IESE (España)
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Glovo 1.0: Iniciando un nuevo modelo de negocio en el ultra-competitivo mercado de la última milla
Tapia Pagès, Albert; Carenzo, Mathieu; Ricart, Joan EnricCase SM-1683Decision Analysis, Entrepreneurship, Information Technologies, Leadership and People Management, Marketing, Service and Operations Management, StrategyEn el contexto de la revolución digital y el uso masivo de dispositivos inteligentes conectados a Internet, los hábitos de consumo han cambiado radicalmente. Actualmente, una gran parte de la población compra desde su casa, y los consumidores pueden comparar y elegir productos entre una gran variedad de opciones y vendedores, por lo que la competencia es feroz. Las empresas locales, como los restaurantes, ya no compiten solo con la tienda de al l...Starting at €8.20
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Rabobank Corporate Netherlands: Turning the Smartphone into an Engine of Bottom-Line Growth
Stremersch, Stefan; Camacho, NunoCase M-1286-EMarketingSet in late 2011, this case study enables the discussion of a bank's possibilities to develop new business amid drastic technological and macroeconomic changes promising to revolutionize the whole payment value chain. In particular, several emerging technologies - such as near-field communication (NFC) - promised to turn mobile payments into a trillion-dollar industry in a period of less than five years. The case invites students to step into the...Starting at €8.20
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Alcatel-Lucent: Marketing the Cell Phone as a Mobile Wallet
Camacho, Nuno; Verniers, Isabel; García Pont, Carlos; Stremersch, StefanCase M-1279-EInformation Technologies, Innovation and Change, MarketingAlcatel-Lucent (ALU) was gearing up for the launch of a new business: mobile payment services. Mobile payment involves cash transactions between consumers and merchants or between consumers using their mobile phones. The emergence of a new technology in which ALU had strong expertise - near-filed communication (NFC) - represented a huge opportunity, as analysts expected the market for mobile payments to explode in the coming years. But to avoid p...Starting at €8.20
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Glovo - Teaching Note: From Startup to Unicorn
Ricart, Joan Enric; Carenzo, Mathieu; Tapia, AlbertTeaching Note SMT-138-EInnovation and Change, StrategyIn the context of the digital revolution and the mass use of smart devices connected to the Internet, consumer habits have changed radically. Now a large proportion of the population shops from home, and consumers can compare and choose products from a wider variety of options and sellers. So competition is fierce. Local businesses, such as restaurants, no longer compete with only the business next door but also with other businesses located else...Starting at €0.00
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Babcock: An Innovative Business Model in the Mining and Construction Industy
Stremersch, Stefan; Keko, ElioCase M-1329-EMarketingThe origin of Babcock's mining and construction fleet management capability can be traced to a few years before its mining and construction business was set up in 2011, following a contract between Babcock International Group and the British Ministry of Defense (MOD). Already a long-standing client of Babcock, the Ministry of Defense approached the company to a) optimize the ministry's C vehicle fleet (i.e., construction vehicles, plant and equip...Starting at €8.20
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Glovo: From Startup to Unicorn
Ricart, Joan Enric; Carenzo, Mathieu; Tapia, AlbertCase SM-1694-EInnovation and Change, StrategyIn the context of the digital revolution and the mass use of smart devices connected to the Internet, consumer habits have changed radically. Now a large proportion of the population shops from home, and consumers can compare and choose products from a wider variety of options and sellers. So competition is fierce. Local businesses, such as restaurants, no longer compete with only the business next door but also with other businesses located else...Starting at €8.20
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Glovo 1.0: Launching a New Business Model in the Ultra-Competitive Last-Mile Delivery Landscape
Tapia Pagès, Albert; Carenzo, Mathieu; Ricart, Joan EnricCase SM-1683-EDecision Analysis, Entrepreneurship, Information Technologies, Leadership and People Management, Marketing, Service and Operations Management, StrategyIn the context of the digital revolution and the mass use of smart devices connected to the Internet, consumer habits have changed radically. Now a large proportion of the population shops from home, and consumers can compare and choose products from a wider variety of options and sellers. So competition is fierce. Local businesses, such as restaurants, no longer compete with only the business next door but also with other businesses located else...Starting at €8.20
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Caesar IT Services: Comercializar múltiples propuestas de valor en una sola empresa
Stremersch, Stefan; Bellezza, SilviaCase M-1227Marketing, Service and Operations ManagementCaesar Group, una empresa de servicios informáticos profesionales, competía en el mercado holandés de tecnología de la información desde 1993. La propuesta de valor inicial de la empresa consistía en ofrecer a sus clientes una capacidad humana cualificada (puesta a disposición de capital humano, o body-shopping) a un precio económico por hora o día. La reacción de la compañía a la creciente evolución del servicio de body-shopping fue formular pro...Starting at €8.20
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Caesar IT Services: Marketing Multiple Value Propositions in One Firm
Stremersch, Stefan; Bellezza, SilviaCase M-1227-EMarketing, Service and Operations ManagementCaesar, a professional IT services firm, has competed in the Dutch IT market since 1993. Its initial value proposition was providing its customers with qualified human capacity at a low hourly or daily rate (often referred to as "body-shopping"). To escape the increasing commoditization of this type of service, the company formulated a new value proposition in 2003, so called TimeValue projects, consisting of the delivery of complete IT projects,...Starting at €8.20
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Komatsu: The Rise of a Service-Dominant Logic
Stremersch, Stefan; Keko, ElioCase M-1328-EMarketingIt was early 2015 and executives of Komatsu Europe International N.V., whose main business is the sale of mining and construction equipment through multiple distributors across Europe, were exchanging views on the business model that would drive their future. They had seen many changes inside and outside the industry in recent years, and Komatsu was facing a growing need to adapt its current way of doing business. The team had been debating each ...Starting at €8.20