Published case studies

Published case studies

BUSINESS ETHICS AND CORPORATE SOCIAL RESPONSIBILITY, LEADERSHIP AND PEOPLE’S ADDRESS

In these parts of the case “Matteo Manzani” describes a career in the fashion industry. Matteo works in different companies with varied management styles: he goes from a very structured environment to a paternalistic one. The texts detail the decisions that Matteo must face, both personally and in the international development of one of the companies.

Authors: Arias Lara, Luis; Susaeta Erburu, Lourdes; Pin Arboledas, José Ramón (2016).

  • Reference: DPO-385

Case written in collaboration with IESE.

STRATEGIC DIRECTION, FINANCE, ENTREPRENEURIAL INITIATIVE

Fashion e-commerce had as its main driver private clubs (a business model initiated by the French vente-privee in France in 2001). On the one hand, it helped to remove the stock of brands discreetly and allowed customers to buy fashion products at great discounts that could not be found digitally in any other way, since many brands did not have electronic commerce and, even, in some cases, not even from a web page. This circunstance helped this type of e-commerce companies to grow in some countries at a dizzying pace for many years.However, this situation would not be perpetual and private clubs were aware that they should grow through diversification and the establishment of a clear and concise brand.

Authors: Fernandez Garcia-Andrade, Pablo; Oliver Conti, Xavier. (2015).

  • Reference: M-1330

Case written in collaboration with IESE.

STRATEGY , LEADERSHIP AND PEOPLE MANAGEMENT

The case “It’s in the Bag. Or Is It? Michael Kors’ Quest to Stay at the Top” describes the meteoric rise of this fashion company and outlines the strategic options it might consider for the future. The year 2014 marked three years since Michael Kors Limited had completed a successful IPO. But John Idol (CEO) and Michael Kors (Chief Creative Officer) needed to take stock. There were indications that the handbag market might be becoming saturated. Also, there were concerns that the brand risked losing its appeal. International growth was critical to the future of the company and it remained to be seen whether its approach would work in Europe and Asia.

Authors: Arribas, V., Tozer, A., Baldo, A., and Ferraro, F. (2014).

  • Reference: SM-1619-E

Case written in collaboration with IESE.

STRATEGY, LEADERSHIP AND PEOPLE MANAGEMENT

Abercrombie & Fitch (A & F) was founded in 1893 in the United States as a store that sold camping and hiking equipment and weapons. In 1988 it was acquired by The Limited, creator of successful American brands. In order to resurrect the brand and give it a new look, Mike Jeffries was put in charge, who, for more than ten years, managed to renew it into what it is today. His obsession with beauty constitutes his competitive advantage and the pillar of his strategy, which is reflected in customers, employees, stores, products, etc.However, the company has been involved in various controversies and has been accused of discrimination.

Authors: Arribas, V., Garcia, I., Susaeta, L., and Pin Arboledas, JR (2014).

  • Reference: DPO-303

Case written in collaboration with IESE.

DECISION ANALYSIS, LEADERSHIP AND PEOPLE MANAGEMENT, MARKETING

This case deals with the dilemma of a “perfect seller” and her promotion in the organization. It is reflected how the protagonist, Rita Rodier, has many skills for sale but scarce for team management. On the other hand, its proximity to the management of the company, through informal links, makes it even more difficult to fit it as a directive.

Authors: Luis, Lara; Susaeta Erburu, Lourdes; Pin Arboledas, José Ramón.

  • Reference: DPO 304

Case written in collaboration with IESE.

INNOVATION AND CHANGE, SERVICE AND OPERATIONS MANAGEMENT

Loewe is one of the leaders of the LVMH group, known above all for its leather products. In order to elaborate its kind, Loewe has its own factories and external suppliers. In the present case, the company management has to decide if it evolves towards the industrial model of other brands of the LVMH group and completely outsources its production or, on the contrary, converts its main factory into a center of excellence capable of generating an advantage competitive for the company.

Authors: Moscoso, Philip G .; Duque, Marina

  • Reference: P-1116 and P-1116-E; P-1117 and P-1117Technical Note: PT-51-E The Loewe Group (A) and (B): A New Industrial Model and Commitment to Lean Management?


Case written in collaboration with IESE.

LEADERSHIP AND PEOPLE MANAGEMENT

This case focuses on the problem of management of designers in luxury companies in the fashion sector.Describes the interpersonal conflict that is provoked in the company between the creative director and a new designer more oriented to the business. Describes the problems of ego management, conflict management and the different organizational design models appropriate to this type and companies according to their different strategies.

Authors: Rodríguez, Cristina; Ortiz de Bethancourt R .; Susaeta Erburu, Lourdes; Pin Arboledas, José Ramón.

  • Reference: DPO-100 and DPO-100-E; DPO-101 and DPO-101-E; DPO-113 and DPO-113-E
    Technical note: DPOT-23 and DPOT-23-E Quarelli & Gabbianti

Case written in collaboration with IESE.