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Banesto
Blázquez, María Luisa; Ballarín Fredes, EduardoCase DG-1514Finance, StrategyDurante el año 2005, Banesto superó los objetivos previstos, con crecimientos notables en todas las áreas de negocio, mejora de márgenes y mejor calidad de los activos. La presidenta expresó su objetivo de seguir creciendo por encima de la media del sector durante los siguientes tres años, apoyándose en proyectos específicos, en segmentos objetivos y en una mayor potencia comercial. Algunos analistas comentaban si con las tasas de crecimiento pro...Starting at €8.20
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Unions and the Automotive Cluster in Catalonia
Blázquez, María Luisa; Ballarín Fredes, Eduardo; Subirà, AntoniCase DG-1465-EStrategyThis case presents the situation of the automotive cluster in Catalonia in 2003, and analyzes the role played by each of the cluster's agents, paying special attention to the unions. It describes how the unions evolved from a historical position of confrontation to much higher levels of cooperation. The case also analyzes the functioning of the automotive industry, the evolution of its competitive bases and the challenges posed for the Catalonia...Starting at €8.20
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Consumer Electronics in Catalonia (A)
Blázquez, María Luisa; Ballarín Fredes, EduardoCase DG-1427-EStrategyThe case describes the consumer electronics cluster in Catalonia in 1995. At that time, it accounted for 80% of Spanish consumer electronics production and included some of the largest Asian multinationals. Certain circumstances, however, raised doubts as to the the cluster's viability in the medium term: among other things, the production of the firms in the cluster was concentrated in low value added activities; there was no coordination betwee...Starting at €8.20
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Consumer Electronics in Catalonia (B): The Industry in the 21st Century
Blázquez, María Luisa; Ballarín Fredes, EduardoCase DG-1428-EStrategyThe case describes the changes that took place in the consumer electronics industry between 1995 and 2000 at world level and analyses how the Barcelona cluster evolved during this period. It then describes the development of one of the firms in the cluster, Hewlett-Packard, which stopped being a manufacturing centre and instead became a product development centre. Manufacturing was transferred to other countries, while higher value added activiti...Starting at €5.74
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Volvo-Renault: The Integration
Blázquez, María Luisa; Ballarín Fredes, EduardoCase DG-1416-EStrategyThe case deals with the industrial vehicles sector, concentrating on heavy truck production. This business was in a difficult situation in 2000, due to a low demand cycle, tough competition and poor margins, worsened by a strict regulation of emissions, that was increasing production costs. Volvo and Renault were two of the main players in the industry, and in July 2000 Renault transferred its Industrial Vehicles branch to Volvo in exchange for 2...Starting at €8.20
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Bankinter 2002
Blázquez, María Luisa; Ballarín Fredes, EduardoCase DG-1451StrategyEn mayo de 2002, Jaime Echegoyen, de 45 años, es nombrado consejero delegado de Bankinter. Echegoyen sustituía a Juan Arena, "alma mater" del banco desde hacía 17 años. El sector bancario había sufrido un año complicado, y la competencia era cada vez más intensa. Bankinter era el quinto banco de España, pero estaba muy lejos en tamaño de los dos grandes del sector, SCH y BBVA. Bankinter siempre había apostado por una estrategia diferente a la de ...Starting at €8.20
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Banco Popular 2004
Blázquez, María Luisa; Ballarín Fredes, EduardoCase DG-1473Finance, StrategyEn enero de 2004, el consejero delegado del Grupo Popular, tercer banco español por volumen de negocio, presentaba los resultados del año. El Grupo había experimentado crecimientos sustanciales en todas las magnitudes de negocio y seguía muy por delante del resto de los bancos en cuanto a rentabilidad y eficiencia. Sin embargo, el Popular se planteaba un cambio en la estrategia de crecimiento orgánico que venía manteniendo desde hace años. Alguno...Starting at €8.20
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FreeMove in Early 2008: Creating Value Through Strategic Alliances in the Mobile Telecommunications Industry
Riehl F.; Ariño, AfricaCase DG-1469-EStrategyThe case describes the changing competitive landscape in the European mobile industry in 2003/2004. In April 2003, four of the leading mobile operators in Europe, Telefónica Móviles of Spain, T-Mobile of Germany, Telecom Italia Mobile and Orange of France, had formed the "FreeMove" alliance to counter the ever growing market presence of Vodafone Plc. Only six months later, in October 2003 nine smaller European operators formed a similar alliance ...Starting at €8.20
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Airline Industry Alliances in 2004: Improving Performance in the Beleaguered Airline Industry
Riehl F.; Ariño, AfricaCase DG-1470-EStrategyThe airline industry in 2004 provides an ideal field of analysis for students of alliances. As airlines struggled to cope with the challenges imposed on them by terrorism, SARS (Severe Acute Respiratory Syndrome), the Iraq war, a slow growing economy and fast rising oil prices, alliances became more and more a "safe haven" that would mitigate the detrimental effects of the environment. An open issue remained until that time of whether alliances w...Starting at €8.20
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FreeMove in Early 2008: Creating Value through Strategic Alliances in the Mobile Telecommunications Industry - Teaching Note
Riehl F.; Ariño, AfricaTeaching Note DGT-36-EStrategyNote prepared as an aid to instructors in the classroom use of case DG-1469-E.Starting at €0.00