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  1. El Confidencial: leading the digital revolution of t … DE1-227-I

    El Confidencial is an example of how a young company can become the leader in an industry undergoing a transformation. The case describes the changes in technology and consumer habits that occurred with the digitalization of the newspaper industry. This has resulted in financial hardship for traditional newspapers as their model based on print newspapers fades away. 

    First, the case explores the industry by describing what success traditionally looked like and how it has evolved with the digitalization of the industry.


    Second, it explores the emergence of new digital “native” competitors and how they have managed to gain a high level of readership and influence over public opinion in a short period of time. This has redesigned the map of mass media establishing new positions of leadership, such as that of El Confidencial.


    Told in chronological order, the case explains the evolution of El Confidential starting with its foundation in 2001. The reader tracks how it faced its main challenges and achieved success.

     

    Academic Area:
    Strategy | Entrepreneurship
  2. El Confidencial: liderando la revolución digital de … DE1-227

    El Confidencial is an example of how a young company can become the leader in an industry undergoing a transformation. The case describes the changes in technology and consumer habits that occurred with the digitalization of the newspaper industry. This has resulted in financial hardship for traditional newspapers as their model based on print newspapers fades away. 

    First, the case explores the industry by describing what success traditionally looked like and how it has evolved with the digitalization of the industry.


    Second, it explores the emergence of new digital “native” competitors and how they have managed to gain a high level of readership and influence over public opinion in a short period of time. This has redesigned the map of mass media establishing new positions of leadership, such as that of El Confidencial.


    Told in chronological order, the case explains the evolution of El Confidential starting with its foundation in 2001. The reader tracks how it faced its main challenges and achieved success.

     

    Academic Area:
    Strategy | Entrepreneurship
  3. Sofía López - Servicios Ambientales, S.L. GE1-146-I

    Sofia Lopez is a Spanish professional who founded “Servicios Ambientales” - an environmental services agency – twice. First in 2012, after her previous employer went bankrupt because of bad management and she lost her job. Sofia convinced four former colleagues to start their own company and brought a former client as a financial partner on board. Using her positive can-do attitude and convincing communication, she defended the attempt of her financial partner to fire her. Instead, she ousted him with the help of her partners. This made it necessary to start her company a second time in 2015. Sofia held on to her clear vision to deliver quality work. She addressed late payments with partial invoicing to manage cash flow. In late 2019, Sofia was still heading “Servicios Ambientales” which now had 20 employees and offered its services across Spain and other EU countries.

    What obstacles did she need to overcome and how did she do so? What skills and techniques did she develop to “bounce back” twice?

    Academic Area:
    Organisational Behaviour | Entrepreneurship | Human Resources
  4. PLAYGIGA: THE GROWTH PAINS OF A PIONEER IN CLOUD GAM … GE1-144-I

    In September 2016, Javier Polo, a senior executive from the Telco sector, was appointed as CEO of PlayGiga, a technology start-up. The company had spent three years successfully developing a technology to enable users to play Videogames from the cloud, without needing a gaming console (e.g. PlayStation, Xbox) or an expensive gaming PC. However, no significant sales had materialized until now. After three months in the position, the CEO needed to prove the market acceptance for the new service. Important decisions had to be taken about the value proposition, which customer segment to focus on and about the go-to-market strategy; in particular, if a direct-to-consumer commercialization would be better than selling the service through Telecom and Media companies.

    The case is intended to be taught in the initial modules of an entrepreneurship course for Undergraduates, MBA students or Executive MBAs. It can also be taught in entrepreneurship modules within specialized masters such as a Master in Technology or Digital Business.

    Academic Area:
    Strategy | Entrepreneurship | Innovation
  5. Mejores prácticas digitales de gran consumo MK2-154

    The digital channel turns out to be successful in different consumer goods companies. An ideal tool to create a strategy based on the strengths, weaknesses, opportunities, and threats (SWOT) from the company itself. In this sense, it seeks to face the battles with the price and physical stores, as well as challenging territories where the manufacturer and/or provider have greater prominence.

    Carrying out the best digital practices allows you to approach the client more directly, unlike how it was done before the irruption of the digital channel. Therefore, it calls us to reflect on the trends and transformations that have been carried out by different companies, adapting to their needs and creating an updated digital marketing strategy.

    Academic Area:
    Information Systems & Technologies | Marketing
  6. Jane joins the club: Diversity & corporate gove … CO1-280-I

    How to make an effective contribution to a closely-knit board run by a longtime and rigid chair, and how to do so as the only woman? This is the predicament this fictional case study presents Jane Pruitt, a 54-year-old CFO coming in from another company under shareholder pressure. She is striving to make a much-needed impact on a privately-held formerly family-run metalworking machinery and equipment manufacturer overseen by five male board members (and financially interconnected friends) all about 70 years of age.
    Jane begins to suspect that the intellectual, generational and gender diversity she was hired to provide was brought on board only for public show.

    The case raises important questions about the value of diversity in a team environment and will engage any student who has been an outsider on an insular, club-like team.

    This case presents several challenges that are relevant for organizations today. First, it explores a newcomer’s perspective on being an outsider in an insider-dominated setting. Second, the case presents a number of common board/team practices that undercut effectiveness. Finally, it gives students the opportunity to think and talk about board diversity, its merits and challenges, and possible paths forward to success.

    Within that setting, several instructional objectives can be met:

    • Diversity: The experience of the outsider, and the deep frustrations of not fitting in.
    • Board Process: Board effectiveness requires both the right board composition and the right board process.
    • Leadership: The next leader is often already at the table but may not match the stereotype of the old one.

    Academic Area:
    Organisational Behaviour | Human Resources | Innovation
  7. Because there is no planet B: the case of Ecoalf DE1-226-I

    The case is about ECOALF, a Spanish sustainable fashion brand that manufactures garments, sneakers and accessories from recycled materials. By providing information on ECOALF’s products and initiatives, while simultaneously illustrating the difficulty of balancing social and financial goals, this case introduces an interesting real-world setting that touches upon various issues related to social innovation, entrepreneurship, strategy, CSR and ethics. Particularly, the case offers insights on the delicate phase in the growth of a firm in which the sales are booming and the company is expanding, while the company still does not make a profit and its long-term continuity is still uncertain.

    The case confronts students with questions such as ‘What strategic decisions should be made to ensure ECOALF’s long-term profitability?’ and ‘How should social and financial objectives be balanced?’, and allows them to explore these questions using a real company and market information.

    Academic Area:
    Strategy | Entrepreneurship | Innovation
  8. EL CASO SALAZAR (B1) SI1-158-B1

    This material analyzes the prevention of data losses and cybersecurity, using an example based on a fictitious company that loses an important public tender caused by data leakage.

    Part B1 examines the group of bankers and their possible involvement in the process of data loss.

    Academic Area:
    Information Systems & Technologies
  9. EL CASO SALAZAR (C) SI1-158-C

    This material analyzes the prevention of data losses and cybersecurity, using an example based on a fictitious company that loses an important public tender caused by data leakage. 

    Academic Area:
    Information Systems & Technologies
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