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Reinventing the San Miguel Corporation (A)
Roberto Galang; Andrew Karl DeliosCase IVEY-9B09M074-EStrategySan Miguel Corporation is one of the oldest and largest companies in the Philippines. In its 100 year history, it has established a clear leadership position in the Philippine beer industry, as well as having made successful forays into other related and unrelated product areas. In the late 2000s, Eduardo Cojuangco, the CEO of San Miguel Corporation, which was South Asia's largest food and beverage company, found himself in a quandary. Cojuanco w...Starting at €8.20
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Bancolombia: Talent, Culture and Value Creation Management in Mergers
Juanita Cajiao SaenzCase IVEY-9B11C040-ELeadership and People Management, StrategyThe case reviews the main facts related to the merger process of three financial institutions — Bancolombia, Conavi, and Corfinsura — in Colombia in 2005 and 2006. The merger decision emerges from directors and senior executives foreseeing a major upcoming market transformation, including adjustment in industry regulation, improvement in international competence, and consolidation of main players, and their response in order to adapt to the new e...Starting at €8.20
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Merging Esso Iceland and Bilanaust (A)
Gerard Seijts; Ken MarkCase IVEY-9B10C015-ELeadership and People Management, StrategyIn 2006, Hermann Gudmundsson (the chief executive officer [CEO] of Bilanaust, an Icelandic automotive spare parts retailer) was part of a group of partners that had purchased Esso Iceland. He had subsequently been appointed to the CEO position at Esso Iceland. The two companies were quite different: Bilanaust dealt with real-time customer needs, carried a wide range of products, and enjoyed a rising market share and profits. Esso Iceland was 12 t...Starting at €8.20
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Reinventing the San Miguel Corporation (B)
Roberto Galang; Andrew Karl DeliosCase IVEY-9B12M079-EStrategyThis supplement to Reinventing the San Miguel Corporation (A) provides a brief update on the diversification strategy pursued by the company.Starting at €5.74
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Merging Esso Iceland and Bilanaust (C)
Gerard Seijts; Ken MarkCase IVEY-9B10C018-ELeadership and People Management, StrategyBy December 2006, Hermann Gudmundsson (the chief executive officer of both Esso Iceland and Bilanaust) had spent the past 10 months evaluating the strengths and weaknesses of both organizations, and determined that the best approach going forward would be to, "consider creating a new organization with a new structure and a new brand name." He weighed the advantages, disadvantages and costs of either retaining two separate companies and their asso...Starting at €5.74
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Diana Uribe: Fighting the Viral Spread of Fake News
Liliana Lopez JimenezCase IVEY-9B18M123-EStrategyOn August 31, 2016, a well-respected and highly influential cultural broadcaster and entrepreneur in Colombia was the subject of a fake news attack. A message started spreading over the WhatsApp messaging service wrongfully attributing to her a vociferous statement opposing the Colombian peace-making process. On September 2, 2016, she produced a disconfirming video, in which she made it clear that the statement was not written by her; that it did...Starting at €8.20
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J & J (Philippines), Inc. - Polvo Facial Johnson's (A) (Spanish version)
John R. Kennedy; Francisco Roman; Marjorie PobladorCase IVEY-9A94AS06Marketing, StrategyEste es el primer caso de una serie de dos capítulos acerca de la toma de decisiones sobre la introducción de un nuevo producto, el polvo facial Johnson's en el mercado filipino. Este caso provee información del mercado filipino y del desarrollo de la estrategia de introducción para el producto. El estudiante debe evaluar los méritos de esta estrategia, teniendo en cuenta la aceptación del mercado y la proyección de sus cálculos sobre la contribu...Starting at €8.20
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Falabella Colombia (A): construyendo un equipo gerencial
Mies, R.Case ESE-DP-C-ES-08-031ARicardo Hepp, Country Manager de Falabella Perú, recibe una oferta para montar las operaciones de Falabella en Colombia. El caso detalla el proceso de diseño y elección del equipo gerencial que lo acompañará en esta tarea.Starting at €8.20
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El dilema de la familia Vallejo Granados: Visión Familia Vs. Visión Individual (A)
Gómez Betancourt, Gonzalo; López, María PiedadCase INALDE-DG-I 230Corporate GovernanceAndrés Felipe, Pipe, como le decían cariñosamente en su familia, se encontraba tomando un pequeño descanso después de jugar el noveno hoyo de golf. Su mano derecha sostenía un palo de golf personalizado marca Callaway, mientras la izquierda sostenía pensativo su mentón. Desde el campo de golf del Club Campestre de Ibagué, podía identificar su lujosa casa en el Barrio Cadiz, su Mercedes-Benz SLK 55 AMG modelo 2007 y su BMW X5.Starting at €8.20
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El dilema de la familia Vallejo Granados: Visión Familia Vs. Visión Individual (B)
Gómez Betancourt, Gonzalo; López, María PiedadCase INALDE-DG-I 231Corporate GovernanceEn la siguiente reunión, Andrés Felipe debía comunicar la decisión sobre la alternativa de salario que había seleccionado y sobre si incluiría su patrimonio personal al holding familiar o no. En cuanto a esto, Andrés Felipe decidió no incluir su propio patrimonio al holding, ya que esto implicaba tener una proporción mucho mayor que el resto de su familia y este tema lo hacía sentir muy incómodoStarting at €5.74