Posts con el tag ‘enterpreunership’

What is the link between water, EMBA and women in Tanzania?

No doubt you will wonder what on earth the connection is between these things. Yet there is one – the 2017 Aquatech Innovation Awards. These awards are strongly committed to sustainability and – as their name suggests – to innovation.

Tecnoturbines, a company founded by Jaime Lledó, a former student of the 2016 EMBA programme, has won one of these top awards. Lledó´s start-up, headed by the former ESADE student and three engineers from Alicante, received the prize in the Transport & Storage category for its picoturbine, an economic and efficient solution which allows for energy generation to monitor installations with difficult access to the electric net. The award was made in Amsterdam on the 30th of October 2017.

The purpose of Lledó’s company is to develop technology that allows one to use water pressure to generate electricity. The secret lies in the installation of micro-turbines in the water distribution network to reduce or take advantage of over-pressures.

Companies that store large quantities of water can use the firm´s products to save resources and thus cut costs. Some of the potential customers of Tecnoturbines are enterprises operating in the irrigation sector, industry, and the distribution of drinking water.

Tecnoturbine´s project will revolutionise its target market. Its pioneering products, solutions and services in the hydraulic industry are precisely what the Aquatech Innovation Awards have been heaping accolades on for years. In this edition of the awards, Tecnoturbines was chosen from among 13 leading companies and projects by a jury of top experts from firms such as Wetsus, Akzo Nobel, Shell, and Stowa.

Water is a scarce, valuable resource that needs to be treated in a socially responsible manner. Innovation plays a key role in achieving this goal. The 2017 edition of the Aquatech awards (which were held in Amsterdam this year), showed their commitment to social and environmental sustainability by donating the registration fees to AMREF Flying Doctors — an NGO. AMREF is currently carrying out a project in Tanzania to: eradicate the practice of female circumcision; provide drinking water for women and children; improve community hygiene and sanitation.

During ESADE´s Executive MBA (EMBA) programme, students come up with projects whether within their companies or as a new line of business/entrepreneurial venture. How are these projects brought to fruition? The last stage of the EMBA programme — the Business

Capstone Project — puts the finishing touches to the plan to create a new business. Experts tutor students and evaluate the project. The projects themselves are chosen by programme participants depending on their track records, backgrounds, and aims. These projects often go beyond the classroom and end up as successful companies. The aim is clear-cut: to provide EMBA participants (who are all professionals with great potential) with the tools to reflect, learn and act in making their dreams come true.

Jaime Lledó is a prime example of the way the EMBA programme helps participants develop their entrepreneurial flair and projects. Tecnoturbines — Lledó´s brainchild while he was at ESADE — has grown to the point where sales have reached the one million Euro mark. The EMBA programme was key in laying the foundations for this success. Furthermore, Lledó and his team are bent on making the firm grow and they are opening up international markets to this end.

These four young professionals are pioneers. Their training, professionalism and determination means the sky is the limit!

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This Entrepreneur Used His ESADE EMBA To Found A Luxury Alcohol Brand

Published in Business Because on Tuesday 27th September 2016 by Christian Robinson

Bruno Balbás and his co-founders have already produced two million bottles of Sangría Lolea

Bruno and three colleagues launched Sangría Lolea during their Executive MBAs at ESADE

Alcohol and business school don’t usually mix well, but for Bruno Balbás, things were a little different.

His Executive MBA from ESADE Business School brought with it a massive career change. Having previously worked in hospitality management, in 2011 Bruno and three friends founded Sangría Lolea, the world’s first gourmet sangría.

Consisting of red wine, chopped fruit and brandy, sangría is an immensely popular drink in Spain and Portugal, with an increasing worldwide presence.

In the midst of the global economic crisis and overshadowed by the inexpensive and omnipresent Don Simón brand, Bruno originally found it tough to convince retailers that Sangría Lolea was worth spending the extra money on.

With over two million bottles sold and a presence in more than 40 countries, it’s safe to say that Bruno has overcome those teething problems. On the horizon is a restaurant chain, although Bruno’s primary aim is to consolidate Lolea’s position in the market.

Where did the idea for Sangría Lolea come from?

I started Sangría Lolea with three of my good friends – Nieves, Cheles and Javier. It came from our collective need to recover from a global economic crisis.

In 2011, we began to think about what we could do to push our careers outside the company we all worked for. The company in question, like so many others at the time, had to drastically cut its budget.

As a consequence, we suddenly became unable to implement our many ideas, because there was little support available.

We wanted to continue creating new experiences and projects for clients, but the message we received continuously from our bosses was that people didn’t want new things, that people were too sad.

It was at that point we started to dream about creating our own business.

What are the main challenges you’ve faced so far?

In 2012, when we were contacting retailers about our new gourmet sangría, their only point of reference was Don Simón, the low-cost boxed sangría.

Once we had bottled Sangría Lolea, it had a price similar to that of a premium wine. We therefore had to convince traditional retailers that we had invented a new category, that of gourmet sangría.

Our last challenge was to try to explain our history and the values of this new product to the market.

We overcame these problems through use of the Internet, social media and doses of originality in our communication campaigns, but also because we were convinced of the eventual success of the high-quality product we were offering.

Why did you decide to pursue an Executive MBA?

When you’ve been working in the same job for ten years, you start to feel that your career might be becoming too specialized, and you begin to feel the need to open up to new opportunities.

That’s exactly what happened to me, and an Executive MBA was the logical response.

Why was ESADE the right school for you?

Of all the business schools that were accessible to me, ESADE was the most open-minded in terms of education, as it placed a high value on people both individually and as part of a community.

From the very beginning, I felt like I was part of a team of people characterized by mutual support.

[...]

Read the whole essay: http://www.businessbecause.com/news/emba/4207/this-entreprener-used-his-esade-emba-to-found-a-luxury-alcohol-brand

Be a changer, Business Project, EMBA biweekly, EMBA monthly, EMBA weekly, Enterpreunership, Former students, Internationalization | , , , , , , , , , , Leave a comment Permalink

I’m Using My ESADE EMBA To Advance My Career In Fashion

Published in Business Because on Thursday 14th July 2016 by Christian Robinson.

Sebastian Oergel’s EMBA fits perfectly around his high-ranking managerial duties at the Tom Tailor Group.


Sebastian Oergel will graduate from the part-time ESADE EMBA in 2017

Hailing from Stuttgart, Sebastian Oergel can boast over a decade of business experience in fashion, from storied Italian houses such as Ermenegildo Zegna to retail titans like Adidas and Nike.

In that decade, Sebastian worked in five countries, including Germany, Britain, Hong Kong, Panama, and The Netherlands. As a result, he slotted perfectly into the diverse cohort on ESADE’s Executive MBA program, which requires its students to complete three separate trips abroad to top business schools, as well as offering a four-month exchange program.

Halfway into the 16-month program, Sebastian has already begun to reap its benefits, gaining multiple fashion contacts, and is applying his learning continuously to his new role as manager in international sales at Germany’s venerated Tom Tailor Group, where he is responsible for their expansion drive into Africa and the Middle East.

Why did you decide to pursue a EMBA at ESADE?

Though my supervisor initiated the process, I decided which school I would study at, taking into account several factors important to me, such as ranking, diversity, course length, methodology, class size and location.

I chose ESADE because it is, in my eyes, the best business school in Europe, and met all of my personal requirements.

I was also able to pursue electives such as negotiations, B2B sales management and strategic digital marketing, which are all directly applicable to my new role as manager in international sales at the Tom Tailor Group.

How have you gained from your MBA experience so far?

The monthly format works perfectly in tandem with my responsibilities at the Tom Tailor Group. And I can’t underestimate the added value gained from the international exposure and relevant industry insights.

I’ve had the opportunity to visit India for an intensive study week at the Indian School of Business, conducted alongside company visits in Mumbai. There are also trips to Brazil, China, and the US.

I’ve gained many fresh perspectives from my classmates, I’ve met an impressive array of people from the fashion industry and other fields, and I am convinced that some of these contacts will open doors for new business and career opportunities.

[...]

Read the whole essay: http://www.businessbecause.com/news/mba-spain/4059/im-using-my-esade-emba-to-advance-my-career-in-fashion

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CeleBreak: An entrepreneur’s dream that the EMBA helped bring to life

Daniel Foth is about to finish his Executive MBA. He is a member of the 2014-2016 graduating class, the first monthly-format EMBA at ESADE. When Daniel began the programme, he held a position of responsibility at Lufthansa in Frankfurt. That’s right: he used to hold this post. For Daniel, the EMBA has been a turning point in his career, as well as a radical change in his life.

His motivation, initiative and enthusiasm for professional development prompted him to make a decision that would completely change his situation: he decided to apply everything he learned in the EMBA to his own professional project. International vision, executive competencies, entrepreneurial spirit… Nothing would ever be the same.

Daniel left Frankfurt and moved to Barcelona, where the project he had imagined during the EMBA began to take shape. Thus, CeleBreak was born.

Offering unique experiences

Daniel has been a football fan his whole life. He started playing the sport at age five. He also loves organising events that combine football and nightlife. The pairing of football and fun led to the creation of Daniel’s current company. CeleBreak offers amateur football players the chance to play football at venues normally reserved for star players like Leo Messi and Cristiano Ronaldo.

In collaboration with FC Barcelona and Real Madrid, CeleBreak offers its football-, travel- and nightlife-loving customers holiday packages that include participation in a football tournament at the training facilities of a world-class football club followed by a night of partying at exclusive nightclubs in the host city. In short, CeleBreak gives its customers a weekend where they can share their passions and enjoy once-in-a-lifetime experiences.

The first CeleBreak event, organised in 2015 in collaboration with FC Barcelona, was a big success. A similar gathering will be held in Barcelona this year, in addition to a second event in Madrid organised in partnership with Real Madrid. Daniel, his team and CeleBreak’s growing contingent of followers have high expectations for the upcoming events, as well as many ideas and surprises to offer.

For more information, visit www.celebreak.eu

The entrepreneur’s experience

All entrepreneurial projects go through various stages. Like anything worth doing, this process can involve difficulty, doubts and constant challenges. The challenge of creating CeleBreak has inspired Daniel to outdo himself every day and to continually improve, question and innovate. And it has given him the excitement and dynamism that he was looking for in his professional life.

In Daniel’s view, anyone who has an idea they believe in and that makes them happy should develop it. He recognises that the EMBA opened his eyes – and the doors – to entrepreneurship with guarantees. It taught him to trust that the tools and knowledge he acquired during his career and his time at ESADE would provide the best possible foundation for creating and growing CeleBreak.

And what about you? Are you up to the challenge? What entrepreneurial ideas do you have? What are the main ideas and doubts that come to mind when you hear the word “entrepreneurship”?

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¨What, only two months?”

Yes indeed, the quickening pace of the programme over the last few weeks makes it seem like ages since we began it. Yet a look at the calendar reveals the shocking truth, it all began just two months ago! It is hard to believe.

We feel we are building something that will underpin our knowledge. At the same time, we are enjoying the truths that emerge as if by magic from each Master Class. These truths span everything from leadership and geo-politics to entrepreneurship, complex supply chains, and common-sense marketing. This was all inter-linked to form an intrinsic part of our business judgment.

At the same time, we were also engaged in ‘de-construction’, learning to ‘unlearn’ and reverse engineer pre-established concepts to create a 360-degree approach to reasoning that was linked to one’s emotions. Our quest revealed the nature of the unknown.

Investment in knowledge pays the best interest” (Abraham Lincoln)

Jordi J. Lorente, EMBA 2015

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Key Learnings from an International week (2013, June) by Federica Zanelli ESADE EMBA 2013

The win-win approach for a customer-oriented culture

One of the main concepts we have been exploring in our trip to Austin is the win-win approach, as one of the main key for understanding the American customer-oriented culture. It is based on (i) the continuous seeking of solutions leading to satisfaction for both customers and suppliers, and (ii) on the strong desire of matching demand expectations with a services-focused approach. These pillars are immediately perceivable in all aspects of the American system, and are especially developed in Texas. As a matter of fact we had the opportunity of directly observing their impacts from different points of view: not only during lectures, but also in the daily or business life. The entire American system is actually designed in order to enhance entrepreneurship and foster personal initiative, as it rewards effort and results-achievement orientation. We could appreciate it from a 360 degrees perspective.

The Texas fiscal program is a clear example of how the State is focused on both attracting big investments and enhancing local economy, in order to successfully heading the end of a recession period that has been recently depressing US. Houston is strongly pushing on the oil industry, San Antonio logistics business is taking advantage of its favorable closeness with Mexico, Austin is turning to be the very next frontier for IT: it’s creating the proper conditions for acting as an incubator hub and for attracting start-up and innovative companies from Silicon Valley. That’s how Texas is currently leveraging on local assets for competing (winning) a wider war. The increasing of the population growth rate and the booming of infrastructure and services industries are both indicators of a strong wide effort, directly aimed at getting the State ready for the new competitive landscape.

This optimistic view for building up a positive and incentivizing loop was also perceivable during all the lectures we took: all of them were inspiring and led us thinking to principles of successfully contributing to the social system. What I actually liked the most is that optimism was not presented in a naive way: professors provided evidences (combining theory and real, updated examples) of how opportunities may really come from where one could aspect they are even less likely to happen. The key is to be able to see farer and get ready for the further step, in order to turn one’s weaknesses into winning weapons. We saw how challenges in the very next future may either come from an evolution of the geopolitical landscape (due to the emerging of new markets or business systems), or from innovation in products or services (being the IT industry the main driver that may actually leverage this). We have been given a full range of examples of how creative or innovative solutions, eventually combining these factors all together, may really make the difference. In particular we saw how challenges may be turned into opportunities through concrete management decisions (such us the optimization of time-to-market within the product life-cycle) and how to secure that those choices are kept in line with the overall corporate strategy.

Lectures were very well complemented by Company visits, as we could directly appreciate how a business opportunity may be either captured (such as the service center of Dell, taking advantages of the Company intuition over It developments) or generated from scratch (as in the unique route-to-market model of Whole Food). The visits showed us what we had previously observed during the lectures: any business idea that arises from creativity or innovation has to be followed by insightful planning and deep market validation during the intense start-up phase. Moreover, even the most disruptive idea has to be validated by strict testing and continuous feedback and fine tuning during the implementation moments. This process drives to maintaining a strong customer orientation and a direct connection with the market: it constitutes the main ground for effectively achieving results not only in a start-up phase but also in the long term. Altogether, all these elements may assure the full consistency between the organization and its strategic targets, and may also determine the highest achievements in terms of sustainability and competitiveness.

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Raquel Abuli (EMBA 2011) — one of the founders of BABY´N´JOY — took part in the EMBA Open Day

Raquel Abuli Vidal studied Engineering and graduated in Industrial Design. In 2010, he began the ESADE EMBA programme, graduating in 2011. In 2012, he decided to leave his job to found Baby´n´Joy, together with two classmates from the EMBA programme — Mireia Cabanes and Tony Parada. The project began life in the EMBA Business Development Project, in which students must work in a group on a project in either their company or as an entrepreneurial venture. During this same week, El Periódico de Catalunya (Catalan newspaper) published an interview with Raquel in which he explained his venture (see attached article). On the Open Day held on the 27th of April, Raquel shared his experience with 45 EMBA programme candidates, who took advantage of the occasion to ask questions before whether to enrol.

Read about Abuli’s company Baby’n'Joy here: http://emba.esadeblogs.com/files/2013/05/babynjoy1.pdf

Enterpreunership, Field visits, Former students, International weeks, Invited speakers, Networking, Teamwork, Uncategorized | , , , , Leave a comment Permalink