IESE (España)
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Aena: la crisis de los controladores
Villanueva, Julian; Bel Mallén, Ignacio; Paniagua Granados, Francisco JavierCase M-1271Knowledge and CommunicationEl puente de la Constitución en España es el último gran puente antes de las vacaciones de Navidad. En el año 2010 coincidió con las fechas comprendidas entre el 3 y el 8 de diciembre y siempre será recordado en España por "la crisis de los controladores". Se trataba de un fin de semana con gran afluencia de tráfico aéreo. Todos los españoles estuvieron pendientes de los medios de comunicación: televisión, radio, diarios digitales y redes sociale...Starting at €8.20
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Aena: The Air Traffic Controller Crisis
Villanueva, Julian; Bel Mallén, Ignacio; Paniagua Granados, Francisco JavierCase M-1271-EKnowledge and CommunicationThe long weekend of the Constitution is the last of several long weekends throughout the year in Spain before the Christmas holidays. In 2010, it fell between December 3 and 8, and it will always be remembered in Spain for the "air traffic controller crisis." It was a weekend when heavy air traffic was expected. All Spaniards turned to the media - TV, radio, online newspapers and social networks - to keep abreast of minute-by-minute developments ...Starting at €8.20
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Mango
Castrillo, Ricardo; Nueno, José LuisCase M-1136-EInformation Technologies, MarketingMango, a company now a household name to women in more than 50 countries around the world, traces its roots back to the 1970s, when Isak Andic Ermay, born in Istanbul of Sephardi origins, started selling shirts imported from Turkey in the "Mercadillo de Balmes", a kind of pocket-size Carnaby Street just off Balmes Street in Barcelona. Andic's business flourished, prompting him to create his own clothing label. And so he gradually built up a whole...Starting at €8.20
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Gas Natural Fenosa (B): una petición inusual
Pin Arboledas, José Ramón; Bel Mallén, Ignacio; Paniagua Granados, Francisco JavierCase DPO-323Knowledge and Communication, Leadership and People ManagementSe trata de la continuación del caso A. Gas Natural era muy tradicional en su estructura organizativa y la comunicación interna, como en muchas otras empresas, estaba ubicada en la dirección de Recursos Humanos. Sin embargo, el director de Comunicación solicita que pase a formar parte del Departamento de Comunicación.Starting at €5.74
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Gas Natural Fenosa (B): An Unusual Request
Pin Arboledas, José Ramón; Bel Mallén, Ignacio; Paniagua Granados, Francisco JavierCase DPO-323-EKnowledge and Communication, Leadership and People ManagementThis is the continuation of Case A. Gas Natural had a very traditional organizational structure and its internal communication was under the management of Human Resources, as is the case in many companies. However, the managing director of Communications makes a request that it be transferred to the Communications Department.Starting at €5.74
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Gas Natural Fenosa (D): The Importance of Listening
Pin Arboledas, José Ramón; Bel Mallén, Ignacio; Paniagua Granados, Francisco JavierCase DPO-325-EKnowledge and Communication, Leadership and People ManagementThis case deals with the proposal for creating systems to measure employees' perceptions concerning the development of the integration process. The proposal was developed during this process following the merger that took place in September 2009, when the internal communication strategy had just taken a big step forward. There is one question remaining: What conclusions can be drawn from the results provided by these systems?Starting at €5.74
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Mango
Castrillo, Ricardo; Nueno, José LuisCase M-1136Information Technologies, MarketingMango, la empresa que hoy conocen las mujeres de más de 50 países en todo el mundo, empezó a gestarse en la década de los setenta cuando Isak Andic Ermay, nacido en Estambul de origen sefardí, vendía camisas que importaba de Turquía en "El Mercadillo de Balmes". El negocio de Andic prosperó con rapidez y ello le decidió a crear su propia marca de ropa. Así surgió un negocio al por mayor, siguiendo su propio concepto de moda. Probablemente, hace d...Starting at €8.20
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Communicating "la Caixa" Welfare Projects: Changing to preserve what is essential: the soul does not change
Calleja, Luis Manuel; Bel Mallén, IgnacioCase SM-1581-EKnowledge and CommunicationThis case study examines the role of communication in a century-old institution like the "la Caixa" Group in the 21st century. It considers the 2011 - 2014 Strategic Plan that is summarized under the slogan "Making the difference" and is based on the core values of leadership, trust and social commitment. This plan has changed the direction of the institution, placing more importance than ever on the strategic value of communication.Starting at €8.20
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Gas Natural Fenosa (C): The CEO's Decision: The communications plan and the internal communication team
Pin Arboledas, José Ramón; Bel Mallén, Ignacio; Paniagua Granados, Francisco JavierCase DPO-324-EKnowledge and Communication, Leadership and People ManagementThis is the continuation of Case B. After the executive directors have given the go-ahead, the Internal Communication Area is transferred from Human Resources to the Communications Department. The managing director of Communications, Jordi García Tabernero, wonders how this area might be used to help employees better identify with the merger.Starting at €5.74
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Gas Natural Fenosa (A): The Role of Communications in a Merger: Using communications as a atrategic tool for the benefit of the company
Pin Arboledas, José Ramón; Bel Mallén, Ignacio; Paniagua Granados, Francisco JavierCase DPO-322-EKnowledge and Communication, Leadership and People ManagementThe Board of Directors at Gas Natural is facing some strategic decisions that will determine whether their acquisition of a company in the sector will be successful or whether it will fail, as has happened with some of the company's ventures in the past. Gas Natural's managing director of Communications is deliberating what he can do to help the project along.Starting at €8.20