IESE (España)
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D-Orbit: Keeping The Thermosphere Clean
Pipan, Gregor; Tiraturyan, Armen; Massa, Lorenzo; Rosenberg, MikeCase SM-1610-EStrategyD-Orbit is an entrepreneurial start-up operating in the aerospace industry, developing a technology for the controlled removal of end-of-life debris from space. The case focuses on the nexus between strategy and (space) sustainability. The emphasis of this case is given to the role of the private sector (in this case entrepreneurial start-ups) in tackling sustainability issues by converting them into opportunities for profits. The case triggers d...Starting at €8.20
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Pompeii: un paso adelante
Ferrándiz, Luis; Iniesta, Francisco; Villanueva, JulianCase M-1394Information Technologies, Leadership and People Management, Marketing, StrategyEn 2021, Pompeii vendía más de 81.000 zapatillas y su facturación se acercaba a los cinco millones de euros. La zapatilla Higby se consolidaba como su "best seller" y el modelo marcaba tendencia entre la gente joven española de clases acomodadas, fundamentalmente de Madrid, aunque en 2021 el 15% de las ventas ya eran fuera de España. Su canal de venta físico, ya con 5 tiendas, había demostrado que podía ser un gran complemento al canal digital qu...Starting at €8.20
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Mercadona Tech: separar la ducha de la bañera
Villanueva, Julian; Ferrándiz, LuisCase M-1396Information Technologies, Marketing, Service and Operations ManagementEn Mayo de 2022 Mercadona, de la mano de su división de e-commerce, estaba considerando cómo seguir creciendo. Hasta ese momento se había desarrollado lo que era probablemente el único supermercado online rentable en España. El modelo logístico de colmenas estaba operando en tan solo tres ciudades: Valencia, Madrid y Barcelona. Después de seis años había llegado el momento de expandirse a nivel nacional. Mercadona facturaba 510 millones de euros ...Starting at €8.20
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Mercadona Tech: Separating the Shower From the Bathtub
Villanueva, Julian; Ferrándiz, LuisCase M-1396-EInformation Technologies, Marketing, Service and Operations ManagementIn May 2022, Mercadona, along with its e-commerce division, was looking for ways to continue growing. They had developed what was probably the only profitable online supermarket in Spain up to the moment. The hive logistics model was operating in just three cities: Valencia, Madrid, and Barcelona. After six years, the time had come to expand domestically. Mercadona invoiced ?510m in e-commerce, but half of those sales (?263m) were done where the ...Starting at €8.20
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Alce Nero - Towards a New Business Model for Organic Food
Massa, Lorenzo; Rosenberg, MikeCase SM-1622-EStrategyFounded in 1978, Alce Nero & Mielizia SpA is an Italian company, leader in the production and commercialization of organic food. The case discusses the history of Alce Nero & Mielizia SpA, the evolution and booming of the organic food industry in Europe and the challenges faced by the company's management during the transition towards an innovative reciprocity business model. In this new model, Alce Nero opens up its equity to its existing custom...Starting at €8.20
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The Rocky Mountain Institute: Making Ideas Real
Massa, Lorenzo; Rosenberg, MikeCase SM-1582-EDecision Analysis, Innovation and Change, StrategyRocky Mountain Institute is a U.S.-based organization that conducts research and demonstration projects in the area of sustainability in general and energy in particular. The case study charts its development over the last 20 years and explores whether or not it should expand beyond the United States.Starting at €8.20
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Interflora España: crecimiento del canal online
Ferrándiz, Luis; Iniesta, FranciscoCase M-1387MarketingInterflora, una compañía que facilitaba servicios de compra y entrega a distancia a cerca de 50.000 floristerías en más de 150 países, había sido pionera en el concepto de la venta de flores frescas a domicilio. Ese concepto era sencillo: un comprador elegía un ramo, bien en una floristería asociada, bien a través del canal digital o el call center de Interflora. Una vez elegido el ramo, su pedido se transmitía al florista más cercano del lugar d...Starting at €8.20
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Pompeii: A Step Forward
Ferrándiz, Luis; Iniesta, Francisco; Villanueva, JulianCase M-1394-EInformation Technologies, Leadership and People Management, Marketing, StrategyIn 2021, Pompeii sold over 81,000 pairs of sneakers and its turnover was close to ?5 million. The Higby sneaker was cementing its position as a best seller, and the model was a trendsetter among affluent young Spaniards, mainly in Madrid, though in 2021, 15% of sales were already outside Spain. The company's physical sales channel, which included five stores by that point, had shown that it could work very well as a complement to the digital chan...Starting at €8.20
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The Rocky Mountain Institute: Reinventing the Think and Do Tank of the Future
Massa, Lorenzo; Rosenberg, MikeCase SM-1604-EInnovation and Change, StrategyIn 2007, Michael Potts was appointed CEO of the Rocky Mountain Institute (RMI). RMI is an independent, non-profit "think and do tank" with the mission of promoting the efficient and restorative use of resources. While the Institute is well-known for its outstanding research and innovative ideas, Michael Potts soon realized it needed a management culture and a new strategic focus. The case illustrates RMI's restructuring process and the challenges...Starting at €8.20
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Interflora Spain. Growing the Online Channel
Ferrándiz, Luis; Iniesta, FranciscoCase M-1387-EMarketingInterflora, a company that provided remote purchasing and delivery services to nearly 50,000 florists in more than 150 countries, had pioneered the concept of selling fresh flowers at home. That concept was simple: a buyer would choose a bouquet, either at an associated florist, either through the digital channel or the Interflora call center. Once the bouquet was chosen, your order was transmitted to the closest florist of the place of delivery,...Starting at €8.20