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  1. El Club Milano Preferente SI1-118

    The case discusses how the introduction of the corporate CRM of Grupo Cortefiel affected their Milano chain and the way they faced their business. When implementation came, the brand also had to review topics around their growth model. The questions considered aspects like the franchise model, the store development model itself, and mainly a loyalty program based on the available client information. One of the challenges resulting from the change was how to maximize the use of technology, but also the need to find qualified personnel for its management.

    Academic Area:
    Information Systems & Technologies
  2. Cocacola.es SI1-120

    This case accounts for the initiative of the gamified page cocacola.es, and the success of the platform. Further developments appeared thanks to it, such as the interactive community and a new marketing model for Coca-Cola. With the third edition of the portal, the model was not just validated, but it entered a new plan of promotions for the brand that started online but spread its influence to the offline world.

    Academic Area:
    Information Systems & Technologies
  3. Galletas Fontaneda y United Biscuits RH1-120

    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
  4. Cocacola.es SI1-120-I

    This case accounts for the initiative of the gamified page cocacola.es, and the success of the platform. Further developments appeared thanks to it, such as the interactive community and a new marketing model for Coca-Cola. With the third edition of the portal, the model was not just validated, but it entered a new plan of promotions for the brand that started online but spread its influence to the offline world.

    Academic Area:
    Information Systems & Technologies
  5. 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
  6. Teens and Toys CG1-004

    The arrival of Monika Zarra to the board of the toys chain Teens and Toys has opened the possibility of a new sales channel: Internet sales. This case goes through some of the pros and cons that a company might face with this new channel and what to take into account before facing the change.

    Academic Area:
    Cost Accounting & Management Control
  7. Multisat DF1-116

    Multisat starts in 2004 with a value proposition in the environmental consulting market, specialized in the use of remote sensing.

    It was about approaching the evolution of environmental phenomena from a new perspective to design new functionalities that are able to interpret the relation between parameters.

    The case centers itself in the creation of a financial plan for this project, which requires a series of previsions and then a ratio analysis to support the company as a whole.

    Academic Area:
    Finance
  8. Equinocio Center: Cibersanwich CG1-056

    The case features a restaurant chef who decides to take on entrepreneurship with his wife and opens a restaurant at the Equinocio de Majadahonda Mall. It was a restaurant focused on sandwiches but also offered internet connection through a couple of computers.


    The case details the associated costs. All the information was sent to a company, who was in charge of delivering accounting statements for small companies, so they could have an accounting valuation of the last year.

    Academic Area:
    Cost Accounting & Management Control
  9. Caso ABC en la Clínica de la Luz CG1-046

    The case starts by explaining how the controller of Clínica de la Luz designed and established a cost system. It then allows the learner to calculate the cost of several activities of the clinic, as well as estimate the cost at which they should negotiate a contract with the insurance company Sunchal.

    Academic Area:
    Cost Accounting & Management Control
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