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En los últimos meses se ha acentuado el fenómeno de la relocalización desde China. Aunque habitualmente...

En los últimos meses se ha acentuado el fenómeno de la relocalización desde China. Aunque habitualmente se apunta al encarecimiento de la mano de obra y otros factores de producción como la principal causa de esta tendencia, lo cierto es que una parte del margen se pierde debido a las ineficiencias en los distintos eslabones de la cadena de suministro entre China y Europa. Un estudio realizado por CEIBS analiza el papel de cada agente de la cadena para evaluar dónde se añade más valor y qué aspectos podrían mejorarse. Asimismo, los autores examinan qué relaciones entre los agentes son más y menos fluidas, por lo que identifican oportunidades para ganar eficiencia. Y hay bastantes....

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What you need to know today to lead the charge into tomorrow, with boldness and vision. This executive...

What you need to know today to lead the charge into tomorrow, with boldness and vision. This executive dossier includes the following articles: "The Big Picture: Facing Up to a Changing World" by Adrian A. Done; "Global Systemic Risks: Preparing for the Pitfalls of Interconnectivity" by Ian Goldin; "Are You Fit for the Future? 10 New Skills That Every Worker Needs" by Devin Fidler and Marina Gorbis; "Imagining the Great Unknowns: Using Scenarios to Plan for Tomorrow" by Mike Rosenberg. ...

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How much time do you dedicate to thinking about the big issues that are likely to affect your personal...

How much time do you dedicate to thinking about the big issues that are likely to affect your personal and professional life in the next 20 years? If you’re like many busy executives, not much. Yet with a global outlook arguably bleaker today than during the lowest point of the credit crunch, burying your head in the sand is no answer. Surely, it is better to face up to the big global trends looming on the horizon and figure out the best courses of action to take, based on sound evaluation of the underlying facts and in-depth consideration of possible outcomes. In this article, the author identifies 12 global trends that he feels will present considerable hurdles in the coming years. Then, he presents practical tools for plotting the major threats and maximizing the significant opportunities that are likely to have a direct bearing on your – and your company’s – future wellbeing and prosperity....

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Culture, that intrinsic expression of humankind, has somehow grown remote from the general public. Arts...

Culture, that intrinsic expression of humankind, has somehow grown remote from the general public. Arts and cultural institutions, just like their business counterparts, urgently need to find new audiences, meet changing demands and consider their business models afresh. The whole sector needs to reinvent itself, says the author. But how? Beatriz Muñoz-Seca recommends that arts and cultural institutions focus not so much on their products as on creating richer customer service experiences. To that end, she proposes the Service Activity Sequence – an operational framework for designing a customer experience and bringing several complementary players together to produce an integrated customer experience. Using various examples drawn from the author’s own research on arts and cultural institutions around the world, this article urges everyone to try new approaches, before today’s radically changing social and economic factors dictate the decline of our shared cultural patrimony....

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While China remains the world’s factory, some companies are starting to realize that the extraordinary...

While China remains the world’s factory, some companies are starting to realize that the extraordinary margins they once enjoyed are steadily being eroded. Why? The rising costs of raw materials and labor only partially explain why a growing number of companies are opting to bring back part or all of the production that they had previously outsourced to China. More likely, the disjointed and inefficient supply chain between China and Europe is the bigger culprit. A study undertaken by the Port of Barcelona Chair of Logistics at the China Europe International Business School (CEIBS) in Shanghai analyzed the roles and relationships between all of the key agents and actors in this strategically important supply chain. This article highlights which aspects could be improved, and the authors recommend ways to enhance efficiency, in order for business people doing trade with China to reap the rewards without the headaches....

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Son muchos los retos que nos esperan. Este dossier le permitirá gestionar mejor las tendencias globales....

Son muchos los retos que nos esperan. Este dossier le permitirá gestionar mejor las tendencias globales. “Amenazas globales: diagnóstico y acción”, de Adrian A. Done; “Riesgo sistémico, el precio de la interconectividad”, de Ian Goldin; “Las diez habilidades que necesitarán sus empleados”, de Devin Fidler y Marina Gorbis; y “Viaje al futuro con la planificación de escenarios”, de Mike Rosenberg. ...

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Teaching Note for NTU001....

Teaching Note for NTU001....

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Netflix is a U.S. provider of on-demand Internet streaming media and flat rate DVD-by-mail services....

Netflix is a U.S. provider of on-demand Internet streaming media and flat rate DVD-by-mail services. The company experienced incredible success since its beginnings in 1997. During 2010, revenue jumped 29% to $2.16 billion, and stock price increased 219% to $175.70. It also added 8 million subscribers, bringing its total to over 20 million. In the summer of 2011 the company first announced the spin-off of its traditional DVD rental operations from its streaming services and only one month later gave up the idea due to significant pressure from its subscribers and the financial markets. We provide essential information regarding Netflix's business model and the company's evolution so that students can understand the sources of competitive advantage Netflix has been able to develop until now, as well as construct their recommendations for Netflix's business model as it moves forward....

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Por un lado, este caso presenta la introducción de una nueva tecnología, HIFU (high-intensity focused...

Por un lado, este caso presenta la introducción de una nueva tecnología, HIFU (high-intensity focused ultrasound), en el Hospital Universitario Mútua Terrassa. Por otro, se describen tanto el mercado objetivo y los ingresos potenciales en los sectores privado y público como las distintas reacciones de los profesionales especializados en ginecología y oncología) a la introducción de dicha tecnología....

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Tu primo Dani y su amigo Albert se han graduado hace poco en el instituto. Quieren abrir un restaurante...

Tu primo Dani y su amigo Albert se han graduado hace poco en el instituto. Quieren abrir un restaurante con la esperanza de que la empresa les ayude a financiar sus estudios universitarios en el futuro. Han identificado una esquina próxima a la casa de Dani, con algunas características que la hacen interesante para abrir un restaurante. El lugar está muy cerca de un gran colegio que ofrece tanto clases diurnas como nocturnas. Además, sólo hay dos restaurantes en los alrededores, en una calle cercana donde cada noche Dani ve largas colas de clientes esperando. Estos son en su mayoría estudiantes, pero también policías y taxistas que se toman un descanso durante los turnos de noche. La primera de ellas, Inca Burger, ofrece sobre todo bocadillos, incluido su "Burger Inhumana". El segundo, El Pibe, se especializa en perritos calientes. Dani y Albert piensan que un local de pizzas para llevar sería un gran éxito en esa zona. Dani ha pasado dos veranos trabajando en una pizzería y sabe lo que se necesita para preparar buena pizza. Incluso ha desarrollado sus propias recetas, por ejemplo, su calzone de queso de cabra y calabacín. ...

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The case study follows the introduction of a new technology, HIFU (High-Intensity Focused Ultrasound),...

The case study follows the introduction of a new technology, HIFU (High-Intensity Focused Ultrasound), at Mútua Terrassa University Hospital. The case describes the target market and the potential revenue in the private and public sectors, as well as the different reactions of working professionals (in Gynecology and Oncology) to the introduction of the new service....

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Incoherent U.S. energy and climate policies have cast a pall over the entire economy and are putting...

Incoherent U.S. energy and climate policies have cast a pall over the entire economy and are putting U.S. companies at a serious global disadvantage. The authors offer 10 prescriptions for reforms, two of which they describe in detail. First, they argue that the U.S. should impose a gradually increasing carbon charge; this would help internalize environmental costs, drive investment in energy efficiency, encourage innovation in renewable power, and raise substantial revenues that could reduce the national debt. Second, they say, the government should curb or redirect unwise energy subsidies and increase funding for clean-energy R&D. Environmental stewardship need not be an economic burden, they emphasize; on the contrary, investing in sustainability can enhance corporate and national competitiveness....

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Too many U.S. companies base decisions about where to locate production largely on narrow financial criteria....

Too many U.S. companies base decisions about where to locate production largely on narrow financial criteria. They don't consider whether keeping manufacturing at home makes more sense strategically or take into account the impact it might have on their ability to innovate. The result has been an exodus of manufacturing from America, which has weakened the capabilities that domestic firms need to keep inventing high-quality, cost-competitive products. One problem is that it's hard to tell when moving production far from R&D will do damage. To make that determination, say Harvard Business School's Pisano and Shih, executives need to examine two things. The first is modularity, or the degree to which product design can be separated from manufacturing. When modularity is low, product designs can't be clearly specified and design choices affect manufacturing processes in subtle, difficult-to-predict ways (and vice versa). The second is the maturity of the manufacturing process. Immature processes are ripe for innovation, but over time opportunities for improvement become incremental. Viewed through the modularity-maturity lens, relationships between manufacturing and innovation fall into four quadrants: pure product innovation, pure process innovation, process-embedded innovation, and process-driven innovation. In the first two quadrants, locating design near production isn't critical, but separating the two functions is risky in the third and fourth quadrants. This framework will help business leaders make better sourcing decisions and reinvigorate America's innovation-driven economy....

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This technical note intends to provide an introduction to service performance indicators and their applicability...

This technical note intends to provide an introduction to service performance indicators and their applicability to the cultural sector, especially the performing and visual arts. We start by analyzing the problems inherent to design of performance indicators both in services and in the cultural world. We then proceed to present ideas for the design of general indicators for services and cultural institutions. Finally, we introduce concepts to serve as the basis for setting up individual indicators for services and for cultural institutions. ...

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En 2011, el grupo Martínez Loriente continuaba capeando exitosamente los efectos de la crisis económica...

En 2011, el grupo Martínez Loriente continuaba capeando exitosamente los efectos de la crisis económica y de consumo, logrando superar los 470 millones de euros en facturación con el trabajo de más de 1.400 trabajadores en plantilla y con 11 millones de beneficio neto al cierre del año anterior. El grupo había experimentado una evolución espectacular desde sus inicios en 1999, cuando fue creada para suministrar en exclusiva productos cárnicos a Mercadona. En el año 2008, Mercadona cambió la política de fijación del precio final, afectando así a la construcción del PCB (Precio de Cesión Bruto) que mantenía con los interproveedores. Martínez Loriente se vio obligado a reducir el ajustado margen del que disponía. Esto provocó que la empresa asumiera una profunda revisión de todos sus procesos para reducir los costes al máximo. El Caso tiene como protagonista a Francisco Garrigues, Director General de Martínez Loriente quien, a mediados de 2011, se planteaba una serie de interrogantes y reflexiones sobre la estrategia que debía seguir el grupo, su futuro y permanencia en el negocio. Una de las preocupaciones era el desarrollo de las nuevas líneas de negocio, como carne congelada, graneles, platos preparados o arreglos, que de alguna manera habían ?salvado? el crecimiento de la empresa desde 2008. Garrigues se cuestionaba si la inversión en la innovación de nuevas líneas de productos sería sólo un paliativo para no decrecer y si el verdadero impulso del crecimiento se encontraba en la vía de internacionalización o ventas a terceros. No obstante, lo que tenía claro era que Martínez Loriente debía continuar su crecimiento, conservar la confianza de Mercadona y mantener los objetivos de su creación: calidad, trazabilidad, eficacia y eficiencia....

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