Search results
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Kola Real: La expansión internacional
Ferré, Miguel; Natividad, GabrielCase PAD-DG-C-406EntrepreneurshipDescribe el caso de la internacionalización de una empresa peruana en varios países de la región, partiendo de unos modestos inicios en Ayacucho (1988). Se puede discutir la similitud o diferencias en la forma de nacer según el contexto de cada país.Starting at €8.20
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PI-188-I L Gruppo Agro Sevilla e la Sfida del Mercato Americano
Llano Irusta, M. A.Case IIST-PI-188-I-ITService and Operations ManagementAgro Sevilla è stata fondata in Andalusia nel 1977 come cooperativa di secondo grado e nel 2017 è diventata una delle principali realtà produttive, confezionatrici ed esportatrici di olive in tutto il mondo. Nel 1994 si è guadagnata il titolo di primo esportatore spagnolo nel settore. Il 22 giugno del 2017, le due più grandi aziende americane produttrici di olive nere, Musco Family Olive e Bell-Carter Foods, hanno presentato ricorso al Dipartimen...Starting at €8.20
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Grupo Peñarroya. Nota del Instructor
Llano Irusta, M. A.; Hernández Rdguez-Mancheño, C.Teaching Note IIST-PITN-196Service and Operations ManagementEn el año 2018, el Grupo Peñarroya contaba con dos negocios en la Costa del Sol, el residencial, basado en desarrollar promociones de viviendas destinadas principalmente a “segunda residencia”, con un alcance mayoritariamente internacional, y el hotelero, enfocado principalmente a la venta de vacaciones familiares en los hoteles del resort Holiday World, bajo el concepto de todo incluido en verano y comercializando micro segmentos turísticos en i...Starting at €0.00
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Grupo Toks: Las empresas responsables ¿Son buenos negocios?. Nota del Instructor
Llano Irusta, M. A.Teaching Note IIST-PITN-199Service and Operations ManagementEn 2019, Restaurantes Toks, fundado en 1971, cumplía 47 años en México. Contaban con 207 unidades distribuidas por todo el país, compitiendo en el formato de restaurantes familiares, atendiendo a 32,4 millones de clientes al año, a través de 10.700 colaboradores. Toks formaba parte de Grupo Gigante, donde los restaurantes representaban una de las unidades estratégicas de negocio. Su propuesta de valor al cliente consistía en dar el mejor producto...Starting at €0.00
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Grefusa-Intersnack: la consolidación de la planificación estratégica (B)
Llano Irusta, M. A.; Rodríguez Bouzo, S.Case IIST-PI-202Service and Operations ManagementEn diciembre de 2017, Agustín Gregori, Consejero Delegado de Grefusa, colgaba el teléfono más que satisfecho con el desarrollo de la conversación con Maarten Leerdam, Consejero Delegado de Intersnack Group, uno de los principales fabricantes de snacks salados en Europa. Si todo transcurría según lo previsto, en el primer trimestre del año entrante, se anunciaría la firma de una”joint venture” entre ambas empresas. El objetivo del acuerdo en ciern...Starting at €5.74
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Banco Popular: Impact of the Real Estate Cycle and the Sovereign Crisis in Spain - Teaching Note
Hernandez, Eva; Rahnema Alavi, Ahmad; Suárez, José LuisTeaching Note FT-102-EFinance, StrategyOn Sunday, September 30, 2012, Banco Popular's Board of Directors was summoned to an urgent meeting; the Board faced a difficult decision about the future of the bank. The results of the stress test performed by consultants and external advisors on a large part of the Spanish financial sector had been made public that Friday. According to the stress test, in an adverse macro scenario, Banco Popular would need ¿3.2 billion in additional capital ...Starting at €0.00
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Banco Popular: Impact of the Real Estate Cycle and the Sovereign Crisis in Spain
Hernandez, Eva; Rahnema Alavi, Ahmad; Suárez, José LuisCase F-892-EFinance, StrategyOn Sunday, September 30, 2012, Banco Popular's Board of Directors was summoned to an urgent meeting; the Board faced a difficult decision about the future of the bank. The results of the stress test performed by consultants and external advisors on a large part of the Spanish financial sector had been made public that Friday. According to the stress test, in an adverse macro scenario, Banco Popular would need 3.2 billion in additional capital to...Starting at €8.20
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Abengoa, S.A. ¿se debería ampliar capital a mediados de 2015?
Suárez, José LuisCase F-925Accounting and Control, Business Ethics and Corporate Social Responsibility, FinanceA mediados de 2015, Abengoa, S.A. estaba muy endeudada en opinión de analistas externos y de la propia dirección que había puesto en marcha un plan de limitación de nuevas inversiones y de venta de activos que parecía no estar dando buenos resultados. El endeudamiento era producto de un cambio de estrategia en la década anterior, de ser una empresa de servicios de ingeniería pasó a invertir en proyectos de infraestructuras. Abengoa mantuvo la act...Starting at €8.20
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WeWork´s Failed IPO: What Does the Future Hold for Financing Digital Tranformation
Suárez, José LuisCase F-952-EFinanceWeWork was highly successful in capturing funds through successive rounds of capitalization and expanding its businesses. It was one of the leading workspace proprietors in New York and London. The problem centered on the fact that its losses grew at the same pace as its sales and value in capitalization rounds. The high value of the company set the bar very high for its IPO, to the extent that it didn?t have necessary demand from investors.Starting at €8.20
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Neinor Homes (B): The Early Years as a Publicly Quoted Company
de Apellániz, Eduardo; Suárez, José LuisCase F-950-ECorporate Governance, FinanceThe case concerns the first IPO of a real estate developer in Spain, which took place in March 2017 after more than ten years without any being produced, and which was to be the largest in Europe. The residential development industry in Spain was recovering, and Neinor Homes, which aimed to set a new standard with a modern business model, a highly professional managerial team, and a strong investment in land, seemed to be poised to lead the buddi...Starting at €5.74