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  1. France Vichy Cosmetics: Blog or not to Blog? SI1-104-I

    On May 20th 2005 Delphine, product manager forVichy’s French subsidiary perhaps had one of her worst days professionally speaking. She had to present public apologies to her clients for the false blog created due to the launching of a new anti-aging cosmetic product.

    Soon, it became a scandal of mass proportions and it appeared on main French newspapers.  This is why the top management ofVichyFrancehad to make plans for a response strategy.  The question now was to know if they should act nationwide using traditional communication methods or new methods. Or simply just let some time go by for the problem to be forgotten.

    What to do with the blog then?

    Academic Area:
    Digital Technologies & Data Science
  2. Cosméticos Vichy Francia: ¿Blog o no blog? SI1-104

    On May 20th 2005 Delphine, product manager forVichy’s French subsidiary perhaps had one of her worst days professionally speaking. She had to present public apologies to her clients for the false blog created due to the launching of a new anti-aging cosmetic product.

    Soon, it became a scandal of mass proportions and it appeared on main French newspapers.  This is why the top management ofVichyFrancehad to make plans for a response strategy.  The question now was to know if they should act nationwide using traditional communication methods or new methods. Or simply just let some time go by for the problem to be forgotten.

    What to do with the blog then?

    Academic Area:
    Digital Technologies & Data Science
  3. Paradores MK1-121-M

    In this interactive case students take on the role of marketing director of Paradores during a time of uncertainty regarding the hotel chain's future. After reviewing information surrounding the current industry climate students must develop the marketing plan for the following year.

    The material emphasizes the decisions that must be taken when developing a marketing plan. The student is guided through the initial stages segmentation of the market differentiation and positioning before having to select appropriate marketing actions for the four P's.

    Academic Area:
    Marketing & Communications
  4. WORKCENTER GE1-102

    This case analyzes the trajectory of Workcenter SGD, a Spanish company that offers digital reprography services, from the time of its founding in 1998 up to the beginning of 2005. By that time, the company had surpassed the first growth phase and was confronting important issues concerning its medium and long-term future.

    Academic Area:
    Strategy | Entrepreneurship | Marketing & Communications | Innovation
  5. WORKCENTER GE1-102-I

    This case analyzes the trajectory of Workcenter SGD, a Spanish company that offers digital reprography services, from the time of its founding in 1998 up to the beginning of 2005. By that time, the company had surpassed the first growth phase and was confronting important issues concerning its medium and long-term future.

    Academic Area:
    Strategy | Entrepreneurship | Marketing & Communications | Innovation
  6. Tomás Gamboa en Alimentaria S.A. (D) CO1-101-D

    Here it is described how the coaching and leadership program has made a decisive contribution to accelerating the transformation of the organizational culture. It highlights how in five years they have been able to reduce the personnel to 50% and positively changed the working environment.

    Academic Area:
    Organisational Behaviour
  7. Tomás Gamboa en Alimentaria S.A. (B) CO1-101-B

    The implementation of a coaching program along with a 360º feedback process with the general manager of the company achieved having all the employees in the same route and boarding the train of change.

    Academic Area:
    Organisational Behaviour
  8. Tomás Gamboa en Alimentaria S.A. (C) CO1-101-C

    Here we can see how the 360º feedback questionnaire was created, which were the processes, what values were highlighted and what should be reduced. Once the questionnaire was created and delivered to the board to reproduce it for the rest of the company, they were able to gradually create the ideal manager profile. Then they created a relationship between coach and coachee that allowed the employee to grow within the company and create the feeling of wellbeing within Alimentaria S.L.

    Academic Area:
    Organisational Behaviour
  9. Tomás Gamboa en Alimentaria S.A. (A) CO1-101

    Alimentaria S.A. goes through the fusion of two of its business units: Fructosa and Selecta. They are very different from one another, with different ways of doing business but with one problem in common: lack of leadership closeness of the bosses. What can the HR Director do to solve this issue?

    Academic Area:
    Organisational Behaviour
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