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San Telmo (España)
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Luis Simoes Group
Lucas Tomás, J. L.; Bella Pimentel, M.Case IIST-DGI-249-E-ECorporate GovernanceThe history of the Simões family-owned business was similar to that of many transport companies who started by buying one truck and built a small enterprise that grew over the years. In any case, many of them had fallen by the wayside, unable to reach the necessary profitability or having exhausted their capacity for risk in a sector that suffered many ups and downs and in which management professionalization was difficult. José Luis Simões, the ...Starting at €8.20
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The teachings of José López
Reina Paniagua, R.Technical Note IIST-DGIN-90-E-ECorporate GovernanceJosé López, former global vice president of operations of Nestlé, later director of several companies and member of the Board of Trustees of San Telmo, always had many things to tell, leaving no one indifferent. In his years at Nestlé he always work achieving results in very changing environments, leading transformative projects at a global level in different areas: continuous improvement, sustainability, quality, ... In this note, the most relev...Starting at €8.20
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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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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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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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The evolution of the financial strategy as the foundation of Nestlé value creation
García de Castro,; A. Marino, V.Case IIST-DGI-350-E-ECorporate GovernanceIn 2021, Nestlé's relationship with investors was the fruit of a long evolution and transformation that had occurred throughout the company's history as a listed company. How will your financial strategy transform and adapt again in the coming years in a competitive context characterized by interconnected global challenges that are existential for humanity in the long term; such as sustainability, regenerative agriculture and the dream of a “zero...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