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Tesla in the 2020s: Moment of Truth for the "Master Plan"
Berrone, Pascual; Caldart, Adrian; Ricart, Joan Enric; Sastre Boquet, IsaacCase SM-1707-EInnovation and Change, Service and Operations Management, StrategyFounded in 2003, and headed by the admired - and controversial - Elon Musk, in 2020 Tesla had become the automaker with the highest market capitalization, and the global leader of the electric car market. Was this valuation justified? The case presents a panorama of the automotive industry (discussing its main actors, business figures, and business models) before reviewing Tesla's company history in detail. In less than 20 years Tesla had gone fr...Starting at €8.20
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Tesla in the 2020s: Moment of Truth for the "Master Plan" (French Version)
Berrone, Pascual; Caldart, Adrian; Ricart, Joan Enric; Sastre Boquet, IsaacCase SM-1707-FRInnovation and Change, Service and Operations Management, StrategyFounded in 2003, and headed by the admired - and controversial - Elon Musk, in 2020 Tesla had become the automaker with the highest market capitalization, and the global leader of the electric car market. Was this valuation justified? The case presents a panorama of the automotive industry (discussing its main actors, business figures, and business models) before reviewing Tesla's company history in detail. In less than 20 years Tesla had gone fr...Starting at €8.20
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Tesla en la década del 2020: el momento decisivo para el "plan maestro"
Berrone, Pascual; Caldart, Adrian; Ricart, Joan Enric; Sastre Boquet, IsaacCase SM-1707Innovation and Change, Service and Operations Management, StrategyFundada en el 2003 y encabezada por el tan admirado como polémico Elon Musk, Tesla se convirtió en el 2020 en el fabricante de automóviles con mayor capitalización bursátil y en el líder global del mercado de coches eléctricos. ¿Estaba esta valoración justificada? El caso presenta una panorámica general de la industria del automóvil (con sus principales actores, cifras económicas y modelos de negocio) antes de revisar al detalle la historia de T...Starting at €8.20
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Icelandair (E): COVID-19
Mitchell, Jordan; Sigurjonsson, Throstur Olaf; Berrone, PascualCase SM-1703Corporate Governance, Innovation and Change, StrategyEn este caso en cinco partes se presenta a Icelandair en un par de momentos decisivos de su historia reciente. En el caso A, situado a principios de 2017, en el 80 aniversario de la aerolínea, la compañía debe plantearse su estrategia tras un período impresionante de siete años de crecimiento dinámico y buenos resultados que llega a su fin de forma más o menos brusca debido a la competencia de precios extrema y la presión de los costes al alza. E...Starting at €5.74
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The Managerial Dilemma of E-Toll Route Implementation in South Africa
Ntoi, Hlompho; Thomas, Lawrence; Vilà, JoaquimCase SM-1643-EDecision Analysis, Innovation and Change, StrategyIn 2007, South African National Roads Agency Ltd (SANRAL) decided to introduce a radical and advanced urban tolling system called the Gauteng Freeway Improvement Project (GFIP). The project entailed the expansion of the province's single-direction three-lane highways to single-direction five-lane routes. Large toll gantries were to be built in order to process usage data as a means of billing users electronically via a strict user pay system. P...Starting at €8.20
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Icelandair (E): COVID-19
Mitchell, Jordan; Sigurjonsson, Throstur Olaf; Berrone, PascualCase SM-1703-ECorporate Governance, Innovation and Change, StrategyThis five-part case series considers Icelandair at a couple of key inflection points in its recent history. Case A, set in early 2017 on the airline's 80th anniversary, the airline is faced to question its strategy after its impressive seven-year run of dynamic growth and solid returns comes to a somewhat abrupt end due to extreme pricing competition and upward cost pressure. The case delves into the development of the airline and its "hybrid" bu...Starting at €5.74
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The Rocky Mountain Institute: Reinventing the Think and Do Tank of the Future
Massa, Lorenzo; Rosenberg, MikeCase SM-1604-EInnovation and Change, StrategyIn 2007, Michael Potts was appointed CEO of the Rocky Mountain Institute (RMI). RMI is an independent, non-profit "think and do tank" with the mission of promoting the efficient and restorative use of resources. While the Institute is well-known for its outstanding research and innovative ideas, Michael Potts soon realized it needed a management culture and a new strategic focus. The case illustrates RMI's restructuring process and the challenges...Starting at €8.20
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Barcelona: A Roman Village Becoming a Smart City (Abridged)
Carrasco, Carlos; Ricart, Joan Enric; Berrone, PascualCase SM-1646-EInformation Technologies, Innovation and Change, StrategyOn July 2, 2014, Josep Ramon Ferrer, director of the ICT and smart city strategy at Barcelona City Council, finished the second round of meetings with the companies selected to participate in the competitive dialogue to create City OS, Barcelona's operating system. City OS was one of the key milestones in Barcelona's smart city strategy. It aimed to enable the council to acquire and process data from urban operations in a rapid, efficient, effect...Starting at €8.20
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¿Un regalo del cielo El giro estratégico de J. C. Penney
Maoret, Massimo; Martin Romano, Cristina; Ferraro, FabrizioCase SM-1665Innovation and Change, Leadership and People Management, StrategyEl caso analiza la formulación e implementación del giro estratégico de J. C. Penney, un importante minorista estadounidense, por parte de Ron Johnson, ejecutivo destacado que anteriormente había liderado la creación y expansión de Apple Store. El giro es audaz y de gran alcance, lo que plantea interrogantes sobre si funcionará o no.Starting at €8.20
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Warren Buffett e a Berkshire Hathaway
Lynce de Faria, L.; Caldart, Adrián A.Case AESE-DG-A-1081-PPEntrepreneurship, Innovation and ChangeA Estrutura Corporativa da Berkshire Hathaway para gerir oitenta negócios muito díspares e sem qualquer sinergia entre eles, constitui um caso único na história da organização de empresas e de Grupos empresariais em particular. A dimensão deste grupo mede-se pelo volume de negócios da ordem de 136.000 milhões de dólares, com a participação de 260.000 colaboradores, e apenas 21 dos quais na Corporação. O grande desafio que se coloca é se a Berkshi...Starting at €8.20