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Eurostar and the Channel Tunnel Incident (A)
Rocha e Oliveira, Paulo; Lago, Alejandro; Valadas, JorgeCase M-1251-EMarketing, Service and Operations ManagementThis case describes the ordeal experienced by passengers who were trapped under in English channel on December 2009 and poses questions related to how managers should react to the situation. The main issues that come out in the case relate to how the firm should react to this service failure.Starting at €8.20
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Amanco Brasil (A): Branding Strategy
Rocha e Oliveira, Paulo; Sauerbronn Jacinto, Rodrigo; Cerquinho, FábioCase M-1282-EMarketingAmanco was Latin America's leading manufacturer and marketer of pipes and fittings solutions for water management systems, with worldwide net sales of US$ 688 million. The company had been in Brazil for 10 years but was losing money. CEO Roberto Salas and Marketing Director Marise Barroso were preparing a proposal for the Brazilian operations at the request of Grupo Nueva, the Swiss holding company that owned Amanco. One of the key decisions to b...Starting at €8.20
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Magazine Luiza: Expanding Horizons: The role of ecommerce in the post-IPO growth strategy
Rocha e Oliveira, Paulo; Bullara, Cesar; Sauerbronn Jacinto, RodrigoCase M-1275-ELeadership and People Management, Marketing, Service and Operations ManagementIn May 2011, Brazilian retailer Magazine Luiza successfully raised R$926 million (¿400 million) from its initial public offering (IPO) on the São Paulo stock exchange. The firm was immediately confronted with the challenge of accelerating growth beyond its already remarkable growth rate. The case is centered on the role e-commerce should play in the company's future. On the one hand, the market potential seems to be very interesting and the compa...Starting at €8.20
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Linkality's Call Center
Bitran, Gabriel R.; Mitchell, Jordan; Rocha e Oliveira, PauloCase M-1221-EMarketing, Service and Operations ManagementLinkality is the 8th largest Internet service provider (ISP) in the United States, with a subscriber base of approximately 3 million users. The case is focused on the management of Linkalitys call center, where approximately 85% of all contact with existing customers takes place. Hal Paden, VP of Operations, is looking for ways to reduce operating costs while at the same time improving service quality levels. Shelly Townsend, the call center ma...Starting at €8.20
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The 91-92 Phone Card: Launch and Reassessment
Agell, Pere; Segarra, José AntonioCase M-1023-EMarketingIn the early nineties, Telefónica of Spain foresees the imminent liberalization of the market and decides to promote public telephony with the launch of a calling card as a new means of payment in phone booths. The product was successful in neighboring countries, but it failed to take off in Spain. Coins are still preferred for 95% of calls. The reasons are unclear: bad segmentation, an unattractive product, excessive face value, low distribution...Starting at €8.20
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CEPSA-ENPETROL-ERT: Motor Lubricants (B)
Agell, Pere; Carrasco, M.; Segarra, José AntonioCase M-784-EMarketingStarting at €5.74
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CEPSA-ENPETROL-ERT: Motor Lubricants (A)
Agell, Pere; Carrasco, M.; Segarra, José AntonioCase M-783-EMarketingStarting at €8.20
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Pastelería Casadevall
Agell, Pere; Bastons, M.Case AD-222-EDecision Analysis, EconomicsStarting at €8.20
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Tarjeta telefónica 1991-1992: Lanzamiento y reapreciación
Agell, Pere; Segarra, José AntonioCase M-1023MarketingA principios de la década de los noventa, Telefónica de España, adelantándose a la inminente liberalización de los mercados decide impulsar la telefonía pública con el lanzamiento de la tarjeta telefónica como nuevo medio de pago en cabinas. El producto ha sido un éxito en paises del entorno inmediato, pero en España no acaba de despegar... La moneda sigue siendo la opción mayoritaria utilizada en el 95% de ocasiones...Las razones no están claras...Starting at €8.20