Search results for: 'Public'
EFFECTIVE COMMUNICATION FOR LEADERSHIP CM4-001-I-M
The tutorial takes the student through the aspects of oral communication which research and observation show will make the speaker be perceived as more charismatic. It covers the least frequently taught side of charismatic communication: the content of the speech. The first part shows how to frame the message, through the depiction of values, the future, the individuals as capable of achieving the vision, the power of the group to succeed, and the leader himself as the standard to follow. The second part teaches which rhetorical recourses are most effective in conveying the message. The third part studies the attributes and behaviors most frequently observed in charismatic leaders. The fourth part shows the uses of language that will reduce the perceived power of the speaker.Academic Area:Organisational Behaviour | Human Resources | Marketing & Communications | Others
IKEA: Global Brand Communication MK1-163-I-M
IKEA: Global Brand Communication transports students from the classroom straight into the IKEA showroom. This highly interactive multimedia case details a brief history of IKEA and focuses on the communication strategy used by the brand in 2014, with an emphasis on IKEA Ibérica and its decisions in the Spanish consumer market.
The IKEA case is separated into 4 sections, each section being a specific area of an IKEA showroom (living room, kitchen, bedroom, and cash registers). In each room learners obtain information, watch videos and take part in activities by clicking on pieces of interactive furniture. In the first room, the living room, students get to know IKEA as a brand, their history, values and performance. Next is the kitchen, where participants will learn about IKEA’s relationship with consumers around the world. This section includes interviews with IKEA customers from various countries, as well as an interactive Brand Sentiment Matrix. Later on in the bedroom, students have a more intimate view of IKEA’s relationship with the Spanish consumer market. Here students can see relevant statistics and data of IKEA Ibérica both from public sources and exclusively from IKEA Ibérica themselves. Some of the most valuable material in this case can be found here, with exclusive interviews from IKEA Ibérica’s Marketing Director as well as their publicity agency McCann. Finally, students can review the takeaways from the case as they approach the registers and exit. Here they can see final thoughts from the professor and author of the case and are prompted to share their own insights via social media.
This case can be taught effectively in MBA, Global MBA or Executive programs in courses such as Marketing Fundamentals, Integrated Communication or Marketing Strategy.Academic Area:Marketing & Communications
ABB & GALINDO: Stretching managerial responsibil … DE1-212-I
The case follows the implementation of ABB´s decision to restructure its operations in Spain and close the manufacturing line at its Galindo factory in the Basque Country. ABB was required to enter into formal negotiations with its workers towards a Labor Force Reduction Procedure (ERE). The workers at Galindo strongly objected to ABB´s restructuring proposals and were not placated by the company´s generous offers of compensation and employee retraining. The workers employed a number of strategies to derail the ERE including appealing to local politicians and engaging in public protests. After negotiations failed, a final decision was made to approve the ERE by the Ministry of Labor in Madrid.Academic Area:Strategy | Negotiation
Galletas Fontaneda & United Biscuits RH1-120-I-M
This interactive multimedia case describes the crisis that surrounded the sale of the Galletas Fontaneda biscuit factory in 2002. United Biscuit's announcement to sell the factory was the beginning of a seven month conflict that would affect the employees its managers and residents of the town of Aguilar de Campoo.
The case is based around an interactive timeline which allows students to consider the main events of the crisis in detail. For each of the milestones interviews with the president of United Biscuits the head of the worker's council and the mayor of Aguilar de Campoo provide analysis.Academic Area:Human Resources | Negotiation
IKEA Communication Strategy MK1-132-I-M
This case tells the story of IKEA and its communication strategy from its arrival in Spain in 1996 to the year 2004. The case details the history of the company and provides examples of different campaigns from around the world.
Students can study the different marketing campaigns with their desired objectives and the outcomes that the company wished to achieve in the different stages. TV commercials outdoor print and catalogue examples provide background for the analysis. As a conclusion students are asked to consider four alternate campaigns for the future and select the one they feel is most suitable.Academic Area:Marketing & Communications
Galletas Fontaneda and United Biscuits RH1-120-I
This case is about how a small town joined together and fought to keep a biscuit factory open that was deeply rooted in their community. The biscuit factory Fontaneda (United Biscuits) did not just provide jobs for many of the locals in Aguilar de Campoo (Spain), the community also relied on it for things like building a school or bus stop. However, the factory operated at only 30 percent capacity, leading them to announce the transfer of all workers and the closure of the factory in 2002. This led to a crisis with lots of backlash and a major confrontation between the workers, citizens and the multinational, which became a public relations disaster for the company. Politicians and union leaders also stepped in, mobilizing against the closing. The case walks readers through the seven months of negotiations between the parties and describes how the crisis was managed. Eventually, the factory was sold to Siro, excluding the brand, and workers were given options to move to another United Biscuits plant, to retire early or to work under Siro. Although there were tough moments during the negotiation process, this was seen as a victory by the union headquarters, and during 2002 and 2003, United Biscuits strongly exceeded its financial performance.Academic Area:Human Resources | Negotiation