IESE (España)
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Santander-Serfín: Revitalizing the Payment Systems Business
Díez J.; Villanueva, Julian; Nueno, José LuisCase M-1190-EMarketingIn June 2001, Ramón Tellaeche, director of products and marketing at Banco Santander Serfín in Mexico, was considering the commercial strategy which the means of payments division should follow over the following months in order to achieve its ambitious commercial objectives. Marcial Portela, general manager of Grupo Santander's Americas Division, had set the objective of doubling the credit card market share in a year and a half, and capturing 2...Starting at €8.20
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Gencor transformed: The keys era
Ferreira, Anton; Miller, PaddyCase DG-1247-ELeadership and People ManagementStarting at €8.20
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Santander-Serfín: Revitalizing the Payment Systems Business (Portuguese Version, Brazil)
Díez J.; Villanueva, Julian; Nueno, José LuisCase M-1190-PBMarketingIn June 2001, Ramón Tellaeche, director of products and marketing at Banco Santander Serfín in Mexico, was considering the commercial strategy which the means of payments division should follow over the following months in order to achieve its ambitious commercial objectives. Marcial Portela, general manager of Grupo Santander's Americas Division, had set the objective of doubling the credit card market share in a year and a half, and capturing 2...Starting at €8.20
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Santander-Serfín: revitalizando el negocio de medios de pago
Díez J.; Villanueva, Julian; Nueno, José LuisCase M-1190MarketingEn junio de 2001, Ramón Tellaeche, director general de mercadotecnia y productos del Banco Santander Serfín en México, se planteaba la estrategia comercial que la división de medios de pago debía seguir en los próximos meses para lograr unos ambiciosos objetivos comerciales. Marcial Portela, director general de la división América del Grupo Santander había marcado el objetivo de duplicar la cuota de mercado de tarjetas de crédito en el plazo de u...Starting at €8.20
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Transformación de Genor: La época de Keys
Ferreira, Anton; Miller, PaddyCase DG-1247Leadership and People ManagementThe case is part of a two case series dealing with the unbundling or breakup of the South African conglomerate Gencor. This first case details the preparation of the organisation, the nurturing phase, before the CEO Derek Keys starts with the breaking up of the business. The internal environment of the organisation before Keys' arrival is discussed - the inability of the main board members to resolve strategic issues and the consequences for the ...Starting at €8.20
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Con Roux Construction (Pty) Ltd. (A)
Ferreira, Anton; Miller, PaddyCase DG-990-ELeadership and People ManagementCon Roux Construction covers a period of 4 years, 1987-1991 in which the company undergoes a change of management, introduces radically different management systems and, in the process, is awarded a gold medal from the National Productivity Institute of South Africa. The issue that faces the new management is how to sustain this process into the 90s while trying to survive in a declining market.Starting at €8.20
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Con Roux Construction (Pty) Ltd. (A)
Ferreira, Anton; Miller, PaddyCase DG-990Leadership and People ManagementCon Roux Construction cubre un período de cuatro años (1987-1991), en los cuales la empresa pasa por un cambio de dirección, introduce diferentes y radicales sistemas de dirección y, en el proceso, el National Productivity Institute of South Africa le otorga una medalla de oro. El problema que afronta la nueva dirección es cómo sostener este proceso en los años noventa, mientras se trata de sobrevivir en un mercado que declina.Starting at €8.20