Search results for: 'Cultura'
Krug champagne. The “savoir faire” of a luxury turna … DE1-230-I
The case describes the champagne house Krug turnaround process. The house in the late ’90s had a troubled financial situation. Acquired by the French conglomerate LVMH in the late ’90s, and despite the efforts and investments, the house did not seem to recover and, by 2008, was once more suffering financial distress.
In 2009, Margareth Henríquez arrived as CEO. Based on her previous turnaround expertise in larger firms, Krug seemed like a less challenging project. However, her first year at Krug, with continuous declining sales, proved that Krug’s situation was more complicated than anticipated. The case allows a discussion of the real complexity in setting the strategic rationale of a turnaround. It describes the initial missteps and the search for guidance on the roots of the house, which brought Maggie on a journey of discovering the visionary approach of its founder, Joseph Krug.
The case is rich in detail across all firm facets to allow a discussion on all the transformation measures taken and its rationale. Then the case is well suited to a debate on strategy implementation. Likewise, it might also be appropriate to discuss the adjustment of the marketing policies on a turnaround.
Lastly, the case emphasizes the role of Maggie as a transformational driving force. A woman from a different culture on a selective, and to a certain extent, conservative market. Her strategic approach and her decisive leadership in challenging classic policies are also fundamental pillars of the transformation.Academic Area:Strategy | Marketing & Communications
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
Starting up RGS GE1-133-I
The RGS case is designed to stimulate discussion about the early stages of the venture creation process, where the venture opportunity relates to the commercialization of a novel technology discovered at the Universitat Pompeu Fabra in Barcelona, Spain. The case examines the cultural, personnel, technological and market issues relating to the choice of the appropriate commercialization strategy. The main protagonist is Paul Verschure, a professor and leader of the research center called SPECS (Synthetic, Perceptive, Emotive, and Cognitive Systems). Paul must weigh numerous risks and rewards, and assess whether the institution, inventors and potential investors are well matched for the creation of a new venture.Academic Area:Entrepreneurship
UCOM10 (A) GE1-129-I
The UCOM10 case is designed to stimulate discussion about the early stages of the venture creation process where the venture opportunity relates to the commercialization of a novel technology. The case examines the cultural personnel technological and market issues relating to the choice of the appropriate commercialization strategy for a spinoff company called UCOM10. It further describes the early negotiations with a venture capital investor. The main protagonist is Tom Lewis a commercialization manager within the university´s Technology Transfer Office (TTO) locally called the Business Liaison Office (BLO).Academic Area:Entrepreneurship