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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Microsoft United Kingdom: the major accounts program (Portuguese Version, Brazil)
Cintora M. A.; Folle, Carlos; Vila, VictorianoCase M-1181-PBMarketingTwo years after the implementation of the large accounts program in Microsoft Spain, some fine adjustments are being considered as a consequence of the changes in customer demand, as well as the change in some of the competitive elements, mainly the evolution of technology and the movements of competitors.Microsoft Spain is studying the possibility of modifying some of the operational aspects of the large accounts program.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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Microsoft España: el programa de grandes cuentas
Cintora M. A.; Folle, Carlos; Vila, VictorianoCase M-1181MarketingDos años después de la implementación del programa de grandes cuentas en Microsoft España, se plantean algunos ajustes finos en la misma como consecuencia de los cambios en la demanda de los clientes, así como el cambio producido en algunos de los elementos competitivos, fundamentalmente la evolución de la tecnología y los movimientos de los competidores. Microsoft España estudia la posibilidad de modificar algunos de los aspectos operativos del ...Starting at €8.20
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BBVA. Brand value
Cintora M. A.; Oliver, XavierCase M-1177-EMarketingThis case describes the process of adoption of the BBVA brand following the merger between Banco Bilbao Vizcaya and Argentaria. It provides a comparison with the multi-brand strategy adopted by other banks such as BSCH and ABN AMRO. It gives a description of the process of creation of the BBVA brand and of the commitment adopted by the bank to base its strategy on the brand image - on the intangibles of corporate culture, human capital and reputa...Starting at €8.20
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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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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