Default Category
-
Atam: Innovating in the Social Sector (A)
Elvira, Marta; Prats, MĀŖ Julia; Plaza LĆ³pez, LuisCase DPO-244-EBusiness Ethics and Corporate Social Responsibility, Entrepreneurship, Innovation and ChangeAtam is an association of Grupo TelefĆ³nica, which was founded in 1973 with the aim of providing assistance for the disabled and elderly dependents. It was the result of an agreement between the company and its labor unions. It is a nonprofit, national organization, declared to be serving the public interest, and has 60,000 members belonging to 28 companies of the group. Atam has three major areas of action: individual financial support, direct-ca...Starting at ā¬8.20
-
Atam: A New Model of Sustainable Social Welfare (C)
Elvira, Marta; Prats, MĀŖ JuliaCase DPO-389-EBusiness Ethics and Corporate Social Responsibility, Entrepreneurship, Innovation and ChangeThe economic crisis and the successive redundancy plans of TelefĆ³nica in Spain were having an inexorable effect on the viability of Atam and its economic operations. The association had to complete its restructuring of the old service delivery system and concentrate on building a new model for a sustainable social welfare institution. A turning point was reached, from which point Atam began to speed up all the transformation processes. The case d...Starting at ā¬5.74
-
Atam: el dĆa despuĆ©s (B)
Elvira, Marta; Prats, MĀŖ Julia; Plaza LĆ³pez, LuisCase DPO-245Business Ethics and Corporate Social Responsibility, Entrepreneurship, Innovation and ChangeIgnacio AizpĆŗn (CEO) y su equipo idearon una soluciĆ³n que otorgĆ³ a Atam una mayor viabilidad. La estrategia principal consistĆa en concentrar las actividades econĆ³micas y en crear spin-offs con Ć”nimo de lucro; es decir, siguiendo la tradiciĆ³n de innovar en todos sus aspectos de gestiĆ³n, la AsociaciĆ³n lanzarĆa al mercado sociedades con Ć”nimo de lucro provenientes del sector social. AsĆ, a partir de entonces, Atam creĆ³ tres sociedades mercantiles a...Starting at ā¬5.74
-
Zoomcar: Constrained by Supply Issues
Seema Gupta, Menaka RaoCase IVEY-W24838-EEntrepreneurship, StrategyThe chief executive officer of Zoomcar, an Indian car-rental company, had recognized that the costs of vehicle ownership were high for many individuals who needed vehicles only sporadically. The venture capital-funded, entrepreneur-driven business had lauStarting at ā¬8.20
-
Droom: An Online Platform for Pre-Owned Automobiles
Seema Gupta, Menaka RaoCase IVEY-W24844-EEntrepreneurship, StrategyDroom Technology Private Limited (Droom), a used-automobile marketplace platform based in India, had identified a big-ticket item with an average selling price of ā¹200,000āā¹600,000 and harnessed its innovative technology to build an online ecosystem. In dStarting at ā¬8.20
-
Un viaje transformador en tiempos inciertos (C)
Elvira, MartaCase DPO-744Business Ethics and Corporate Social Responsibility, Entrepreneurship, Leadership and People ManagementTras aterrizar en Singapur a finales de 2020, mientras la epidemia de COVID-19 todavĆa afectaba la mayor parte del mundo, Cristina Ventura se encontraba inmersa en medio de una gran actividad. Su estancia en Singapur le habĆa reportado tanto nuevas oportunidades como momentos de reflexiĆ³n. Cada dĆa meditaba sobre su propĆ³sito, sobre quĆ© proyectos -y quĆ© gente- podĆan ayudarla a maximizar su impacto. Cristina se veĆa a sĆ misma como una catalizado...Starting at ā¬5.74
-
A Catalyst Journey During Corona Times (C)
Elvira, MartaCase DPO-744-EBusiness Ethics and Corporate Social Responsibility, Entrepreneurship, Leadership and People ManagementAfter landing in Singapore by the end of 2020, while the COVID-19 pandemic still raged through most of the world, Cristina Ventura was immersed in intense activity. Her time in Singapore brought both many new opportunities, and time for reflection. She meditated daily on her purpose, and which projects -- and what people -- could help her maximize her impact. Ultimately, she saw herself as a catalyst for impact, connecting human, financial, and s...Starting at ā¬5.74
-
Atam: innovando en el sector social (A)
Elvira, Marta; Prats, MĀŖ Julia; Plaza LĆ³pez, LuisCase DPO-244Business Ethics and Corporate Social Responsibility, Entrepreneurship, Innovation and ChangeAtam es una asociaciĆ³n del Grupo TelefĆ³nica que nace en 1973 para la atenciĆ³n de personas con discapacidad y mayores dependientes, fruto de un acuerdo entre la empresa y sus sindicatos. Es una entidad sin Ć”nimo de lucro, de Ć”mbito nacional y declarada de utilidad pĆŗblica, que posee 60.000 socios pertenecientes a veintiocho empresas del Grupo. Atam cuenta con tres grandes campos de acciĆ³n: ayudas econĆ³micas individuales; equipamientos de atenciĆ³n ...Starting at ā¬8.20
-
Atam: The Day After (B)
Elvira, Marta; Prats, MĀŖ Julia; Plaza LĆ³pez, LuisCase DPO-245-EBusiness Ethics and Corporate Social Responsibility, Entrepreneurship, Innovation and ChangeAtam's management devised a solution to make the association more viable. The main idea was to concentrate its economic activities and create for-profit spin-offs. In line with the tradition of innovation in all aspects of its management, the association launched for-profit companies rooted in the social sector. Atam created three trading companies to which it transferred its business activities: Servitelco, Laveco and Mondeco.Starting at ā¬5.74
-
Atam: un nuevo modelo de previsiĆ³n social sostenible (C)
Elvira, Marta; Prats, MĀŖ JuliaCase DPO-389Business Ethics and Corporate Social Responsibility, Entrepreneurship, Innovation and ChangeLa crisis econĆ³mica y los sucesivos planes de desvinculaciĆ³n laboral de TelefĆ³nica en EspaƱa iban impactando inexorablemente en la viabilidad de Atam y sus explotaciones econĆ³micas. La asociaciĆ³n debĆa culminar sus procesos de reestructuraciĆ³n del antiguo sistema de provisiĆ³n de servicios y concentrarse en construir un nuevo modelo de instituciĆ³n de previsiĆ³n social sostenible. Se llegĆ³ a un punto de inflexiĆ³n a partir del cual Atam comenzĆ³ a ace...Starting at ā¬5.74