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Única Group: ¿cómo diferenciarse y crear valor en un entorno más complejo? Nota del Instructor
Villafuerte Martín, A.Teaching Note IIST-MITN-182MarketingÚnica Group es una de las cooperativas lideres españolas del sector hortofrutícola. En enero de 2019, el sector se enfrentaba a una aguda crisis de precios. En este contexto, la dirección general de Única se planteaba cómo conseguir llegar a ser percibidos como diferentes tanto por parte de los clientes y consumidores como de los socios, desarrollando en ellos una preferencia por Única. Asimismo, se planteaba cómo impulsar la integración de nueva...Starting at €0.00
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Motos Zambrano A
Garrido Martinez, E.; García García, L.Case IIST-PI-182Service and Operations ManagementUn taller de motocicletas está en peligro de desaparecer por su mala gestión de sus operaciones. Tiene muchos clientes descontentos y su sistema de trabajo es muy ineficiente. La única manera de salvarlo es haciendo un cambio radical en su oferta de valor y en sus procesos. La metodología lean aplicada a los servicios puede ser su salvación.Starting at €8.20
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Única Group: ¿cómo diferenciarse y crear valor en un entorno más complejo?
Villafuerte Martín, A.Case IIST-MI-182MarketingÚnica Group es una de las cooperativas lideres españolas del sector hortofrutícola. En enero de 2019, el sector se enfrentaba a una aguda crisis de precios. En este contexto, la dirección general de Única se planteaba cómo conseguir llegar a ser percibidos como diferentes tanto por parte de los clientes y consumidores como de los socios, desarrollando en ellos una preferencia por Única. Asimismo, se planteaba cómo impulsar la integración de nueva...Starting at €8.20
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Única Group: Come distinguersi e creare valore in un contesto piú complesso
Villafuerte Martin, AntonioCase IIST-MI-182-I-ITMarketingÚnica Group è una delle principali cooperative spagnole nel settore ortofrutticolo. Nel Gennaio 2019, il settore stava affrontando una grave crisi dei prezzi. In questo contesto, la direzione generale di Única cominciò a chiedersi come avrebbe potuto affermarsi ed essere percepita come un’azienda differente non solo dai clienti e dai consumatori ma anche dai soci, portandoli così a preferire Única. Analogamente si poneva il problema di come inglo...Starting at €8.20
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Seating Matters 2020, Being lean and geniun in crisis Times
Llano Irusta, M. A.; Healy, R.Case IIST-PI-226-E-EService and Operations ManagementIn the spring of 2020, Seating Matters, had worked to design a rapid-deployment bed for temporary field hospitals. They were making beds for use in temporary hospitals after coming up with a new design. There were excellent beds from bed companies. A simple medical bed in a flat pack, which can free up the more expensive beds for the patients who need them the most. As healthcare workers battle against the Covid-19 virus, it was important that co...Starting at €8.20
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Industry 4.0, a practical view
Garrido Martinez, E.Technical Note IIST-PIN-30-E-EService and Operations ManagementThis note will try to provide ideas and method to those managers interested in operational challenges for 21st century and, in particular, in the concept of industry 4.0. Managers will be helped to reflect on some questions that they may ask themselves: Can the industry 4.0 concepts help to maintain my competitive advantage? How to face the technological transformation in the company? What are the key levers? How to update the strategic plan acco...Starting at €8.20
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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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The “Caseta” at the Seville Fair
Garrido, Enrique; Gómez Del Sol, RaimundoCase IIST-PI-136-E-EService and Operations ManagementNine schoolmates find the opportunity of sharing a caseta at the Seville Fair , but there are only 20 days left for the Inauguration and the can only count on a budget of € 19,058. They think of all the tasks that have to be done, how long will they take, who would take care of each one, and how much they would need to expend in case they need to shorten the time, just to have everything ready in 20 days. They wonder if they the project can be fi...Starting at €8.20
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Sovena Group: Olive for the world (Abridged)
Vidal Romero, A.; Boccherini Bogert, J.A.Case IIST-DGI-281-E-EInnovation and ChangeIn 2010, and in less than 8 years, the Portuguese Sovena Group had changed from being a diversified food manufacturer, but with virtually no international presence and little growth opportunities, to become the second biggest producer and bottler of olive oil in the world. The case describes the uncertainties facing Antonio Simões, the Group’s CEO, in the challenge of consolidating the position and improving profitability. How to access higher va...Starting at €8.20