Inditex and the Emerging Role of Trade Unions in Glo … DE1-221-I
This case digs into the social sustainability model followed by Inditex, its relationship with unions and the agreements it has signed. It also goes through historical facts around this relationship. The case closes with the challenges of the future, especially regarding the company's public figure which is affected by periodic attacks about the working conditions within emerging economies.Academic Area:Strategy
Preparing myself to deal with probable conflicts in … CO1-279-I
This case is about a recent graduate who has to make a decision about whether or not he wants to work with his father running a family business. After studying engineering, he got a job at an oil and gas company and worked his way up the ladder. But when the oil crisis hit, he was laid off and had to look for work in an industry that was no longer hiring. He finally found a new job but he was unhappy and decided to do an MBA at IE. The case first gives background information on the father and explains how he worked really hard to make his company successful. It emphasizes that the father and son have very different professional backgrounds, strengths and weaknesses. It then goes into the father’s toxic behaviors by providing examples from the student’s past experiences with him. Then, it provides cases where details are given about different situations where the student and father got into disagreements and how the disagreements were handled. Each case shows a different scenario: the father exercising poor judgment and a lack of understanding while the student is composed and level-headed; the student acting poorly and the father keeping composed and level-headed; and the father and son working well together. Each case provides an analysis and things that they could have done better. After the case examples, the student explains coping methods he uses with his father and ponders how things might turn out if they work together. The student concludes by stating, “If I do join the family business, my strategy is to adjust my work style to his very heavily in the short term. I will push for a “meet in the middle” kind of style. I will periodically asses our progress and our behavior as the partnership matures. If I see that all of the modifications are coming from me, I will seek an exit.”Academic Area:Organisational Behaviour
The internationalization conundrum of S&H DE1-222-I
Joe and Alex, father and son and president and CEO of a family-owned business called Steel & Heavy (S&H) had to make a key strategic decision. They needed to set up a new manufacturing subsidiary near an efficient port and narrowed their choices down to a port in Spain or one in China. Joe was in favor of China (Shanghai) because of its size, growth and access to the Asian markets. The Shanghai port was also very large and efficient and labor costs were cheaper than in Europe. But, it was quite far from the headquarters. Alex preferred Spain because of the smaller geographical and cultural distances from the headquarters in Italy, the large metal production cluster already present there and the low cost of coordinating with Italy. Plus, the port in Gijón is the sixth largest in Spain and one of the most modern in terms of infrastructure. However, it was still small compared to the port in Shanghai and the final markets were still far from Gijón. Although Joe owned the majority of S&H’s shares, he did not want to impose a decision on his son and family. When pondering the decision, Joe decided to call T+P, S&H’s partner. T+P’s CEO knew that they would also need to create their own new subsidiary because the international venture was a joint decision. The case wraps up with Alex and Joe calling the CEO to tell him their arguments but does not reveal what the final decision was.Academic Area:Strategy
Digital Marketing, Social Media and Mobile Marketing … MK2-153-I-M
In this technical note, students will get an introduction to key concepts in digital marketing, social media and mobile marketing. It should serve as an introduction to the topic that they can refer to throughout their studies to refresh key ideas and concepts.
Through the multimedia, they will be able to read the technical information on the right side of the screen while, on the left side of the screen, they will scroll through an example. This will be presented through Maria and her journey through the different digital marketing channels while looking for a hotel in India.
The example will be the more visually appealing part of the multimedia, presented through pictures and videos. At the end of the technical note, there will be an interactive exercise that the students can do as a series of quizzes where they can earn badges that display everything they have learned throughout the material.
Since the example relates to the hotel in India, the material will have a Bollywood theme throughout.Academic Area:Marketing
Six steps to an omnichannel company MK2-152-I-M
The customer journey is a 6-stage process that follows a potential customer through every touch point they have with your brand.
The six stages are: Awareness; 0 Moment of Truth (0 MOT); Evaluation; 1st Moment of Truth; 2nd Moment of Truth and Loyalty and Advocacy. In this multimedia students will be shown a potential customer experience each of these stages as she goes in search of a little black dress. Along with this, they will read a detailed explanation of both how to ensure any customer is kept happy in that stage, and which digital channels you can use to target them.
They will complete the multimedia by completing a customer journey mapping exercise on a downloadable excel, where they have to predict the emotions felt and the channels required in each stage of the customer journey.Academic Area:Marketing
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
In Search of Purpose: Employee Engagement through Co … CO1-277-I
The case centers on Southlake Financial, a stylized company based on financial services in Canada. The case opens with a call to action from the company CEO, pledging the business will move toward a greater organization-wide focus on purpose (“purpose” meaning embedding more social and environmental intentionality in all aspects of the business). Traditionally, Corporate Social Responsibility (CSR) and Human Resources were managed separately at the company; however, the CEO’s announcement raises the question of whether greater integration of these functions will be needed. Specifically, the case examines how employee engagement can contribute to CSR objectives, while also questioning whether CSR initiatives have a positive and demonstrable benefit on employee engagement.Academic Area:Organisational Behaviour
Porsche: Beyond the Limits of Luxury? DE1-204-I-M
Porsche: Beyond the Limits of Luxury? is a highly visual and interactive multimedia that highlights the strategic challenges Porsche faced while growing the company’s business in two very distinct areas: the high-end and the lower-end of the automobile industry, with the launch of their the Spyder, an extreme sports car priced at over €750,000, and the launch of the Macan, the most affordable model to date, starting at just €48,000. Students will have an intimate look into Porsche and the situation they found themselves in in late 2013 with data from both public sources as well as Porsche and exclusive interviews with the automobile giant’s Head of Press & Public Relations of Porsche Ibérica.
The case is separated into 6 sections. In the first, Porsche’s Stance, learners are given context as to the situation the company finds itself in, including TV adverts, statistics and interviews. In the second section particpants will discover a short history of the brand. In the third and fourth sections, The Automobile Industry and The Luxury Automobile Industry, respectively, insight is given into the market Porsche finds itself in, heavily influencing their strategic decisions. In the case’s fifth section, Porsche Strategy 2018, the company’s growth strategy is broken down for analysis, with another interview supporting this information. Finally, in the last section, Growth Opportunity or Risky Move, particpants can see the final takeways from the professor and author of the case.
Throughout each section of the case learners will have quizzes testing their understanding of the themes and at the end have the option to view and print their responses via PDF.Academic Area:Strategy
Arrogant Brewing: Strategy in the Craft Beer Market DE1-220-I-M
Arrogant Brewing: Strategy in the Craft Beer Market puts students in the shoes of founding partner of a San Diego-based craft brewery as they make their entrance into the craft beer market. Using a modern multimedia layout including interactive activities and a realistic storyline acted out on screen, learners will have to make crucial strategic decisions that will have a direct effect on the company’s success and will receive immediate feedback on the decisions they’ve made.
This case is separated into 3 parts, each one consisting of Watch, Learn, Do, and Decide sub-sections. The multimedia’s format makes for a clear and engaging learning experience. Arrogant Brewing, an up-and-coming craft brewery, wants to break into the craft beer market, but must tackle a number of obstacles along the way. Each part begins with a video centered around the student, making him/her the protagonist. Students must listen to the current situation the company finds itself in. After watching the video, students will learn the academic theories relevant to the situation, practice their understanding with interactivie activities (drag and drop exercises, matching, etc.), and finally, make a decisión about the company’s next move. With each decision made, feedback is given in video format.
A practical, modern, and visually stunning case, Arrogant Brewing has already proved to be an effective and popular resource used in classes at IE.Academic Area:Strategy