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San Telmo (España)
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Operations strategy: a practical view
Garrido Martínez, EnriqueTechnical Note IIST-PIN-24-E-EStrategyThis note extracts the essence of the operations strategy concept, making it easy to understand for inexperienced people or those with little knowledge (although they need to have business experience). Knowledge is provided with a high sense of practicality.Starting at €8.20
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Sovena Group: Olive Oil for the World
Bocherini Bogert, José Antonio, Vidal Romero, AnylúCase IIST-DGI-207-E-EStrategyIn 2010, Sovena Group has changed dramatically compared to 2002, from being a diversified food manufacturer with leading brands in the Portuguese market, but with virtually no international presence and little growth opportunities, to become the second biggest producer and bottler of olive In 2010, Sovena Group has changed dramatically compared to 2002, from being a diversified food manufacturer with leading brands in the Portuguese market, but w...Starting at €8.20
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Driscoll's of Europe: How to Approach the European Market
Villafuerte Martin, AntonioCase IIST-MI-103-E-EMarketing, StrategyDriscoll's of Europe (DoE) was founded in March 2009 by the California Driscoll's Strawberry Associates, Inc. (hereinafter, Driscoll's)-the largest marketer of wild berries and Spanish-Alconeras with 80 % and 20% stake respectively. Based in Breda (Netherlands), its aim was to increase sales of Driscoll's varieties in the continental European market, developing a strong brand position in this market and consolidate production of these varieties i...Starting at €8.20
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Suntory Beverage & Food Spain: Sustainability as a competitive strategy. Supplement
Garrido Martinez, E.; Rodríguez Bouzo, S.; Valderrama, B.Case IIST-DGI-336-E-S-EStrategyThe role of sustainability is none other than to connect business interests and social expectations. The impact of the pandemic calls for a new approach that includes new trends that will affect product demand and raw material supply and, most importantly, how to meet the expectations of customers, employees, suppliers, and investors in the future. All this, under the premise of balancing the equation of business profit, people, and planet, in th...Starting at €8.20
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Infosys, India's Flagship it company
Viassa Monteiro, E. Miranda Collaço, C.F.Case IIST-DGI-309-E-EStrategyA team of 7 workmates at an IT company decided to start a business that would be open-minded and forward-looking way. It was a very different mindset from the prevailing business environment found in India in the 1980’s. At the time there was little inventiveness, mainstream practices used to take stock of shareholders’ interests only. Scant attention was ever paid to workers and other stakeholders.Starting at €8.20
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Evolution of Nestle's Institutional Configuration
Reina Paniagua, R.; García de Castro, A.Case IIST-DGI-266-E-EStrategyIn 2005, a great stir was generated at the Nestlé General Shareholders' Meeting due to the announcement of the proposal by the Board of Directors for the reelection of Peter Brabeck as CEO of the company and at the same time his appointment as Chairman of the Board, showing thus a person both charges. Nestlé had to rethink the rules of the game in the Corporate Governance of the Company, adapting to the changes demanded by its shareholders and th...Starting at €8.20
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Nestlé corporate governance and compliance
Garcia de Castro, Antonio; Reina Paniagua, RocioCase IIST-DGI-216-E-ECorporate Governance, StrategyWhen announced in 2005 that during the Annual Genreal Meeting, the Board of Directors of Nestlé would present Peter Brabeck as CEO and Chairman of the Board, is generated a stir among the shareholders. Mainly institutional shareholders were not in favour of one person to have both charges. Finally the proposed went ahead but that point made Nestlé reconsider everything related to Corporate Governance. It was adapted their articles of associa...Starting at €8.20
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Cherkizovo group: Russia’s leading meat producer
González-Toruño, Manuel; VidalRomero, AnyluCase IIST-DGI-267-E-EStrategyIn 2016, Cherkizovo Group was Russia's largest meat producer and integrated agro-industrial holding. 65% of shares belonged to the founder and family while 35% were publicly traded in the London and Moscow Stock Exchanges. Through organic growth and acquisitions, the Group's net profits had grown at an annual average rate of 25% in the previous 6 years. Nonetheless, it faced new and big challenges: How to find growth opportunities in the face of ...Starting at €8.20
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Gymboree (B): American Children Fashion
Domínguez de la Maza, Manuel; Bernal Glez-Villegas, JorgeCase IIST-DGI-277-E-EStrategyThe case allows analyzing the various strategies that follow three chains of children's fashion in the United States. It presents the moment in which a venture capital company buys one of them. The challenge for the management team is to make the company grow and maintain profitability in the coming years to sell it with large capital gains. It compares the strategy of the company with others in the sector. It analyzes the circumstances of the se...Starting at €5.74
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Jerónimo Martins Agribusiness: From to Supermarket to Farm
Villafuerte Martin, Antonio;Case IIST-MI-149-E-EStrategyJerónimo Martins Agro-Alimentar (JMA) was a new business unit oriented towards dairy, cattle and aquaculture production that the Portuguese food distribution group Jerónimo Martins was developing in March 2015. It was in line with the Group’s top management strategy of backward integration into the primary sector, aimed at securing its supply needs of some products by 2020. However, the 2015 acute price crisis in the European dairy industry made ...Starting at €8.20