Search results
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Eikon Device Inc.: Creating an International Strategy
Anthony GoerzenCase IVEY-9B13M089-EEntrepreneurship, StrategyEikon Device Ltd, a tattoo equipment and supplies firm, has to choose between several alternatives. Their core business is the production of tattoo needles and the power supply that makes tattoo machines operate, selling primarily into the United States and Canada. With increasing international demand however, should they consider establishing a distribution facility abroad? Alternatively, since much of their success is derived from catering to t...Starting at €8.20
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Able Translations: International Strategy at the Crossroads
Anthony GoerzenCase IVEY-9B15M009-EEntrepreneurship, StrategyThe founder of Toronto-based Able Translations has grown the company since 1990 from a single-man operation that did on-site interpreting to a firm of 100 staff in 2014. The firm provides a range of interpreting and translation services on three continents by more than 3,500 qualified language professionals in more than 100 languages. Although an industry leader, the company faces both strong global competitors and a myriad of microbusinesses and...Starting at €8.20
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Lyonbiopôle: The Challenge of Becoming a World-class Biotechnology Cluster
Anthony Goerzen; Ana ColovicCase IVEY-9B09M075-EStrategyIn December 2007, the Economics & International Affairs director of the competitiveness cluster, Lyonbiopôle, was responsible for the international development of the cluster. Lyonbiopôle was one of seven biotechnology clusters in France. Although Lyonbiopôle performed very well at the national level, its visibility as an international cluster in the biotechnology field was uncertain. Yet, for its member firms to thrive in the globalized world of...Starting at €8.20
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The Challenge of Multichannel Marketing Management
Clemares, Fuencisla; Nueno, José LuisCase M-1346-EMarketing, StrategyIt had been five years since Jordi Catalá, the founder and CEO of Sleeping (a manufacturer and distributor of sleep-related products and bedding), had launched his company's online channel. E-commerce now accounted for 10% of total sales and was about to reach breakeven in terms of the income statement. Tension between the traditional and online marketing teams was high, and Jordi felt like they were unable to work together and take advantage of ...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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El reto de la gestión de marketing multicanal
Clemares, Fuencisla; Nueno, José LuisCase M-1346Marketing, StrategyJordi Catalá, fundador y director general de Sleeping (fabricante y distribuidor de productos de descanso y ropa de cama), había lanzado un canal de venta online hacía ya 5 años. El e commerce representaba el 10% de la actividad total de la compañía y estaba cerca de alcanzar el punto de equilibrio en términos de cuenta de resultados. La tensión entre los equipos de Marketing que lanzaban campañas tradicionales y los del canal online era cada vez...Starting at €8.20
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Estrategia omnicanal de Media Markt (A)
Clemares, Fuencisla; Nueno, José LuisCase M-1347Marketing, Service and Operations Management, StrategyEl lanzamiento del canal online obligó a Media Markt a replantearse su política de precios y su estrategia promocional. En el mundo digital, los distribuidores tradicionales competían también con pure players del ámbito online de bajo coste que utilizaban estrategias de precios muy agresivas, por lo que, para ser competitivo, el canal online requería aplicar una estrategia de bajo margen y precios bajos. El consumidor era multicanal, y se moví...Starting at €8.20
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Media Markt's Omnichannel Strategy (A)
Clemares, Fuencisla; Nueno, José LuisCase M-1347-EMarketing, Service and Operations Management, StrategyThe launch of its online channel made Media Markt reconsider its pricing policy and promotional strategy. In the digital world, traditional distributors also competed with purely online low-cost players with very aggressive pricing strategies. In order to be competitive, the online channel required a strategy of low margins and low prices. The challenge was that consumers were multichannel and constantly moved back and forth between the website a...Starting at €8.20
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TRIPICTURES: afrontando el final de la transición digital
Rodríguez, Silvia; Nueno, José LuisCase M-1296Innovation and Change, Marketing, StrategyTripictures, en su papel de distribuidora cinematográfica independiente, afrontaba los desafíos del desarrollo del cine digital, con la irrupción de un nuevo agente en la cadena de valor -los "intermediarios"-; los últimos movimientos en torno a las ventanas de explotación con el estreno de títulos de forma simultánea; el auge de la ventana electrónica, y las demandas de un consumidor exigente que, tras la explosión digital, tenía a su disposició...Starting at €8.20
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Masai Ujiri: "Because I'm Black"
Abbas Khambati; Mazi RazCase IVEY-9B21C026-ELeadership and People Management, StrategyMasai Ujiri, the President and General Manager of the Toronto Raptors (Raptors), had an illustrious career on and off the basketball court; he had not shied away from making bold, even controversial, decisions; and he had led his franchise, the Raptors, to the National Basketball Association (NBA) Championship. Following the Raptors’ clinching the NBA Championship in 2019, Ujiri faced an altercation with an Officer in Oakland, California. At the ...Starting at €8.20