the law firm Ontier. Its international value proposition lies in offering its clients the best local legal knowledge as well as a uniform, quality service in all the countries where it has a presence. This value proposition is different than that offered by Spanish law firms, which typically use a network of alliances with local firms to offer their clients the best local legal knowledge. However, the quality of their services is not always uniform in all countries. This case study describes how using a joint venture entry mode helped the company achieve its value proposition and how implementing this strategy required changes in management systems and the company’s structure.
This case study was designed to promote discussion about the advantages and disadvantages of the different entry modes within an “international strategy” or “corporate strategy” module where other related cases are also discussed. However, it can also be used alone in strategy programs where just one session is dedicated to international strategy since it promotes discussion about important strategy issues such as (a) creating a competitive global advantage, (b) choosing a country to enter, (c) choosing an entry mode or (d) implementing international strategy.Academic Area:Strategy | Others
Product strategy: portfolio management concepts, typ … MK2-106-I
This note introduces readers to concepts about products. It explains various definitions of what a product is, emphasizing that products are not what the producer wants them to be but how the consumer perceives them. It looks at the value hierarchy for the customer and the levels of the product (core benefit, generic product, expected product, augmented product and potential product) and then goes on to explain its physical and psychological attributes. Next, it delves into the brand emphasizing that it is one of the key elements of the commercial strategy used for products and a valuable strategic asset and then takes a look at the brand identity. Using Nike as a practical example, it introduces readers to the hierarchy of benefits and how to use the brand’s attributes to identify the final identity of the brand. It describes the differences between consumer goods, industrial goods and services and also talks about how to manage a portfolio of products using Procter & Gamble and Pantene as an example. Then it describes the stages of the product market life cycle and how it is essential for any company that wishes to remain profitable over the long term to develop new products. Looking at the Ansoff Matrix, readers are introduced to four different strategies regarding products and markets. Lastly, the note explains the BCG growth/relative market share matrix to show how to determine the strategic situation of a company’s products/markets and the AC matrix to determine the attractiveness and competitiveness of a market.Academic Area:Marketing & Communications
General Hospital Coronary Unit DO1-157-I
This case begins by telling about what happened to a woman named Carmen when she thought she may have been having a heart attack so she called 911. After answering a number of questions, the operator transferred her call to a doctor. She had to explain her situation again and answer even more questions. Then the ambulance came, where she answered the same questions again. Next, she went to the emergency room where a different doctor asked her the same questions, some tests were done and then told her she needed an X-ray. Unfortunately, after waiting two more hours, she was told that she the tests needed to be redone because the doctor hadn’t signed the authorization for the first ones. She finally got the results and although everything was normal, she still had to be admitted for further tests. Due to a shortage of beds, she had to be moved to another hospital (General Hospital). But she still did not get a bedroom and had to go through the process of answering the same questions for a doctor and nurse again…
Lopez Vega, a cardiac surgeon at General Hospital, and his colleagues agreed that the way patients were handled needed to be changed. In order to make improvements, they did a failure mode effect analysis in order to expose recurring errors and inefficiencies. At the end of the case, readers are asked to analyze the hospital service chain problems they saw in Carmen’s story and the process flow diagrams with the associated failure models. Then they are asked how they would apply the recommendations to eliminate or reduce the root causes of process failure.Academic Area:Operations & Supply Chain Management