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Coca-Cola European Partners. From the Iberian Peninsula to Europe (A) and (B). Teaching Note
Bernal Glez-Villegas, J.; García de Castro, A.; Ocaña Derqui, G.Teaching Note IIST-DGITN-289-E-290-E-ECorporate GovernanceSince the early 1950s and for almost 50 years, the Spanish bottler model for the Atlanta company, The Coca Cola Company, remained almost the same. In 2011, old sounds of merger resonated stronger in Spain driven by the economic environment, changes in the sector and the TCCC President. Despite initial rejections from shareholder families, in June 2013 eight Iberian companies merged to form Coca Cola Iberian Partners. Three years later it took pla...Starting at €0.00
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Coca-Cola European Partners. From the Iberian Peninsula to Europe (B)
Bernal Glez-Villegas, J.; García de Castro, A.; Ocaña Derqui, G.Case IIST-DGI-290-E-ECorporate GovernanceSince the early 1950s and for almost 50 years, the Spanish bottler model for the Atlanta company, The Coca Cola Company, remained almost the same. In 2011, old sounds of merger resonated stronger in Spain driven by the economic environment, changes in the sector and the TCCC President. Despite initial rejections from shareholder families, in June 2013 eight Iberian companies merged to form Coca Cola Iberian Partners. Three years later it took pla...Starting at €5.74
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Sustainabilitiy at Nespresso. A boost for business
Reina Paniagua, R.; García de Castro, A.; Garrido Martinez, E.Case IIST-DGI-351-E-ECorporate GovernanceNespresso has managed to make sustainability its own. Sustainability has managed to be incorporated into the business model, as one more part. This premise is what has allowed the issue of sustainability to be one more pillar in Nespresso's strategy. Ecolaboración is its way of approaching comprehensive management to achieve a sustainable future for all, and the concept that helps each of its operations to be under that prism. The goal: to manufa...Starting at €8.20
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Sustainability at Ingka Group (IKEA): Breaking paradigms down
Reina Paniagua, R.; García de Castro, A.; Garrido Martinez, E.Case IIST-DGI-348-E-ECorporate GovernanceIKEA was undertaking the most significant overhaul in its history under the principles of becoming more affordable, accessible, and sustainable. One of Ingka Group’s main challenges in creating value was how to be omnichannel, i.e., how to create a business model that, on the one hand, optimized the company’s existing assets and, on the other, made it possible to develop new channels. However, the greatest challenge was climate change. IKEA had c...Starting at €8.20
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Coca-Cola European Partners. From the Iberian Peninsula to Europe (A)
Bernal Glez-Villegas, J.; García de Castro, A.; Ocaña Derqui, G.Case IIST-DGI-289-E-ECorporate GovernanceSince the early 1950s and for almost 50 years, the Spanish bottler model for the Atlanta company, The Coca Cola Company, remained almost the same. In 2011, old sounds of merger resonated stronger in Spain driven by the economic environment, changes in the sector and the TCCC President. Despite initial rejections from shareholder families, in June 2013 eight Iberian companies merged to form Coca Cola Iberian Partners. Three years later it took pla...Starting at €8.20
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Befesa: Pilares para la continuidad de la empresa
Reina Paniagua, R.; García de Castro, A.; Bolaños Rowe, F.Case IIST-DGI-349Corporate GovernanceEl año 2021 había sido frenético para Befesa; sin duda, había sido un año clave para la compañía. A pesar de la pandemia, Befesa había logrado los mejores resultados financieros de su historia. Además, había conseguido dar pasos importantes en la ejecución de su estrategia de negocio en China y Estados Unidos. La capitalización bursátil estaba en máximos históricos, rozando los 3.000 millones de euros, frente a los algo menos de 1.000 millones qu...Starting at €8.20
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La evolución de las políticas financieras como cimiento de valor en Nestlé
García de Castro, A.; Marino, V.Case IIST-DGI-350Corporate GovernanceEn 2021 la relación de Nestlé con los inversores era fruto de una larga evolución y transformación que se había producido a lo largo de la historia de la compañía como una empresa cotizada. ¿Cómo se transformará y adaptará nuevamente su estrategia financiera en los próximos años en un contexto competitivo caracterizado por desafíos globales interconectados que son existenciales para la humanidad a largo plazo; como la sostenibilidad, la agricultu...Starting at €8.20
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Grupo Campari. Brindando juntos por la vida (Resumido)
Reina Paniagua, R.; García de Castro, A.; Marino, V.Case IIST-DGI-365Corporate GovernanceEl Grupo Campari era un actor importante en la industria global de bebidas espirituosas de marca, con más de 50 marcas premium y super premium, en más de 190 mercados en todo el mundo y lider en Europa y América. El modelo de negocio de Campari se basaba en mantener un crecimiento constante de las marcas prioritarias globales y regionales para mejorar el margen, desarrollar la presencia del grupo en mercados de alto potencial y reducir los costes...Starting at €8.20
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Aertec Solutions
Martínez Jiménez, M.; García de Castro, A.Case IIST-DGI-330-E-ECorporate GovernanceAertec is a company in the aeronautical sector with international presence that had closed 2019 with a record turnover (33.5 M€). The profits, however, was being penalized for its constant innovation and diversification. Aertec had four lines of business, clearly differentiated. The two most consolidated ones are profitable, while the two most recent were subsidized and the company thought that they could make a difference in the medium-term futu...Starting at €8.20
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El Gobierno Corporativo en Nestlé
Reina Paniagua, R.; García de Castro, A.Case IIST-DGI-216Corporate GovernanceCuando se anunció en 2005 que en la Junta General de Accionistas, el Consejo de Administración de Nestlé presentaría a Peter Brabeck como Consejero Delegado y Presidente del Consejo, se genera un gran revuelo entre los accionistas. Principalmente los accionistas institucionales no veían positivo que una misma persona ostentase ambos cargos. Finalmente la propuesta de la duplicidad de cargos salió adelante pero aquello hizo que Nestlé se replantea...Starting at €8.20