IESE (España)
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El Instituto Nacional de las Artes Escénicas y de la Música, INAEM
Munoz-Seca, Beatriz; Riverola, JosepCase P-1129Innovation and Change, Service and Operations ManagementEl caso expone los retos de Miguel Ángel Recio, director general del INAEM (Instituto Nacional de las Artes Escénicas y de la Música) para lograr que la institución se guíe por operaciones del siglo XXI. El INAEM es una institución pública con 14 unidades diferentes, que van desde el Teatro de la Zarzuela (TZ) hasta la Orquesta y Coro Nacionales de España (OCNE). El caso se desarrolla principalmente mediante una conversación entre Miguel Ángel y ...Starting at €8.20
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AVE: ¿sostenibilidad en el servicio o reinventarse
Munoz-Seca, BeatrizCase P-1168Service and Operations ManagementEl caso narra las actuaciones llevadas a cabo por la Unidad de Negocio (UN) de la Alta Velocidad de Renfe desde su creación hasta la consecución del Premio Europeo para la Calidad. La UN afronta ahora nuevos retos en un marco desregularizado y con la ampliación de sus servicios. Este caso está basado en el caso "AVE y la búsqueda de la excelencia en el servicio" de la misma autora (P-1017).Starting at €8.20
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Museo Nacional del Prado
Marco, Elvira; Munoz-Seca, Beatriz; Riverola, JosepCase P-1095Leadership and People Management, Service and Operations ManagementEl estudio de caso analiza los cambios introducidos en el Museo del Prado a partir de la Ley 46/2003 de 25 de noviembre que lo convirtió en un organismo con autonomía financiera y de funcionamiento sentando las bases para su autofinanciación. La reorganización que ha vivido el museo, su intensa actividad expositiva, la política de asociación de las empresas al Museo mediante su programa de patrocinios, son algunos de los aspectos que se analizan...Starting at €8.20
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Granavista Sistemas (GV)
Riverola, Josep; Munoz-Seca, BeatrizCase P-1036Service and Operations ManagementGranavista es una empresa dedicada al desarrollo y distribución de sistemas ERP, sistemas integrados de software para la gestión de empresas. Cuenta con una red de agentes que realiza la instalación final. El caso presenta los problemas que surgen en la relación entre la empresa y sus agentes cuando éstos realizan sus implantaciones. Se detalla el procedimiento de actuación y se proponen alternativas de solución.Starting at €8.20
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Eye Care (C): Alejandro Lanzagora's Performance Assessment
Cebrecos, Enrique; Stein, GuidoCase DPO-166-ELeadership and People Management, MarketingIn February 2009 Alejandro Lanzagorta, a Business Manager at Eye Care, meets with the director of his business unit, Tiago de Vasconcelos, to discuss his annual performance assessment. In quantitative terms, Alejandro's sales results are better than expected, in fact, the best in the company. Opinions differ, however, over cost management, where Alejandro believes he has also exceeded expectations. The disagreement intensifies when the discussion...Starting at €5.74
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Madrileña Red de Gas (A): Reinventing the Company With the Motto "Our Customers Must Not Suffer"
Munoz-Seca, BeatrizCase P-1184-EService and Operations ManagementThe CEO of MRG (Madrileña Red de Gas) wanted to reinvent his company as if it existed in an open market and not in the current regulated one. Using Professor Muñoz-Seca's SPDM (Service Problem Driven Management) framework, a conceptual scheme for operations in service companies, the MRG management team changed how they structured their service by establishing their own operational structure and working with the operational structure of their part...Starting at €8.20
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Madrileña Red de Gas (B): Reinventing the Company With the Motto "Our Customers Must Not Suffer"
Munoz-Seca, BeatrizCase P-1185-EService and Operations ManagementThe CEO of MRG (Madrileña Red de Gas) wanted to reinvent his company as if it existed in an open market and not in the current regulated one. Using Professor Muñoz-Seca's SPDM (Service Problem Driven Management) framework, a conceptual scheme for operations in service companies, the MRG management team changed how they structured their service by establishing their own operational structure and working with the operational structure of their part...Starting at €5.74
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Eye Care (E): A Second Assesment
Cebrecos, Enrique; Stein, GuidoCase DPO-205-ELeadership and People ManagementIn February, as usual, Alejandro had his 2009 Global Perfomance and Development meeting with his superior, Tiago de Vasconcelos. His results had been very good: sales growth was 12.5%, reaching 100.3% of budgeted sales, above 98.1% of the business unit. In the new refractive line he had achieved 98%, compared to the average of 87%. Alejandro declared that communication had improved significantly, but even so he was nervous about his meetings with...Starting at €5.74
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Yolanda Cruz in Health and Beauty (B)
Stein, Guido; Cebrecos, EnriqueCase DPO-300-ELeadership and People ManagementIn early 2012, Yolanda was appointed head of sales for the area of Catalonia, the second in size. It was a year marked by widespread fall in consumption; however, she exceeded the budget of 6,487,000 euros by 2%. She was also able to unite a team with three newcomers, whose hiring she had not had a say in, and about whom she had expressed personal reticence to her superior, Mónica Roig - she complained her preferences had not been taken into acc...Starting at €5.74
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Madrileña Red de Gas (B): Reinventar la empresa con el lema "Nuestro cliente no puede sufrir"
Munoz-Seca, BeatrizCase P-1185Service and Operations ManagementEL CEO de MRG quiere reinventar su empresa como si estuviera un ámbito de mercado abierto y no regulado como lo está en este momento. Utilizando el esquema conceptual de operaciones en empresas de servicio de SPDM de la Profesora Muñoz-Seca, el equipo de dirección de MRG cambia la forma de estructurar su servicio contando con sus propia estructura operativa y con la estructura operativa de sus partners. En un enfoque empresa ampliada , MRG recomp...Starting at €5.74