IESE (España)
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IESE Insight. Issue 15. Fourth Quarter 2012
IESE InsightMagazine REV-36-EAccounting and Control, Business Ethics and Corporate Social Responsibility, Economics, Entrepreneurship, Finance, Innovation and Change, Knowledge and Communication, Leadership and People Management, Marketing, StrategyClaus Rerup (Richard Ivey School of Business) presents a framework for companies to improve their capability to pick up on signals that impending crises give off before they happen. The corporate communications consultant Alfonso González-Herrero looks at the key issues that companies must address, with forecasting and planning, in order to safeguard their reputations. IESE's José R. Pin provides a guide to help managers lead and communicate, so ...Starting at €22.00
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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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AJE GROUP: en busca del crecimiento perdido
Nueno, José Luis; Bazán, MiguelCase M-1350Innovation and Change, Marketing, StrategyActualización del caso "Aje: vendiendo refrescos a la base de la pirámide" (M-1254), con los hechos de 2016. Durante el ejercicio 2015, convergieron una serie de tendencias macroeconómicas adversas (un entorno económico global incierto y la apreciación del dólar frente a las demás monedas) que, junto un incremento de la competencia y una caída de las ventas en sus mercados claves, provocó que la empresa tuviera que adoptar una serie de medidas ne...Starting at €8.20
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Laboratorios Alce Brazil: Sales Team Turnover
Segarra, José Antonio; Carrillo, JordiCase M-1264-ELeadership and People Management, MarketingLaboratorios Alce, a Brazilian market leader in ophthalmic drugs, faces a disproportionate turnover in its network of salespeople, with serious consequences for the business. The national sales manager reflects on the causes of the high turnover rate and on possible solutions. In addition, he contemplates introducing changes to the commercial organization and sizing of his network of 70 salespeople.Starting at €8.20
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Amanco Brasil (A): Branding Strategy
Rocha e Oliveira, Paulo; Sauerbronn Jacinto, Rodrigo; Cerquinho, FábioCase M-1282-EMarketingAmanco was Latin America's leading manufacturer and marketer of pipes and fittings solutions for water management systems, with worldwide net sales of US$ 688 million. The company had been in Brazil for 10 years but was losing money. CEO Roberto Salas and Marketing Director Marise Barroso were preparing a proposal for the Brazilian operations at the request of Grupo Nueva, the Swiss holding company that owned Amanco. One of the key decisions to b...Starting at €8.20
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Magazine Luiza: Expanding Horizons: The role of ecommerce in the post-IPO growth strategy
Rocha e Oliveira, Paulo; Bullara, Cesar; Sauerbronn Jacinto, RodrigoCase M-1275-ELeadership and People Management, Marketing, Service and Operations ManagementIn May 2011, Brazilian retailer Magazine Luiza successfully raised R$926 million (¿400 million) from its initial public offering (IPO) on the São Paulo stock exchange. The firm was immediately confronted with the challenge of accelerating growth beyond its already remarkable growth rate. The case is centered on the role e-commerce should play in the company's future. On the one hand, the market potential seems to be very interesting and the compa...Starting at €8.20
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Teléfonos de México, S.A. de C.V. y la decisión respecto a Prodigy Internet Plus
Lamyin, M.; Bertini, Marco; Nueno, José LuisCase M-1124Information Technologies, MarketingEl caso analiza la estrategia que Telmex debe seguir para incrementar la base de clientes de su servicio de provisión de Internet (ISP) en México. Para ello, debe tomar en cuenta los problemas de falta de recursos económicos en la población mexicana y la incapacidad de adquirir ordenadores. Asimismo, debe considerar su reciente adquisición de Prodigy (uno de los principales ISP en Estados Unidos) y analizar el papel que éste debe jugar en la nuev...Starting at €8.20
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La caja ecológica (B)
Martínez, J. L.; Guillén, F. J.; Martín Cavanna, J.Case M-1035MarketingPlan comercial de una organización sin ánimo de lucro.Starting at €5.74
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Teléfonos de México, S.A. de C.V. and the Prodigy Internet Plus decision
Lamyin, M.; Bertini, Marco; Nueno, José LuisCase M-1124-EInformation Technologies, MarketingThe case analyzes the strategy Telmex must follow in order to increase the customer base of its ISP service in Mexico. The low disposable income of the Mexican population and the inability to afford computers must be taken into account. The company must also consider its recent acquisition of Prodigy (one of the leading ISPs in the U.S.) and analyze the role it should play in the new marketing strategy.Starting at €8.20
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Bausch & Lomb India
Parés Canalias, Francisco; Renart, Lluís G.; Sahay S.Case M-962-EMarketingIn May 1990, Bausch & Lomb decided to launch a new subsidiary in India. A new plant was set up in Bhiwadi to manufacture soft contact lenses, eyecare, products, metallic frames for prescription glasses, and the leding premium sunglasses in the world: Ray-Ban. The launch took place between July and October, 1991. In June 1993, actual sales achievement is below forecast, and the managers of the Indian subsidiary are considering the opportunity to l...Starting at €8.20