IESE (España)
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Quarelli & Gabbianti (C)
Susaeta Erburu, Lourdes; Rodríguez, Cristina; Pin Arboledas, José RamónCase DPO-113Leadership and People ManagementEste caso es el desenlace final del caso Q&G. La compañía decide prescindir de su mítico director creativo y reorientar su negocio enfocándose a lo que tradicionalmente ha sido su "core business". Se llega a un acuerdo entre el holding y la subsidiaria italiana que ayudará a reforzar el negocio y a dar coherencia al mismo.Starting at €5.74
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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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Quarelli & Gabbianti - Nota del instructor
Alonso, J.; Rodríguez, Cristina; Ortiz de Bethancourt R.; Susaeta Erburu, Lourdes; Pin Arboledas, José RamónTeaching Note DPOT-23Leadership and People ManagementEn la nota del instructor, tras hacer una breve sinopsis del caso, se presentan los temas de discusión: problemática de la dirección de personas en las empresas del lujo en el sector moda: gestión del ego/problemática organizativa en las empresas del lujo/ problemática de la gestión del conflicto y el negocio del creativo: valoración de intangibles frente a resultados económico. Se plantea un diseño de pizarras y el "timing" de la clase. ...Starting at €0.00
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Quarelli & Gabbianti - Teaching Note
Alonso, J.; Rodríguez, Cristina; Ortiz de Bethancourt R.; Susaeta Erburu, Lourdes; Pin Arboledas, José RamónTeaching Note DPOT-23-ELeadership and People ManagementThis teaching note provides a brief summary of the case and presents the discussion topics: the problems involved in managing people in companies in the luxury fashion industry: ego management, organization problems in luxury companies, conflict management and the creative business, and assessing intangibles compared with economic results. In addition it provides a description of blackboard presentations and class timings.Starting at €0.00
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Quarelli & Gabbianti (C)
Susaeta Erburu, Lourdes; Rodríguez, Cristina; Pin Arboledas, José RamónCase DPO-113-ELeadership and People ManagementThis case study describes the ultimate outcome of the situation at Q&G. The company decides to let its renowned creative director go and to refocus the company on what has traditionally been its core business. An agreement is reached between the holding company and the Italian subsidiary that will help strengthen the business and make it more coherent.Starting at €5.74
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Quarelli & Gabbianti (B)
Rodríguez, Cristina; Susaeta Erburu, Lourdes; Ortiz de Bethancourt R.; Pin Arboledas, José RamónCase DPO-101-ELeadership and People ManagementThe outcome of the situation described in case study A. This case focuses on the problem of managing designers in the luxury fashion industry. It describes the interpersonal conflict that arises in the company between the creative director and a new designer who has a more business-oriented approach. The case examines the problems of managing egos and conflicts, and the different organizational design models for this kind of company, depending on...Starting at €5.74
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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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Quarelli & Gabbianti (A)
Rodríguez, Cristina; Ortiz de Bethancourt R.; Susaeta Erburu, Lourdes; Pin Arboledas, José RamónCase DPO-100Leadership and People ManagementEste caso se centra en la problemática de gestión de diseñadores en las empresas de lujo del sector de la moda. Describe el conflicto interpersonal que se provoca en la empresa entre el director creativo y un nuevo diseñador más orientado al negocio. Describe la problemática de la gestión del ego, la gestión del conflicto y los distintos modelos de diseño organizativo adecuados a este tipo e empresas según sus diferentes estrategias.Starting at €8.20
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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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Quarelli & Gabbianti (B)
Rodríguez, Cristina; Susaeta Erburu, Lourdes; Ortiz de Bethancourt R.; Pin Arboledas, José RamónCase DPO-101Leadership and People ManagementDesenlace final que da lugar al debate del caso A. Este caso se centra en la problemática de gestión de diseñadores en las empresas de lujo del sector de la moda. Describe el conflicto interpersonal que se provoca en la empresa entre el director creativo y un nuevo diseñador más orientado al negocio. Describe la problemática de la gestión del ego, la gestión del conflicto y los distintos modelos de diseño organizativo adecuados a este tipo de emp...Starting at €5.74