Search results for: 'Cultura'
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
Rogers Stirk Harbour and Partners RH1-147-M
This interactive multimedia case describes the story of the redundancy process carried out by the architectural studio, Rogers Stirk Harbour and Partners, at the beginning of 2009. The case focuses on how this important studio, which was well-known for having a closely knit, employee-orientated culture, managed this process. The case begins with an introduction to the studio before moving on to hear the reasons of the partners for having to make redundancies. The final section of the case includes an interactive exercise in which students must make recommendations about how the company should manage the process. A dedicated professor's page, which can be shown in class, analyzes the results of the student exercise and also includes a full reaction to the process through various video interviews with employees.
This case lies within the field of Human Resources Management and is fit to be used in such courses across all kinds of postgraduate programs. To date, it has been used successfully in MBA, Executive MBA, Executive Education courses and other management programs.Academic Area:Organisational Behaviour | Human Resources | Negotiation
BBVA – The Web 2.0 Innovation (Re)-Evolution provides details of the bank’s Innovation and Transformation journey that began in 2007. This case focuses specifically on the Web 2.0 applications that BBVA developed during this period and the part they played in the company's strategy.
This case is organized through a timeline with video interviews which allow students to review the situation of the company before the Innovation and Transformation journey as well as to consider the challenges that this plan may bring in the future.Academic Area:Digital Technologies & Data Science | Innovation
PERI España (A) RH1-013-A
Rafael Felices Huarte, general manager of PERI Spain, had to make some big decisions but was facing many challenges. The company was growing and had undergone a strategy change. He needed to fill the new positions but the construction managers were hard to find. He also needed to ensure that the values of the organization, its high quality standards and low accident rates would be maintained during the rapid expansion. In order to help readers understand what was at stake, the case tells the history of the company, emphasizing its success as a world leader in the development of new products in its field and explaining how it has managed to keep its accident rate so low compared to the industry’s average due to its strict policies and training. Because of the job security offered by PERI, the case explains how it has also managed to achieve low rates of voluntary staff turnover. The case then delves into the culture at PERI Spain which is characterized by its values of self-discipline, responsibility, communication and learning and also into the company’s structure and organization. It explains how two new divisions (civil engineering and industrial scaffolding) were created to change the company’s strategy and brings up one of the greatest challenges involved in the strategy change: recruiting new foremen. At the end of the case, Felices Huarte ponders the future. There had been a recent wave of accidents at other construction companies, so he was wondering if accidents at PERI would increase if the workforce were to increase. He also had to decide what strategy to follow to fill foremen vacancies. Should they promote employees internally who were unfamiliar with the work of the two new divisions or recruit from the outside job market and face the challenge of maintaining the organization’s culture? In addition, he reflected on the pressing need to hire construction workers and whether they should be employed directly or subcontracted.
The case wraps up by asking readers what they think Felices Huarte should do.Academic Area:Human Resources
PERI España (C) RH1-013-C
This case is an interview with Gerhard Hexel, the managing director of PERI Spain, about the company’s management philosophy. Firstly, Hexel explains the staff training and occupational safety policies that exist at PERI such as driving courses. He emphasizes that although they are involved in a dangerous business, they are the safest company in the industry and have an annual accident rate of zero. He then boasts that staff rotation is very low due to the great training they provide and that people who do leave usually end up coming back. In order to motivate employees, he describes how the company organizes lots of activities such as sports, English classes, and parties. Regarding his management philosophy, he believes in delegating work, giving people freedom and getting work done more efficiently, not spending more time at work. He also believes that people should like to work and explains how it can be like a hobby. Although the company is now an example in the industry, Hexal explains that PERI Spain went through tough times and had to confront a crisis in 1992-1993 that it got through by cutting the employees’ salaries. Lastly, he discusses the future of PERI Spain and how the company plans to continue growing.Academic Area:Human Resources
PERI España (B) RH1-013-B
This case features an interview with Rafael Felices Huarte, the general manager of PERI Spain. First, Felices Huarte explains how the trust that management has in its employees has led to PERI’s extremely positive results, low turnover rate and low number of occupational accident rates. He also emphasizes that they focus on the best solution for the customer, not the lowest cost. The employees are highly motivated and an important part of the company’s growth. He also delves into the company’s values of self-discipline, responsibility, communication and learning. Next, he describes the company’s new diversification strategy of extending the range of services with the aim of earning a high market share. In order to carry out this strategy change, the company needed to hire construction foremen, which was a challenge due to difficulties in obtaining qualified personnel for on-site work. The company faced this challenge by setting up a professional training program which required the support of the director of logistics and civil engineering. Felices Huarte explains how he is not worried about hiring new staff endangering the company’s culture due to adaptation processes they have in place, other departments which influence conduct and leisure activities that help new staff to embrace the company’s culture. He wraps up the interview by talking about corporate social responsibility at the company and explains how basic principles such as rigorous administrative management of all staff on site (social security, medical check-ups, payroll, etc.), training courses on the tasks to be carried out, and strict compliance with occupational risk-prevention measures ensure they are able to survive in the long term.Academic Area:Human Resources