Eurofirms: Difficult Decisions

Analyze Eurofirms' strategy, its policies, its organizational chart, the required know-how, the leadership style, and the culture of the company (with its external and internal mission), in order to understand how Miquel Jordà has a) managed to create and maintain the culture despite having to align strategy and practices with a crisis environment, and b) generate motivation among Eurofirms? staff, even those on mission. Is it feasible to create a company in which there are no sales incentives? Is the model exportable to other sectors and other countries? For up to what size company will Eurofirms be able to maintain this way of working?

Collection: IESE (España)
Ref: DPO-430-E
Format: PDF
Number of pages: 11
Publication Date: Jul 3, 2018
Language: English, Spanish

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Description

Analyze Eurofirms' strategy, its policies, its organizational chart, the required know-how, the leadership style, and the culture of the company (with its external and internal mission), in order to understand how Miquel Jordà has a) managed to create and maintain the culture despite having to align strategy and practices with a crisis environment, and b) generate motivation among Eurofirms? staff, even those on mission. Is it feasible to create a company in which there are no sales incentives? Is the model exportable to other sectors and other countries? For up to what size company will Eurofirms be able to maintain this way of working?
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Geographic Setting: España, Portugal

Learning Objective

This case has been written to be discussed within the IESE MBA program and in executive development programs which deal with issues related to organizational culture, senior management decision-making, and ethics. It was developed with the consent of Miquel Jordà (CEO, owner, and founder of the company) and Marta Colomer (VP of Marketing at Eurofirms since 2016). Learning objectives: Definition of the problem: students evaluate three decisions to resolve the following problems posed by the case: 1. Decision to fire / admonish / train? the sales director who does not fit in with the company culture. 2. What to do about the difficulties in penetrating the hotel sector market, taking into account that the HOTL company was recently purchased in order to enter said sector and that it is not a problem with these two hotels in particular, but with the sector as a whole. 3. What to do with the problems presented by the capture of the agricultural market, in which Eurofirms really has no responsibility, since it is the field technician who charges them and, therefore, has the responsibility for what he does.

Eurofirms: Difficult Decisions

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"Eurofirms: Difficult Decisions"