Search results for: 'Cultura'
Expansión a nuevos mercados de parques temáticos el … DE1-225
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
Mobike Unicorn GE1-141
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
HUAWEI España: Everybody Can Be A Dancer CM1-005
This case study discusses Huawei's history and development in Spain. It analyses the telecom operator's origins and culture and the way it entered the Spanish market by focusing on bringing corporate communications in-line with the company's business strategy in order to create awareness, change the firm's image and construct a corporate reputation for its different interest groups. The case study also explains how Huawei's communications department developed as the business grew and illustrates how it overcame the west's prejudices about Asian companies.Academic Area:Strategy | Marketing & Communications | Others
Novartis, estrategia comercial de éxito MK1-138-M
This interactive case was developed so students learn and put into practice their knowledge of developing a business strategy and sales plan. The case presents two interactive exercises which simulate students’ proposed business strategy for facing the commercial challenges the Spanish company Novartis faced in 2008.
The first exercise corresponds to the launch of Exforge in Spain and the second exercise to the launch of Rasilez, Galvus y Eucreas. In both exercises, the student should plan his/her business strategy for these new products as well as those that already existed on the market. At the end of the exercise, the student will obtain numerical results and graphs of the obtained sales, profitability of the strategy, Share of Voice among others.Academic Area:Strategy | Marketing & Communications
¿Merece la pena que E.ON gaste tanta energía en su l … (A) DE1-155
The two-part “Battle for Endesa” case study exposes students to one of the fascinating takeover battles in Europe that had. Over an 18-month period, four different European companies (Gas Natural, E.ON, Acciona, and Enel) from three different countries (Spain, Germany, and Italy) made hostile bids for Endesa, Spain’s leading electricity utility. From the first day to the last, the takeover battle was heavily politicized with multiple regulatory agencies, ministries, European governments, and EU institutions weighing in at different times. The episode also unfolded prominently in the public with journalists in different countries and from different vantage points tracking events. Besides management issues related to corporate governance, mergers and acquisitions, competition policy, utility regulation, and public relations, the case touches on issues of sovereignty, national pride, regional cleavages, cultural sentiments, separatism and the debate over market-oriented reforms and cross-border economic integration in Europe.
Since the case has multiple intriguing angles, it lends itself to use in different programs and classroom settings. It was initially developed for use in the Business, Government & Society course in the full-time MBA program at IE Business School and has become a staple of the course. However, the case could equally be used in a course on general management, strategic management, or stakeholder management, or any course dealing with energy, regulated industries, mergers and acquisition, industrial policy, or doing business in Europe.Academic Area:Strategy