Open to the World € 10 10 L Nº 122 122 Nº QUARTERLY PUBLICATION PUBLICATION QUARTERLY ALUMNI ESADE the of ASSOCIATION 2007 FALL L

Internationalization Special Open to the world € 10 10 l Nº 122 122 Nº QUARTERLY PUBLICATION PUBLICATION QUARTERLY ALUMNI ESADE THE OF ASSOCIATION 2007 FALL l

Isak Andic New portal ESADE Alumni Consultants Talks to Marcel Planellas www.esadealumni.net for Solidarity Initiative about Mango’s More connectedness Second cycle of the Alumni growth strategy for the Alumni network for Solidarity project EDITORIAL ESADE Alumni: a global network

hings have changed a great deal since of alumni. The network of International ESADE fi rst began its activities 50 Chapters, publication of this magazine in T years ago. The world then was more English, and the new website are tools that local. Today globalization is a reality that facilitate adding value at the global level. affects all of us. At home and at work. Every ESADE Alumni already has 20 International business and organization is affected by the Chapters and Delegates in 8 countries, with globalization phenomenon. And each must growing levels of activity. All this is possible respond to this phenomenon in defi ning its thanks to the involvement of over 100 alumni strategy, its organization, and in assigning in different countries and a strong team resources. ESADE and ESADE Alumni as well. which leads and supports the project from Barcelona. These are the protagonists in this In the case of ESADE, the strategic story. We tell you about them in the dossier. commitment is to compete in the global arena. The development of partnerships with other universities and business For ESADE Alumni, schools has been under way for years, the internationalization including the PIM and CEMS networks. strategy is essential Programs and Teaching staff have been internationalized in order to address The new website, which will be operative a strong internationalization trend in shortly, will provide tools for relating and the student body. English has been for communication, giving a new boost to incorporated as the single offi cial language the global presence of ESADE Alumni. And it for many programs. And ESADE has evolved will mean a boost to connectedness and to in order to adapt to the challenges and adding value from the network. In this issue opportunities offered by a single European we give you a preview. educational market (known as the Bologna plan) and the growing demand for top Enjoy the magazine and send us quality education on the part of students your comments and suggestions. and businesses around the world. As always, I am at your disposal at german.castejon@alumni.esade.edu ESADE’s internationalization effort is producing good results. This is confi rmed annually by the most prestigious rankings and especially by the high quality students that enroll in ESADE each year. Alumni are especially proud that we have attained the ranking of best international business school, for the second consecutive year, from The Wall Street Journal, according to their survey of more than 4000 businesses around the world.

The internationalization of ESADE changes the proﬁ le of our alumni as a body. Today there are nearly 35,000 alumni and we are present in 95 countries.

For ESADE Alumni, the internationalization GERMÁN CASTEJÓN (LIC&MBA 81) strategy is essential. In fact, we deﬁ ne PRESIDENT OF ESADE ALUMNI ESADE Alumni as the great global network [email protected]

5 summary

ESADE Alumni Publications Av. Pedralbes, 60-62 08034 Barcelona Tel. +34 934 952 063 www.esadealumni.net BUSINESS CASES 38 Editorial 5 CSR not only for the big companies EXECUTIVE BOARD Germán Castejón, President UPDATE 48 Pedro Navarro, Vice-president Networking Executive education Patricia Estany, Vice-president MBA Juan Ramírez, ESADE ALUMNI INTERNATIONAL 8 Vice-president and Treasurer Executive Language Center Sebastià Sastre, Secretary REGIONAL CLUBS 10 Matins ESADE Antonio Delgado, Refresher programs General Deputy Chairman FUNCTIONAL Forums and other activities Members: Ignacio Arbués, AND SECTORAL CLUBS 14 Xavier Argenté, Manuel Brufau, Current club happenings PROFESSIONAL Cristina Domingo, Cecilia Nan New Automobile Club DEVELOPMENT 58 Yeh Chang, Marcel Planellas, Activities “Networking in action” Workshop Carles Torrecilla, Diego Torres and Xavier Viver FROM ESADE ALUMNI 20 LEGAL AREA 68 ESADE Alumni Director: New portal www.esadealumni.net On universities, patronage and tax laws Xavier Sanchez Deutsche Bank donates 7,660 euros Magazine Director: to the ESADE Alumni scholarship fund Colin McElwee Collaboration agreement with alumni from ICI ESADE Editorial coordinator: E50 62 Patricia Sotelo ALUMNI FOR SOLIDARITY 22 Design and production 2nd cycle of the Consultants for Solidarity Initiative MEET THE FACULTY 70 BPMO Edigrup Getting to know… C/ Caballero, 79, 7ª planta IN THE NEWS 82 Joan Massons and Teresa Duplá 08014 Barcelona Professional update from alumni Tel. +34 933 637 840 Class reunions www.grupobpmo.com ESADE TODAY 74 Activities News Coordination: Anna Aumatell MEMBERS ONLY 96 Art Direction: Exclusive ﬁ nancial beneﬁ ts Paula Mastrángelo Features Graphic Design: for members Juan Carlos Moreno OPINION 46 Leave taxes alone! Language advising: ALUMNI ENTREPRENEURS 42 Raúl Pelegrín Goa Internet Services (Migoa) By Luis de Sebastián Production: Cristina Prats THE TALE 98 Photography: Like Father by Carlota Prats Update and English Translation: Fernando Trías de Bes Nancy Clarneau knowledge Advertising: DEBATE 28 Dossier Manel Carruesco India or China: Tel. +34 933 637 840 Internationalization: 30 Who will be the Asian leader of the future? Open to the world Legal deposit: B-6077/ 90 TALKING TO 24 Distribution by Isak Andic talks to Marcel Planellas Spanish: 14,938 About Mango’s growth strategy Catalan: 15,145 English: 198 INDEX Listing of Alumni included in this journal

Xavi Admetlla Edik 92 82 José Antonio González MBA 90 8 Enric Noguer Lic&MBA 93 10 Muhammada Al-Sadek MBA 07 35 Alfred Gratzer Global Antonio Núñez López Lic&MBA 94 62 Juan Álvarez de Lara PMD 07 86 eManagment 02 8 Thiago Oliveira MBA 06 35 Jordi Angenté Lic&MBA 83 63 César Groce MBA 03 35 Antoni Olivella Lic&MBA 75 82 Ignacio Anglada MBA 05 35 Cecilia Guzmán PDE 35 Domingo Olmos EMBA 06 86 Albert Armengol MBA 03 42 David Hatch MBA 04 35 Álvaro Ortega Lic&MBA 92 82 Ramon Aspa MBA 97 52 Manuel Herrera MBA 03 8, 35 Martí Pachamé EMBA 03 84 Jens Backlund Máster Chile 03, 86 David Hidalgo MBA 2000 35 Sanae Parra MBA 05 50,62 Ari Baetiong MBA 04 35 Stefan Hoerster MBA 03 35 Xavier Picanyol Lic&MDE 05 35 Antoni Ballabriga MBA 91 82 Bertil Huger Lic&MDE 97 35 Oriol Pinya Lic&MBA 62 Enrique Berenguer Dir. Y Gestión Sílvia Ibáñez Lic&MBA 91 11 Marina Planas MBA 02 15 en Mk 86, 10 Soﬁ e Janssen Máster Marcel Planelles PMD 87 21,25 Joseph M. Buades MBA 00 35 Derecho Int. 05 35 Blanca Pons Lic&MDE 00 84 José Alejandro Dcho.Comp, proa.ind. Victor L. Programa en Derecho Jordi Porta MBA 99 8 Bermúdez y dcho. Autor 05 9 Jaramillo Gallo del Comercio 04 35 Enric Prat EMBA 04 8 Oriol Blasco MBA 04 42 Samjah de Jongh MBA 99 8 Joan Prat Dir. Servicios Conrad Blanch MBA 82 35 Natalie Julián Lic&MBA 04 8 Integrales 95 35 Emilio Calabuig PMD 01 84 Fernando Junio Lic&MDE 03 35 Carlos Precali Lic&MBA 93 35 José M Cánovas Jorge Kawaguchi PDE 04 35 Isabel Rallo Lic&MBA 90 21 del Castillo MBA 99 83 Tobias Kosten MBA 04 35 Ferran Ramón-Cortés CE&MBA 87 62 Manuel del Jerome Lacombe MBA 04 35 Xavier Roca Lic&MBA 98 11 Carpio Tamayo MBA 88 35 Manuel Lafora Lic&MBA 93 83 Alberto de Rosa MBA 87 82 Alfonso Carrasco MBA 01 9 Gadi Lahav MBA 05 35 Bruno Saguer EMBA 05 86 Roberto De Stefano PDE 04 35 Antonio Lamora Asesoría Gestión María Sala Lic&MBA 97 35 Luis Miguel Carrasco Dir. Econ-Finan. 06, 86 Tributaria 00 11 Bruno Sampaio MBA 99 35 Ignasi Carreras SEP 06 12, 23 Óscar Larrain Máster Com. Int. 90 35 Damir Sancevic Program of Management Xavier Castañar Lic&MBA 92 8, 35 Jean Latière MBA 05 8 Development 94 35 Germán Castejón Lic&MBA 81 5, 21, 23 Olivier Lefevre MBA 03 8, 35 Eduardo Sanchez Lic&MBA 97 12 Rafael Castelltort MBA 05 86 Carlos López Master Direc. Xavier Sanchez Lic&MBA 97 12, 21, 35 Gustavo Chicarino MBA 95 35 Operaciones 05 11 Carolin Saktreger Lic&MDE 04 35 Virginia Cirera Lic&MDe 05 23 Miriam Cloquell MBA 99 35 Iñigo López MBA 96 8 Josep Santacreu PDM 89 23 Fiorella Coello Dir. y Gestión Lluís López PMD 03 86 Marlene Shara Lic&MDE 04 35 Marketing 06 86 Silvia Luperdi Bustos MBA 02 35 Kristof Schiepers MBA 04 35 Ángel Conde MBA 97 9 Blair Maclaren MBA 07 50 Montserrat Serrano Prim Lic&MBA 01 Juan Cortina EMBA 04 29 Nicolas Maigne MBA 05 35 Carlos Sicurello Máster en dirección de László Csóka CEMS 05 8 Sonia Manasanch Lic&MBA 95 83 empresas-ICDA 01 35 Nicole Curti MBA 05 35,50 Cristophe Marquet Mást. Com. Int. 91 82 Fernando Sinesio Lic&MBA 93 82 Vitor Duarte MBA 04 35 Claudio Martínez MBA 99 35 Mahias Slabbinck Máster Com. Int. 92 35 Xavier Esquerda MBA 99 84 Frank Martínez EMBA 03 84 Joaquima Sol Lic&MDE 80 35 Iván Fernando Cuellar MBA 05 9 Jaume Maspons LIK&MDE 07 8 Juan M. Soler Pujol Lic&MBA 68 65 Joseph Fabra MBA 94 8 Joan Massallé MDMC 05 15 Ferran Soriano Lic&MBA 90 50 Fernando Fernández Lic&MDE 99 35 Eugenio Mealli MBA 99 84 Sandor Spakovsky MBA 06 9 Javier Fernández Núñez Máster Dir. Mark. 02 35 Juan Francisco Mejía PMD 91 35 Melissa Spencer MBA 99 35 Iván Fernando MBA 04 35 Isabel Menéndez EDIEF 07 21 José Luís Suárez EMBA 04 8 Lluís Flaquer Lic&MBA 90 8, 82 Javier Mérida Lic&MBA 90 8 Santiago Tintoré Lic&MDE 88 35 Jorge Flores MBA 06 35 Isabel Mestres LIK&MDE 04 8 Fernando Trías de Bes Lic&MBA 90 98 Marta Foros MBA 03 84 Sergi Monros Lic&MBA 97 9, 35 José Mª Tomás Ucedo Lic&MBE 80 35 Frederic Fournier MBA 01 35 Jorge Monzani M. Dir. Y Adm. Carles Torrecilla Lic&MBA 96 11 Ignacio Franquesa MBA 95 35 De Emp.-ICDA 01 35 Sonia Vallet Garriga MBA 03 84 Miguel García Ruiz MBA 01 35 Jordi Mora Lic&MBA 98 10 Daniel Vanegas Máster Dir. Ec.-Fin.04 35 Humberto Garrido MBA 99 35 Jorge Miguel Borja Varela Ip&It 05 35 Carlos Gaviria M.Dir.Mk 03 9 Moreno Revilla MBA 02 84 Alfred Vernis Lic&MBA 88 23 Rohit Ghandi MBA 00 35 Ester Mosquatell MBA 92 35 Queralt Vila y Canal Lic&MDE 07 35 Ferran Giones Lic&MBA 02 9 Francisco Javier Muñoz Lic&MDE 86 82 Juan Vives MBA 00 84 Dídac Giribets Lic&MBS 01 42 Joaquín Muñoz Lic&MDE 96 8, 35, 83 Franziska Von Lippa EMBA 06 50 Antoni Glases Lic&MBA 86 10 Pedro Navarro Lic&MBA 67 23 Mark Wetzels MBA 04 35 Ricardo Gómez MDM 03 84 Sonia Navarro MBA 01 11, 12, 23 Nicolás Williams MBA 00 35 4 Joan Enric González MBA 93 83 Tyler Newby MBA 06 35 Sonia Yebra Lic&MDE 94 35 ESADE ALUMNI INTERNATIONAL

The ESADE Alumni Appointment in France Chapter meets Vienna for enhancing the power of networks Paris, France The city of Vienna Vienna, Austria hosted a lunch and July 8th, June 27th, refresher program deliv- 2007 2007 ered by Silviya Svejen- ova, adjunct professor Standing, from left to right: Jaume Maspons of the ESADE Business (Lic&MBA 07), Olivier Lefevre (MBA 03), The ESADE Alumni France Chap- new Chapter Vice-Secretary, Enric Prat Policy Department. ter celebrated its ﬁ nal dinner of (EMBA 04), Jean Latière (MBA 05), Isabel The session, entitled Enhancing the power of your Mestres (Lic&MDE 04), Lluis Flaquer the 2006-2007 academic year (Lic&MBA 90), Julia Kaysersberg, Joaquín networks, was presented to alumni coming from Muñoz (Lic&MBA 96), Treasurer; Xavier in Paris, gathering a total of 16 Castañer (Lic&MBA 92), President; Samjah Austria, the Czech Republic, Hungary and Slovenia, de Jongh (MBA 99) and Jordi Porta. Below: alumni. Some were attending Juan Rubio (MBA 99), José Antonio González and addressed how to enhance the power of the for the ﬁ rst time. Thanks to the (MBA 90), Vice-President; Álex Ruiz and business network. José Luis Suárez (EMBA 04) new Chapter Vice-President, José Antonio González (MBA 90), the dinner was sponsored by the For more information, or to join the Chapter, Cofer company, owners of the [email protected] Pikolin brand.

The ESADE Alumni Mexico Chapter updates Manuel Herrera (MBA 03), ESADE Alumni Delegate in Austria; their knowledge with a László Csóka (CEMS 05), Silviya Svejenova and Alfred Gratzer session on “Organizations (Global eManagement 02) with a long lifespan” Round table at Mexico City, Mexico the ESADE Alumni July 18th, 2007 Germany Chapter

The ESADE Alumni Cologne, Germany Germany Chapter August 3rd, organized a round 2007 table this summer in Cologne so that at- The board of the ESADE Alumni Mexico Chapter invited alumni in the tendees could get to area to a knowledge refresher session entitled Organizations with a long know the local beer lifespan. The speaker was Arturo Gutiérrez, who spoke of key factors culture. for a long-life organization, offering as examples several businesses in operation for more than 100 years. Topics were discussed such as why a business fails early, how the human factor is a success factor for organizations, and what organizations must do for their people to be successful within the company. Iñigo López (MBA 96), Josep Fabra (MBA 94), Javier Mérida (Lic&MBA 90) y Nathalie Julien (Lic&MBA 04), attended to the event, among others.

For more information, or to join the Chapter, [email protected] For more information, or to join the Chapter, [email protected] 8 ESADE ALUMNI INTERNATIONAL

The ESADE Alumni Colombia Chapter elects a new president

Bogota, Colombia Professional contacts, July 26th, topic of debate at the 2007 ESADE Alumni China Chapter Shanghai, China September 4th, 2007 Attendees at the Bogota Networking dinner

The ESADE Alumni Colombia Chapter met for a networking dinner at Harry Sasson in Bogota city center, for the purpose of electing a new President. The ﬁ nal choice was Iván Fernando Cuéllar (MBA 05). Car- los Gaviria (M. Dir. Mk 03), José Alejandro Bermúdez (Law, intellectual property and rights of authors, 05), Alfonso Carrasco (MBA 01), The ESADE Alumni China took advantage of a visit from Mauricio Fonseca, Ángel Conde (MBA 97), Sandor Spakovsky (MBA Professor Yingying Zhang of the Institute for Labor Stud- 06) and Ángela Hernández were among the attendees. ies to meet in Shanghai for a lecture. A luncheon was held at the Bella Napoli restaurant and was attended For more information, or to join the Chapter, by Ferran Giones (Lic&MBA 02) and Sergi Monros [email protected] (Lic&MBA 97) in addition to Yingying Zhang and José Martínez. Several topics were discussed at the meal, such as the culture of doing business in China, the importance of the guanxi, or network of contacts, in order The ESADE Alumni Venezuela to attain professional success in China, and the experiences of Spanish and multinational businesses during Chapter analyzes investments their introduction into the Chinese market. in emerging nations

Caracas, Venezuela July 26th, 2007

The ESADE Alumni Venezuela Chapter Yingying Zhang, Ferran Giones (Lic&MBA 02), Sergi Monros (Lic&MBA 97) and organized an ongoing development session José Martínez on investment in emerging nations, led by Jaime Sabal, professor in the ESADE For more information, or to join the Chapter, [email protected] Department of Financial Management and Control. In addition to gathering alumni in the area, the session also drew collaboration from the UCAB Alumni Association.

For more information, or to join the Chapter, [email protected]

9 REGIONAL CLUBS

BALEARIC ISLANDS CLUB ‘New challenges for the holiday-based hotel industry’, dinner discussion with Enric Noguer

The ESADE Alumni Balearic Islands Club, together with the Tourism Management Club, organized a dinner discussion on June 20 under the title “New challenges in the holiday-based hotel industry”, with participation from the General Manager of Hotetur, Enric Noguer (Lic&MBA 93). The dinner, which took place in Palma de Mallorca, was attended by From left to right, Enric Noguer (Lic&MBA 93), Jordi Mora (Lic&MBA 98), President of the ESADE Alumni Balearic some thirty alumni interested in the Islands Club, and Antón Grases (Lic&MBA 86). topic; attendees were able to debate and exchange impressions among Contact us at themselves during a lively event at [email protected] one of the city’s restaurants.

VALENCIA CLUB ‘Groundbreaking Positioning Strategies’

Education program, under the sponsorship of Aidico. Enrique Belenguer (Mktg Mgmt 86), President of the Valencia Region Club, introduced a lecture on Groundbreaking Positioning Strategies: Being Different By Breaking Molds’, delivered by The Valencia Region Club ESADE Marketing professor invited alumni to an event Beatriz Soler. A cocktail party motivated by the Executive was held after the event for all

GIRONA CLUB ANDALUCÍA ORIENTAL CLUB ‘FAMILY MEMBERS AND NON-FAMILY ‘THE SEVEN CAPITAL MEMBERS AS MANAGERS IN THE SINS OF THE FAMILY BUSINESS’ FAMILY BUSINESS’ The Eastern Andalusia Club invited alumni The lecture, organized by the Girona Club, took place to this lecture in Granada on July 17th, at the Hotel AC Palau in Bellavista. About 35 alumni offered within the framework of the new attended the talk, which addressed topics such Program for Owner-Managed Business. as professionalization of the family business and The address was delivered by Ignasi generational change. On this occasion the session Mur, director of the General Management was led by Joan Alfons Torrent, Managing Partner of program in ESADE Executive Education. Torrentidedeu, and David Bohigas, Financial Coach in the same company.

ASTURIAS CLUB ARAGON CLUB ‘The value of branding II Annual in innovation’ Conference

The Asturias Club invited alumni to a lecture on June 21st called “The value of branding in innovation”, as part of the closing session of Some attendees during the Marketing Master’s a closing cocktail party, following this program. conference which was Presiding over the event was Eduardo Suárez, Secretary supported in part by the Zaragoza Chamber of the Governing Board of the Association of Econo- of Commerce mists, sharing the table with Carles Torrecilla (Lic&MBA 96), ESADE professor and member of the ESADE Alumni The II Annual Conference of the Board of Directors, and speaker Jorge Areces. Aragon Club was held at the Zaragoza Chamber of Commerce on June 13. Within the framework of this event and within the continuing education program, ESADE Marketing Manage- ment professor, Jaime Castellón, offered attendees a lecture on Groundbreaking Positioning Strategies: Being Different By Breaking Molds. Participants seated at the head table during the lecture Attendees were welcomed by Sonia Navarro (MBA 01), Alumni Relations Manager, Antonio Lamora (Tax Mgmt Consulting 00) and Contact us at [email protected] Carlos López (Master’s, Operations Mgmt 05), members of the Aragon Club Board of Directors.

LLEIDA CLUB Lunch-colloquy with Contact us at [email protected] Àngel Ros i Domingo, mayor of Lleida ASTURIAS CLUB ‘Competing The Lleida Club organized a lunch- from Asturias: colloquy with internationalization strategies’ Lleida mayor Àngel Ros The Asturias Club invited alumni i Domingo, at to a lecture on “Competing from the city’s tennis Asturias: internationalization club. The event, strategies”, held on July 17. held on July 11, was very well received, with about Xavier Mena, professor in the 80 alumni in attendance. Participants enjoyed a ESADE Economics department, pleasant meal while discussing local topics and gave an interesting lecture making their concerns and questions known to the seeking to offer an applied mayor of their city. perspective on the challenges which the Asturian economy faces in its effort to proactively integrate into the framework of European integration and globalization of activities in production, logistics and commerce. After the introduction and the address which followed, there Àngel Ros i Domingo, at the center of the photo. To his left, Xavier Roca was time for lively (Lic&MBA 98), President of the ESADE Alumni Lleida Club. To his right, Sílvia Ibáñez (Lic&MBA 91) discussion and a closing cocktail hour. Contact us at [email protected] Contact us at [email protected] 11 REGIONAL CLUBS

VALENCIA CLUB CANARY ISLANDS CLUB ‘NGOs and challenges Ofﬁ cial inauguration in the struggle against About 25 alumni were present poverty’ for the inaugural act of the Canary Islands Club, where Afri- The Valencia ca’s economic development and Region Club invited the potential role of the Canary ESADE alumni to a Islands were under discussion. lecture addressing The session, sponsored by the role of NGOs Ernst&Young, dealt with the in the struggle current situation of the African against poverty. continent and the different Chamber. Participating in the The session was processes that have led to it. round table were Luis de Se- organized by the Introductory remarks were given bastián, honorary professor of ETNOR Foundation and took place on June 5. by Xavier Sanchez (Lic&MBA the ESADE Economics Depart- The speaker was professor and former Director 97), ESADE Alumni Director ment, Juan Verde, President of General of Intermón Oxfam, Ignasi Carreras General, Eduardo Sánchez the American Chamber of Com- (SEP 06), one of the most authoritative and (Lic&MBA 94), President of merce in the Canary Islands, recognized persons in Spain in the realm of the recently inaugurated club, and Joan Arencibia, Managing the third sector. and José Miguel Suárez, Vice- Partner of E&Y attorneys, Ca- president of the Canary Islands nary Islands.

From right to left: ESADE professor Ignasi Carreras (SEP 06), Emili Tortosa and Adela Cortina, president and director of ETNOR, respectively

Head table, from left to right: Eduardo Sánchez (Lic&MBA 94) , president of the Canary Islands Club, J. M Suárez, Vicepresident of the Canary Islands Chamber and Xavier Sanchez (Lic&MBA 97), Director of ESADE Alumni

Ignasi Carreras during the speech Contact us at [email protected] Contact us at [email protected]

BALEARIC ISLANDS CLUB ‘Attitudes of the entrepreneur’

In order to introduce ESADE’s new PMD in Majorca, the Balearic Islands Club invited alumni to an interesting lecture by Álex Rovira, professor in ESADE’s Marketing Management department. About thirty alumni were present for the address. Following the presentation, the Balearic Islands Club organized a dinner. Sonia Navarro (MBA 01), Head of Regional Clubs, took advantage of the occasion to attend and to greet the alumni present.

Contact us at Alumni who [email protected] 12 attended the event FUNCTIONAL AND SECTORAL CLUBS More clubs and more dynamic The consolidation of ESADE Alumni’s functional and sectoral clubs is demonstrated by the fact that during the last academic year, more than twice the number of events were organized than in the previous year, as well as by an increase in the number Clubs, now up to 20. This is all one more step forward in creating a community of professionals from different areas for the purpose of generating and updating knowledge about topics of interest, and encouraging networking.

SADE Alumni functional by their dynamic nature. Proof increase in activities, the number and sectoral clubs are of this is the growing number of of attendees also grew, with a to- E offered as a valuable events and ceremonies organ- tal of 4043 participants, meaning communication channel by which ized each year for the purpose a signifi cant, 75% increase over alumni can share professional of strengthening this community the 2312 registered participants experiences in each of their of great business people, with from the 2005/2006 academic professional areas. Building 75 events for the academic year year. Specifi cally, events that on this basis, the progressive 2006/2007. This fi gure implies drew the highest average number increase in number of Clubs an average of 2 events per week of attendees were those organ- coincides with a 42% increase in between Madrid and Barcelona, ized by the Real Estate Club, the number of memberships dur- meaning alumni have the chance followed by the Operations Club ing the past academic year. to choose from ample offerings (71 attendees) and the Marketing as a function of their professional Club (67 attendees). It was the 75 EVENTS IN ONE interests. Among these 75 Marketing Club that gathered the ACADEMIC YEAR events, the Marketing Club was largest number of attendees for With encouraging networking the most active with a total of 13 a single event last year, with a another of its main objectives, events, followed by the Law Club total of 872, followed by the Real the ESADE Alumni functional and with 9 and the Health & Pharma Estate Club (with 498) and the sectoral clubs are characterized Club with 7. Along with the Law Club (393).

MEMBERSHIP NUMBERS DEC 06 - AUG 07 500 The Clubs in ﬁ gures (2006-2007) 450 • 42% increase in the number of memberships 400 • Most notable growth in the Operations Club, as well as the Family Business 350 Club and the Communications Club • 75 events organized, meaning an average 300 of 2 events per week between Madrid and Barcelona 250 • 4043 attendees: 75% more than the year before 200

150

100

BIT CEEI Law CoFin RRHH Marketing Insurance Automobile Real Estate Business Operations 14 China&Global Communications Family Business Cultural Industry Responsibility Business & Social Health & Pharma Public Management Sports Management Tourism Management FUNCTIONAL AND SECTORAL CLUBS

Sign up for the Clubs One more in the family that interest you by sending your request via e-mail New Automobile Club (NO CHARGE FOR MEMBERS!) A new ESADE Alumni Club was recently created, the Automobile Club, a meeting • AUTOMOBILE: place for all those alumni who are interested [email protected] in this sector. We spoke to president Joan • BUSINESS & INFORMATION TECHNOLOGY: [email protected] Massallé (MDMC 05) and vicepresident • COMMUNICATIONS: Marina Planas (MBA 02). [email protected] • SPORTS MANAGEMENT: [email protected] What is the objective in creat- joining a club is completely free • LAW: ing the Automobile Club? of charge, it has no additional [email protected] The objective in creating the ES- quota beyond that of ESADE ADE Alumni Automobile Club is Alumni. • PUBLIC MANAGEMENT: to create a forum for discussion [email protected] where we encourage networking What activities, benefi ts, etc. • BUSINESS ANGELS: and sharing knowledge about are gained as a member of this [email protected] the automotive sector, in all new club? • FAMILY BUSINESS: its possible aspects. We could The members of the Automobile [email protected] summarize the main objectives Club will be able to participate • ESPAI VICENS VIVES: like this: in different activities which [email protected] are planned over the year. • FINANCE AND MANAGEMENT CONTROL: • Create a space for meet- The chance to participate in clubfi [email protected] ing and exchanging ideas, debates, round tables, as well • TOURISM MANAGEMENT: experiences, and opinions as activities such as driving [email protected] among ESADE alumni, both for courses are among some of professionals in the sector as the options under way for Club • REAL ESTATE: well as anyone who has a per- members. Not to mention that [email protected] sonal interest in the sector. interacting with other alumni • CULTURAL INDUSTRY: • To make available to ESADE who are connected with this sec- [email protected] Alumni knowledge about best tor is also an important benefi t • MARKETING: practices in the fi eld of auto- for members. [email protected] mobiles in all types of organi- • CHINA & GLOBAL BUSINESS: zations and in every aspect. [email protected] • Bring the business and public • BUSINESS & SOCIAL RESPONSIBILITY: aspects closer and look at [email protected] them more in depth. • OPERATIONS: • Encourage professional devel- [email protected] opment, training and participation of ESADE alumni in • HUMAN RESOURCES: the automotive sector, in its [email protected] different functional areas. • HEALTH & PHARMA: • Collaborate with ESADE and [email protected] ESADE Alumni in their respec- • INSURANCE: tive areas of action. [email protected] Who is the club designed for? Any member of ESADE Alumni who has a professional connec- tion with or a personal interest in the automotive sector, in its different aspects, and wishes to form part of the Club. We are looking for dynamic people, with interests within this sector If you want to know more or are interesting and who want to share knowl- in joining the Club, contact them at [email protected] edge. It’s worth mentioning that 15 FUNCTIONAL AND SECTORAL CLUBS ACTIVITIES

Automobile Club

06/26/2007 Formula 1, sports or business with the participation of Vicenç Aguilera, Corporate Director of Research & Development at Ficosa International.

BIT Club

10/04/2007 The Internet Strategy of Telecommunications Operators by Adrián García Nevado, sales director of Telefónica. Financial Management and Control Club

05/29/2007 Keys for optimizing management of real estate assets. 4th session of the Conference Series on Management of Wealth, by Sigfrido Herraez, vicepresident of the Rayet Group and Mikel Echavarren, managing director of IREA.

Communications Club

06/21/2007 Enigmas of the MediaPro communications group according to Jaume Roures, Communications businessman and current owner of the MediaPro group.

Law Club

07/11/07 Presentation of the ESADE Law Alumni awards, with attendance from Esther Giménez Salinas, vice-chancellor of the Ramon Llull University.

09/17/2007 Fiscal incentives for the internationalization of the Spanish business was the ﬁ rst session of the course on ﬁ scal incentives.

Tourism Management Club

06/18/2007 The Barcelona airport: key to Catalonia’s More information at future with Joan Gaspart Solves, Member of www.esadealumni.net the Executive Committee of the Barcelona ➔ Ongoing Training Chamber of Commerce; Carlos Medrano, ➔ Club and Chapter Conferences Expert in Airport Management, and José María ➔ Archive Llodrà, General Manager of Air Comet.

16 FUNCTIONAL AND SECTORAL CLUBS ACTIVITIES

Espai Vicens Vives

05/24/2007 Going global: economic challenges for Catalonia and its international exposure by Joaquim Boixareu, president of FemCat and managing director of Irestal Group.

Insurance Club

10/09/2007 Spain’s strategy for safety and health on the job (2007-2012), a debate session on proposed courses of action.

Family Business Club

10/04/2007 Luis Rojas Marcos, worldwide psychiatry guru spoke on uncertainty, happiness, conquering fears, optimism, group relations and communication.

China Business Club

06/13/2007 Presentation of Eugenio Bregolat’s book: The Second China Revolution, led by author Eugenio Bregolat.

Business Angels Club

06/13/2007 III Business Angels Forum.

Real Estate Club

06/19/2007 VII Annual Dinner of the Real Estate Sector, with the attendance of Salvador Alemany, managing director of ABERTIS.

More information at www.esadealumni.net ➔ Ongoing Training ➔ Club and Chapter Conferences ➔ Archive

17 FUNCTIONAL AND SECTORAL CLUBS ACTIVITIES

Other Marketing Club events 10/04/2007 Academic session of the LAW CLUB Marketing Leaders awards, where the Marketing Professionals • 06.19.07. Wealth and inheritance Association, in collaboration with taxes at a luncheon-colloquium with the Marketing Club, presented members of the Catalonian parliament’s the winning companies in the Commission on Economics, Finance and XXXIV celebration of the Marketing Budget. Leaders awards. • 07.04.07. Alternext: alternative stock market for ﬁ nancing the small and 09/26/2007 mid-sized company with the participa- From strategy to action in sales tion of Nathanaël Mauclair, Internatio- and marketing management: nal Listing, Euronext; Peter Houdelet, success stories in the SME, partner of BDO Audiberia; Julio Veloso, a lecture dealing with success stories in the SME. partner of Rodés & Sala Attorneys; An- toine Rimpot, Managing Director Avenir Finance Corporate, and Joshua Novick, president of Antevenio. Operations Club

MARKETING CLUB 10/09/2007 • 06.13.07. Sponsorship and sports. II LeaNNetwork, a forum for Colloquium and dinner with Alfa Romeo. debate on Lean Sigma© and other productivity improvement • 06.20.07. The manufacturer-distributor methodologies which are in relationship. use in Spain. • 06.21.07. Private aviation: new strategies in the aeronautics sector, by Jacint Puigmartí, sales director of Corporatejets XXI • 06.27.07. The challenge of capturing Human Resources Club and Health & Pharma Club customers and establishing customer loyalty in public transport: the TMB 07/03/2007 case according to Constantí Serrallonga The current and future proﬁ le of the executive in the pharmaceutical Tintoré, Managing director of Transpor- industry by Natalia Arizcuren, Human Resources Manager of AMGEN S.A.U., and Rafael Martí, Corporate Manager of Human Resources, Laboratorios tes Metropolitanos de Barcelona (TMB) Almirall, S.A.

OPERATIONS CLUB Find e-mail contact information for the clubs at www.esadealumni.net ➔ Alumni network • 06.13.07. Shopping around China. Sponsors INSURANCE CLUB Activities of the Functional and Sectoral Clubs are made • 05.29.07. Mutualize vs. De-mutualize: the possible thanks to support from the following companies: future of mutual insurance companies. Health and Pharma Club Family Business Club Business Angels Club

CHINA BUSINESS CLUB • 07.12.07. Mergers and Acquisitions in China: Financing and execution ac-

cording to Allan Liu, President of YPO, Marketing Club HR Club Operations Club BIT Club Shanghai

More information at www.esadealumni.net ➔ Ongoing Training ➔ Club and Chapter Conferences ➔ Archive 18 FROM ESADE ALUMNI

More prominence for members New ESADE Alumni portal: www.esadealumni.net

NOTING THE CHANGING TREND IN THE WORLD OF INTERNET, ESADE ALUMNI LAUNCHES ITS NEW PORTAL WITH MORE PROMINENCE FOR ALUMNI, ALLOWING THEM TO PARTICIPATE IN STRENGTHENING AND ENRICHING THE BONDS OF OUR NETWORK.

ntil now, most website All this with a new look, much members the tools they need to content has been gener- more orderly, modern, dynamic connect with each other and to U ated by the organizations and fresh. work together, with emphasis on themselves; however, the move the user. from website 1.0 to 2.0 allows WHAT’S NEW users to make comments, oth- Alumni comments: The new website is defi ned as an online, ers to add more comments in On the new website, alumni reply, and the information to be members can upload their com- participative space where it is possible to post hosted on one or more serv- ments about the events and information and establish social relationships ers. Furthermore, with the rise news that are published, taking across the entire alumni network in contributors, content is more us one step forward in encourag- easily renewed and networking ing group participation. In the project’s second phase, is made easier. The new ESADE targeted for the beginning of next Alumni portal stems from the Club and chapter pages: year, alumni participation will fur- idea that all members can share Each club or Chapter will have its ther increase with the latest tech- information, without it coming in own page where members can nology in communication tools. one direction from ESADE Alumni fi nd all the information, where to its members (as has been the their respective president can case till now). post news and where they can So it is that the new website is make comments in reply. defi ned as an online, participative space where it is possible to Calendar of Activities: post information and establish To quickly fi nd scheduled activities. social relationships across the The new ESADE Alumni web- entire alumni network. site structure seeks to offer

“Join in Objectives of the new on the Net” website, point by point • Alumni participation in the website: bi-directional communication which enriches the network. • Relational portal where you can search for and ﬁ nd alumni or content through a more complete directory and search engine. • Networking, now also through the website.

20 FROM ESADE ALUMNI

ESADE Alumni and the Alumni Association of ICI formalize their partnership

ESADE Alumni and the Alumni Association of the Instituto Comercial de la Inmaculada (ICI) signed an agreement on October 10, 2007 to establish a partnership between the two associations. The act took place at ESADE Alumni, in Barcelona, with the presence of Germán Castejón (Lic&MBA 81), president of ESADE Alumni; Joan Ros Petit, president of the Alumni Association of ICI; and Marcel Planellas (PMD 87), ESADE registrar and member of the ESADE Alumni Board of Directors. After sharing a few words, Castejón and Ros proceeded to formalize the agreement in the presence of the attendees.

Deutsche Bank donates 7,660 euros to the ESADE Alumni The ICI forms part of the Spanish Federation scholarship fund of Jesuit Alumni Associations and boasts a total of 1090 members. From its beginnings, The ﬁ nancial entity Deutsche Bank handed over a check the association has desired to encourage re- in the amount of 7,660 euros on June 22, designated lationships with different Alumni Associations for the ESADE Alumni scholarship fund. of Spain, for communication and collaboration. The presentation took place during a meeting with par- In addition to promoting and complementing ticipants from Deutsche Bank, Jordi Zaragoza, Commer- the academic and professional development of cial Manager of Associated Banking, eastern area, and alumni. Alfonso Fuertes, Marketing and Private Clientele Man- So it is that a partnership is formalized ager; and from ESADE Alumni, Xavier Sánchez (Lic&MBA between two associations who share the ob- 97), Director of ESADE Alumni; Isabel Menéndez (EDIEF jectives of improving the professional compe- 07), Head of Finance, and Isabel Rallo (Lic&MBA 99), tence of alumni, encouraging social relations Head of Business Relations. and cooperation among members and orient- ing them in the development of their careers. With this agreement, ESADE Alumni ratiﬁ es its importance as a professional group with vol- untary membership in the nation of Spain, and takes its place as a standard among business schools in Europe. 21 ALUMNI FOR SOLIDARITY 2nd cycle of the Consultants for Solidarity Initiative

AFTER THE ENTHUSIASTIC his year six new projects will to-person skills, and who support take place in Barcelona and Alumni for Solidarity’s mission RESPONSE FROM BOTH THE T two more in Madrid. of collaborating with non-proﬁ t ALUMNI AND THE THIRD SECTOR In total, 8 new projects will be organizations in order to attain ORGANIZATIONS LAST YEAR, THE carried out over the 07-08 acade- a more just, more sustainable 2ND CYCLE OF THE CONSULTANTS mic year. These are made pos- world. sible thanks to the collaboration FOR SOLIDARITY INITIATIVE HAS of sponsors who have conﬁ dence The NGOs participating in the BEEN INITIATED. in our management and person- 2nd Cycle are:

In Barcelona In Madrid

GREENPEACE Known by all, it works RED FOUNDATION ADSIS FOUNDATION COMTAL FOUNDATION mainly for the defense Works to attain social and work Involved with poverty and social Over 125 years working for the of planet Earth. integration of persons at high risk for exclusion worldwide. education of children and young people social exclusion. in Catalonia.

INTERED Carries out socio-educational CASAL DELS INFANTS EDUCATION WITHOUT OJOS DEL MUNDO FOUNDATION projects in 16 countries in order to DEL RAVAL BORDERS ASSOCIATION Helps people in poor countries who promote social change based on Works for concrete, lasting Demonstrates solidarity with the most have visual deﬁ ciency and are without values such as solidarity, justice, improvements in the quality of life of disfavored and marginalized human and ﬁ nancial resources to receive quality equality and respect for human children, youth, and families at risk, and cultural groups, promoting education in ophthalmological care through their rights and interculturality. in the communities where they live. third-world countries. local health services.

New this year, 2007-2008 Film Forum, a tool for refl ection This year, within the Alumni for include solidarity, education, busi- Solidarity project, a Film Forum ness and society and intercultur- has been initiated with the objec- ality. The fi rst session took place tive of converting these show- October 30th with the showing of ings into a tool for refl ection and selections from the documentary IF YOU ARE ALREADY WORKING OR debate among ESADE alumni and Invisibles, from Doctors without COLLABORATING IN PROJECTS FOR teachers who attend the different Borders and produced by Javier SOLIDARITY WE WOULD LIKE TO HEAR FROM YOU: sessions. Topics addressed will Bardem. Contact us at [email protected] 22 ALUMNI FOR SOLIDARITY

Consultants for Solidarity Closing

From left to right at the head table: Speaking at the event were Alfred Vernis (Lic&MBA 88), as head of training from ESADE’s Institute for Social Innovation; Ignasi Carreras (SEP 06), ceremonies for Director of the Institute for Social Innovation; Germán Castejón (Lic&MBA 81), president of the ESADE Alumni Board of Directors and Sonia Navarro the 1st cycle (MBA 01), Director of the Alumni for Solidarity project. in Barcelona and Madrid

IN ORDER TO BRING CLOSURE TO THE DIFFERENT PROJECTS FROM THE CONSULTANTS FOR SOLIDARITY INITIATIVE, CLOSING CEREMONIES FOR THE FIRST CYCLE WERE HELD DURING THE MONTH OF JUNE IN BARCELONA AND MADRID.

Alfred Vernis (Lic&MBA 88), head of training from ESADE’s Institute for Social Innovation, during his address at the Closing ceremony in he event was well attended in both cities, with Barcelona participants from the Initiative joined by others T interested in future involvement. After an informative address from those directly in charge of the Consultants for Solidarity Initiative, a representative from each of the projects gave some words of personal testimony. The objective was to get to know ﬁ rst hand the consultants’ experience as well as that of the participating NGOs. After these testimonies, and thanks to the sponsorship of DKV, diplomas and gifts were awarded to all participants, and the event was closed with a light snack and the chance

for all the guests to share their experiences. Those in charge of the closing ceremonies in Madrid were Josep Santacreu (PMD 89), member of the ESADE Alumni Board of Directors; Alfred Vernis (Lic&MBA 88), head of training from ESADE’s Institute for Social Innovation; Pedro Navarro (Lic&MBA 67), vicepresident of the ESADE Alumni Board of Directors and Sonia Navarro (MBA 01), Director of the Alumni for Solidarity project.

THE 1ST CYCLE OF THE INITIATIVE ESADE Consultants for Solidarity was made possible thanks to sponsorship from Farnington and DKV and the legal counsel of Virginia Cirera (Lic&MDE Awarding diplomas and gifts to participants 05), Cristina Gonzalez and Juan Cuerva. 23 TALKING TO

Isak Andic TALKS TO MARCEL PLANELLAS ABOUT MANGO’S GROWTH STRATEGY

he meeting with Isak Andic consented to holding this con- though we have been adapting took place in the new versation about Mango’s strat- along the way”, he clariﬁ es. For T Mango Design Hangar, a egy, but with no photographs. example, many of their current modern, open space where you The atmosphere is informal and customers are now 35, not 18, READING TIME: 6’ ﬁ nd the designers who prepare formalities are disregarded. The as was the case initially. But the next season’s collection, fact that Mango has always kept it is not only the target which surrounded by works of modern its initial concept of dressing is changing, but other aspects art. Despite the fact that Andic the “modern, urban woman” of the whole concept, such as does not receive interviews, he without diversifying seems like a fashion, distribution, interior good place to start the conver- design or the way their brand sation. Isak Andic comments image is conveyed. in reply, “not diversifying does This policy differs, however, not mean that we are rigid. It’s from that of Mango’s competi- important in life to have a clear tors, who have entered into the concept in mind and know that area of clothing for men or for formulas which you invent will children. “For the time being we not necessarily last a lifetime, have not done so, but it is true rather there is a constant evolu- that the concept we had in 1985 tion.” This is why Mango has has been adjusting and adapting committed itself to the young, to the circumstances at each daring woman, and has always moment. My message here 24 stayed under this umbrella, “al- would be this: it’s important to TALKING TO “The important thing is to have the concept clearly in mind, but the formulas must evolve”

THE FOUNDER AND EXECUTIVE PRESIDENT OF MANGO, ISAK ANDIC, TALKS ABOUT THE KEYS TO THE EXPANSION OF THIS MODEL SPANISH FIRM FROM THE WORLD OF INTERNATIONAL FASHION, IN CONVERSATION WITH ESADE REGISTRAR, MARCEL PLANELLAS (PMD 87).

have a very clear concept with- the fact that one of their main that franchisees, when open- out this meaning that you die challenges is to reach 3000 ing a store, if they were not from your own past success.” stores, Andic also indicates that very professional, might have One clear idea which Mango’s “our objective over the next four management problems, or when executive president further years is to double our turnover”. it came time for end-of-season clarifi es is that in no case would But how? Not only from in- discounts they might not know making for men or children crease in points of sale but also how to take advantage of these mean “that you are giving in on by “increasing sales within the for emptying their stocks and your initial idea, but rather that same square yards, something being able to properly receive under one single umbrella all we accomplished at around 10% new merchandise, and in some options are valid”. A state- last fall/winter.” This strategy cases there was not much cour- ment that may mean changes is accompanied by an increase, age about buying more product”. in the upcoming months, since, from 30-40%, of the number as Andic notes, “till now we of store openings, currently at “Our objective is to double have thought that, opening 250 about 150 per year with the stores per year, we didn’t need objective of reaching 200 in or- the turnover of Mango to take on these areas, but der to attain the sales increase in the next four years” we will have a surprise coming described above. “We want our next.” In fact, some time after stores to be much more profi t- Based on this diagnosis of the our conversation, Andic pub- able so that the franchisees who situation, we began to uncover licly announced that next spring invest in us will want to open the essence of our warehousing Mango will introduce its fi rst many more,” concludes Andic. system, where Mango sends the collection of men’s clothing. merchandise and the franchisee FRANCHISES WITH pays for each garment sold, this MORE STORES AND A FULL WAREHOUSE way from the beginning to the MORE PROFITABLE ONES In our conversation about end of the season they are not It is precisely this preview of the Mango’s strategy, we could short of anything, and it also coming months at the heart of not overlook such a key factor allows the company to control Mango that leads us to speak in the company as their ware- product while at the same time of the impressive growth rate of housing system for managing the franchisees make more the company, which has brought stocks of franchisees. Mango sales and more profi ts. This it to a current total of more was the initiator of this system was a change in mentality that, than 1015 stores in 90 coun- which later has been adopted according to Andic, “nearly dou- tries around the world. Despite by other franchises. “We felt bled the sales of our franchis- 25 TALKING TO

es”. Along with management sation on the human element of WE WILL NOT GO PUBLIC Andic discards this idea for the of franchisee stocks, Mango is the company. According to the As for its business model, Man- time being, arguing that “to also noted for its investment in company’s founder and execu- go’s growth has been constant go public you need a motive. logistics, including automated tive president, “it might appear over these more than 20 years, Some companies go public to distribution centers not only na- that we are the only ones doing and with a well differentiated look for fi nancing, or to look for tionally in Palau de Plegamans, the selling, but it isn’t so, be- strategy from its competitors. growth partners, but since we but also in New Jersey, Hong hind the scenes there are a lot The key to this growth, explains grow through franchising and we Kong and Singapore. This infra- of other people”. For example: Andic, lies in “fi nding a business have enough of our own funds structure will be expanded, says a travel agency, a lawyers’ prac- model that works”. He recalls to fi nance growth, I honestly do Andic, with the opening of a new tice, a team of 70 architects for that when he fi rst started he not fi nd any reason for Mango to distribution center in Parets del the new store projects that we visited the factory of one of the go public. Therefore, as long as Vallès, designed by Siemens, have every year, more than 60 most important textile business- this situation continues and they with the latest technology and or 70 that have to be renewed men of the day, who was thrilled let me continue to run the place, which currently is considered to annually. Even advertising is to show him the workshops and we will not go public”. be one of the best in the world. designed and produced inter- the machinery. By contrast, What most surprised Andic the nally. All together, about 7,000 he gave little importance to last time he visited was that direct Mango employees, who the salespersons, who were “you cannot hear a single sound together with the franchises and kept in little offi ces. “Today the when it is full operation.” Hav- other personnel, total the fi gure important thing is not manufac- ing these distribution centers of 22,000. turing, but the ability to develop in several parts of the world is These data also refl ect that hu- a concept and know how to basic for being able to support man resources are a key factor market it.” From this refl ection, Mango’s growth and to triple the for Mango. Isak Andic puts it Andic concludes that “Mango number of points of sale, one this way: “if this company is is my obsession, and if I see of the main objectives over the where it is, it’s because of its any idea that might be good for next few years. people. That is why we are in us, I apply it. In the beginning contact with the best schools in I thought of having a person in FOR MORE INFORMATION: TALENT IS KEY the world, like ESADE, and also each country to open new fran- Beyond management of stocks, –in order to fi nd and hire the best chises, with very high incentives FLASH TEXTIL ESADE GUÍAME! one key has to do with using talents—we have created an for each new franchise that was http://www.esade.es/guiame/ information systems for trace- award for young designers which obtained, and these franchisees fl ashes/sectoriales/textil/ ability, making it possible to is the most signifi cant in the are the people who work with us know where product is at every world”. This leads him to make to get more customers”. CASES moment. These systems are the following conclusion: “I am The fi nal stretch of the conversa- Franch, J. (2006). “Mango: The the product of a team of 250 convinced that the problem today tion was devoted to speaking US market”. ESADE Business computer programmers who is human resources, since, even of Mango possibly going public, School Hugas, J.; Giménez, C. devote themselves to making though the standard is better a topic which much (2007). “Mango: Una logística Mango’s own programs, as if it than some years ago, we has been written sostenible”. ESADE Business were a small company. From are still far from where about in recent School this point we focus the conver- we would like to be”. years. However,

Isak Andic

Marcel Planellas (PMD 87) Isak Andic, born in Istambul, moved with [email protected] his family to Barcelona at 16 years of Registrar of ESADE, he was age. While studying, he began to sell president of the teaching faculty T-shirts to his friends and later at and professor in the department of Business Policy during more points of sale in shopping centers. than twenty years, where he was In 1984, together with his sister the Director on two occasions. Nahman, he founded Mango and He has a doctorate in Econom- opened its ﬁ rst store on the Paseo ics and Business Sciences (UAB) and an undergraduate de Gracia in Barcelona. Twenty-some degree in Modern History (UB). years later, Mango is a multinational Principal researcher for an company present in 90 countries, ESADE-Universitat Ramon Llull invoicing 1.3 billion euros. Andic is research group on Entrepre- one of the primary shareholders and neurial Initiative. He is also an independent adviser for member of the Board of BancoSabadell 26 several Boards of Directors. and of the construction ﬁ rm Habitat. DEBATE “India or China: who will be the Asian leader of the future?”

IT’S NOTHING NEW TO AFFIRM THAT CHINA AND INDIA WILL VIE FOR ECONOMIC DOMINANCE IN THE GLOBALIZED MARKET THAT HAS TAKEN SHAPE. BUT WHICH OF THE TWO IS MORE LIKELY TO ASSERT ITSELF AS THE TOP ECONOMIC POWER?

“Each has its own Ivana Casaburi starting point and Full Professor of the Marketing course of action, Management Department but they are complementary” “INDIA HAS AN ESTABLISHED DEMOCRACY Ivana Casaburi AND TRANSPARENT CAPITAL MARKETS” [email protected]

ust a few weeks ago a Goldman Sacks report stated that it is no longer so accurate to say that “when the United States sneezes, JEurope catches a cold”. In recent times the map of global growth has shifted. New players such as China and India have appeared, with Brazil, Russia and Turkey also joining in. It is estimated that, if China and India continue growing at the current rate, in 2050 the two together will produce half the economic wealth of the planet. China has had faster and more direct growth, although the chief analysts agree that in the long run India is a safer bet for business. It is not easy for a foreign business to enter the Indian market, but, unlike China, it has an established democracy, transparent capital markets, and legislation which protects intellectual property rights, still an outstanding issue in China. In any case, its primary asset is its population: in India, there are 570 million persons under the age of 25, while China, with its one-child policy, is no longer a young nation. India also has a highly qualiﬁ ed labor force with mastery of the English language, an emerging middle class and high technological development. To its detriment: bureauc- racy and infrastructures. China aspires to have a predominant role in Asia, and it wants no competitor. For this reason India has adopted the old slogan, “if you can’t beat them, join them”. Each has its own starting point and course of action, but they are complementary. China, the world’s manufacturing plant, has found in India the global ofﬁ ce that it needs. Moreover, India still has its door half open to business with Europe. Sectors with the best export opportunities for Spanish businesses are: food and food processing, chemical and pharmaceutical, machinery and electrical material and telecommunications. In terms of investment, opportunities center on automobile parts and electrical machinery and in privatization processes in sectors such as electricity, civil aviation, railroads and highways. The question is, will China and India continue the pace of economic development in a context of social stability? The risk that both countries are facing is social and political instability and this will no doubt affect the direction of the economy. 28 Juan M. Cortina “The Chinese economy President of the ESADE Alumni is more integrated in the China & Global Business Club world economy through international commerce “THE GDP PER CAPITA IN CHINA IN 2006 WAS and investment” ALREADY 2.2 TIMES GREATER THAN IN INDIA” Juan CortinaCortina (EMBA 04) [email protected]@alumni.esade.edu

udging by the levels of direct foreign investment (DFI) that China receives, along with average GDP growth rates of 9% over the last Jdecade, it seems unlikely that India could reach similar growth levels, at least not in the next few years. Foreign investment (60 Bil- lion USD in DFI in 2006, ten times greater than that received by India), for the time being, sees more opportunity and fewer obstacles in the nation of the dragon. Furthermore, although India may be experienc- ing spectacular growth, the Chinese economy is more integrated in the world economy through international commerce and investment. In contrast to the strategy of industrial growth and development adopted by the Chinese government, India has focused its development on services and on private initiative. The latter, together with the commercial focus of its businesses and better standards of corporate governance, has permitted India to have more effi cient growth (7% on an investment of 25%/GDP, as compared to China’s 9% on an investment of 40%/GDP). But the reality is that while GDP per capita for both countries was comparable in 1990, in 2006 China’s was already 2.2 times greater than India’s. It is important to point out that China began its transformation a dec- ade before India. A profound transformation focused on investment in infrastructures and in modernizing the country, and the results are already here. On the negative side, one could speak of risks arising from increasing differences between the rural areas and the cities. But social indicators clearly refl ect improvement in living conditions for the average Chinese citizen. Moreover, the social issue is also quite relevant in India. China is now addressing new horizons in its transformation and is relying on new initiatives, such as investment in human capital and in innovation, already dedicating an R&D budget greater than the EU for this purpose. But surprisingly, one of the initiatives already under way is development of close commercial and industrial ties with India. Comparisons aside, the truth is that both countries are fi rst-tier global players. The question that the West should ask is not which of these two countries will lead Asia, but rather what countries will be the global leaders of the future. Let that be a word to the wise. 29 DOSSIER Open to the world

epresenting a world class as can be seen in the information by ESADE Alumni to strengthen standard in training today shown on these ﬁ rst two pages of the alumni network around the requires an international the Dossier. The objective: helping world and build relations through ESADE has collaboration agreements R with 92 universities and business atmosphere. That is why ESADE students to have an international the Chapters and Delegations. schools on ﬁ ve continents. • Partnership in International has carried out a substantial experience in addition to receiving Management (PIM) / Community internationalization process – and students from every corner of the of European Management Schools (CEMS) successfully, as the principal planet. A clear example can be • Bilateral Agreement rankings would indicate. On one seen on the following two pages hand, there has been intense where we show the 19 nationali- effort to establish agreements ties found in a single MBA with other universities and busi- class. And last but not ness schools on all continents, least, all the work done

NORTH AMERICA École des Hautes Études Commerciales de Montreal Montreal, Québec, Canada McGill University, Desautels Faculty of Manageement Montréal, Québec, Canada New York University, Ro- Queen's University, Queen's School of bert F. Wagner Graduate Business School of Public Service Kingston, Ontario, Canada New York United States University of British Columbia, Sauder Rensselaer Polytechnic Ins- School of Business titute, Lally School of Manage- Vancouver, British Columbia, Canada ment and Technology Troy, University of Western Ontario, Richard New York, United States Ivey School of Business Southern Methodist University, London, Ontario, Canada Edwin L. Cox School of Business York University, Schulich School of Dallas, Texas United States Business University of California Los Angeles, Toronto, Ontario, Canada (UCLA), The John E. Anderson Graduate Babson College, Babson Park School of Management Wellesley-Massachusetts, United States, Los Angeles, California, United States Brandeis University, Graduate School of University of Chicago, Graduate School International of Business Economics and Finance Chicago, Illinois, United States Boston, United States University of Florida, Warrington College Case Western Reserve University, Wea- of Business Administration therhead School of Management Gainesville, Florida, United States Cleveland, Ohio, United States University of Illinois at Urbana-Cham- Cornell University, Johnson Graduate paign, College of Commerce and Busi- School of Management ness Administration Ithaca, New York, United States Urbana-Champaign, Illinois, United States Duke University, The Fuqua School of University of Maryland, Robert H. Smith Business School of Business Durham, North Carolina, United States Maryland, United States Emory University, Roberto C. Goizueta University of Michigan, Ross School of Business School Business Atlanta, Georgia, United States Ann Arbor, Michigan, United States Fordham University, Graduate School of University of North Carolina at Chapel Universidad de Chile, Business Hill, Kenan-Flagler Business School Departamento de Ingeniería Industrial New York, United States Chapel Hill, North Carolina, United States Santiago de Chile, Chile The Garvin School of International Mana- University of Minnesota, Carlson School INCAE gement, Thunderbird of Management Costa Rica, Costa Rica Glendale, Arizona, United States Minneapolis, Minnesota, United States LATIN AMERICA Instituto Tecnológico de Estudios Georgetown University, The McDonough University of Southern California, Marsha- Universidad Torcuatto Di Tella, Superiores de Monterrey (ITESM), School of Business ll School of Business School of Busines Graduate School of Business Washington DC, United States Los Angeles, California, United States Buenos Aires, Argentina Administration and Leadership (EGADE) Indiana University, Kelley School of University of Texas at Austin, McCombs Fundação Getulio Vargas, Escola de Monterrey, México Business School of Business Administração de Empresas de São Paulo Instituto Tecnológico Autónomo Bloomington, Indiana, United States Austin, Texas, United States São Paulo, Brazil de México (ITAM) Loyola University, Joseph A. Butt, S. J. Vanderbilt University, Owen Graduate Pontiﬁ cia Universidad Católica de Chile, México D.F., México College of Business Administration School of Management Escuela de Administración ESAN Louisiana, New Orleáns, United States Nashville, Tennessee, United States Santiago de Chile, Chile Lima, Perú New York University, Leonard N. Stern Washington University in St. Louis, John Universidad Adolfo Ibáñez, Instituto de Estudios Superiores School of Business M. Olin School of Business Escuela de Negocios de Administración (IESA) 30 New York, United States St. Louis, Missouri, United States Valparaíso, Chile Caracas, Venezuela DOSSIER

EUROPE Norwegian School of Economics and ASIA Indian Institute of Management at Wirtschaftsuniversität Wien Business Administration Beijing Center for Language & Culture, Lucknow (IIML) Vienna, Austria Bergen, Norway China Lucknow, India Université Catholique de Louvain, Warsaw School of Economics (SGH) Beijing, China Indian School of Business (ISB) Institut d’Administration et de Gestion Warsaw, Poland BiMBA Program at Peking University Hyderabad, India Louvain-la-Neuve, Belgium Stockholm School of Economics Beijing, China International University of Japan, Gra- Prague University of Economics Stockholm, Sweden China Europe International Business duate School of International Manage- Prague, Czech Republic Universität St. Gallen, Graduate School School (CEIBS) ment Copenhagen Business School for Business Shanghai, China Niigata, Japan Copenhaguen, Denmark Administration, Economics, Law and Chinese University of Hong-Kong, Facul- Kyung Hee University, The Graduate Helsinki School of Economics Social Sciences ty of Business Administration School of Pan-Pacifi c International Helsinki Finland St. Gallen, Switzerland Hong Kong, China Studies EM Lyon, Groupe ESC Lyon Erasmus Universiteit – Rotterdam Fudan University, Fudan School of Seoul, Korea Lyon, France School of Management Management Yonsei University, Graduate School of HEC School of Management Rótterdam, The Netherlands Shanghai, China International Studies Paris, France Cranfi eld School of Management Hong Kong University of Science and Seoul, Korea Universität zu Köln, WisoFakultät Bedford, United Kingdom Technology, The School of Business and Universiti Sains Malaysia Cologne, Germany London School of Economics and Politi- Management Pulau Pinang, Malaysia WHU–Koblenz, cal Science Kowloon, Hong Kong, China Asian Institute of Management Otto-Beisheim Graduate School London, United Kingdom Tsinghua University, School of Econo- Philippines, Philippines Vallendar, Germany The University of Manchester, mics & Management Nanyang Technological University, Nan- Corvinus University of Budapest Manchester Business School Beijing, China yang Business School Budapest, Hungary Manchester, United Kingdom Indian Institute of Management at Singapore, Singapore Reykjavik University University of Edinburgh, Management Ahmedabad (IIMA) National University of Singapore, NUS Reykiavik, Iceland School and Economics Ahmedabad, India Business School University College Dublin, Michael Smur- Edingurgh, United Kingdom Indian Institute of Management at Singapore, Singapore fi t Graduate School of The University of Warwick, Warwick Bagalore (IIMB) Singapore Management Business Business School Bangalore, India University (SMU) Dublín, Ireland Coventry, United Kingdom Singapore, Singapore Università Commerciale Luigi Bocconi, Thammasat University, Thammasat SDA Bocconi Business School Milano, Italy Bangkok, Thailand

THE MIDDLE EAST Tel-Aviv University, Leon Recanati Gradua- te School of Business Administration Tel-Aviv, Israel Kuwait University, College of Busi- OCEANIA ness Adminis- University of Melbourne, tration Melbourne Business School Kuwait, Kuwait Melbourne, Australia University of New South Wales AFRICA and University of Sydney, University of Cape Town, Australian Graduate School The Graduate School of Business of Management (AGSM) Cape Town, South Africa Sydney, Australia University of Witwatersrand, University of Otago, Wits Business School School of Business, Dunedin Johannesburg, South Africa Dunedin, New Zealand 31 DOSSIER The world inside ESADE

8 9

1 3 2 5 6 7

4 10

14 11

1. Carlo > ITALY 2. Angela > USA 3. Edgardo > CHILE 4. Alexandra > BELGIUM 5. William > U.K. 6. Patricia > ITALY 7. Cristian > SPAIN 8. Jose Maria > PORTUGAL 9. Alex > SPAIN 10. Matthew > USA 11. Omar > EGYPT 12. Felipe > COLOMBIA 13. Deepak > INDIA 14. Tomas > SWEDEN 15. Jaume > SPAIN 16. Cormarc > U.K. 17. Marc > FRANCE 18. Jeffrey > ITALY 19. Luis Alfonso > SPAIN 20. Said > UNITED ARAB EMIRATES 21. Andrea > BRAZIL 22. Jarrod > CANADA 23. Ketill > ICELAND 24. David > U.K. 25. Maria > PORTUGAL 26. Aldan > SOUTH AFRICA 27. Daniela > ARGENTINA 28. Elena > SPAIN 32 DOSSIER

This is a picture of “the world inside ESADE”, in other words, the multitude of nationalities that coexist in the school’s classrooms and which are a clear reﬂ ection of the strong internationality value which distinguishes ESADE and its students. A good example is this picture of students from the One Year MBA, where we ﬁ nd 19 different nationalities.

15 17 19 20

24 22 18 16 23

26 27 25

33 DOSSIER

CHAPTERS ESADE ALUMNI

MEXICO [email protected] President: Javier Mérida (Lic&MDE 90) Board of directors: Fernando Cortina (Lic&MDE 80), Emilio Vera (MBA 01), Walid Aridi (MBA 01), Rafael Castelltort around (MBA 05), Javier Esplá López del Rincon (MBA 03), Josep Manuel Fabra (MBA 94)

U.K. the world [email protected] President: Jaime Enrique Hugas (Lic&MBA 94) Board of directors: Jorge Alcover (Lic&MDE 98), Lucy Hutchins (MBA 01), Graciela Fernández Pinto (Dir. Est. in Marketing 05)

THERE ARE NOW 95 COUNTRIES WHERE ESADE ALUMNI ARE PRESENT, AND ESADE ALUMNI BOASTS 20 CHAPTERS SPREAD AROUND THE WORLD, IN ADDITION TO 8 DELEGATIONS.

Countries where ESADE alumni are present

ESADE Alumni Chapters

Delegations ESADE ALUMNI CHAPTERS 34 DOSSIER

ARGENTINA VENEZUELA PERU UNITED STATES [email protected] [email protected] [email protected] (delegations in New York, Los Angeles, President: Carlos Precali (Lic&MBA 93) President: Juan Francisco Mejía (PMD President: Jorge Flores (MBA 06) Miami and Chicago) Board of directors: Carlos Sicurello (Mas- 91) Board of directors: Manuel del Carpio [email protected] ters in Bus Mgmt-ICDA 01), Fernando Board of directors: César Groce (MBA Tamayo (MBA 88), Silvia Luperdi Bustos Presidents: Frederic Fournier (MBA 01) Fernández (Lic&MDE 99), Jorge Monzani 03), Víctor L. Jaramillo Gallo (Program (MBA 02), Javier Fernández Núñez (Mas- for New York, Tyler Newby (MBA 06) for (Masters in Bus Mgmt & Adm.-ICDA 01), in Commercial Law 04), Daniel Vanegas ters Mktg Mgmt 02) Los Angeles, Ari Baetiong (MBA 04) for Roberto DeStefano (PDE 04), Jorge (Masters in Financial Mgmt 04), Damir Miami and Melissa Spencer (MBA 99) for Kawaguchi (PDE 04), Cecilia Guzmán Sancevic (Program of Management BRAZIL Chicago (PDE) Development 94), Óscar Larrain (Masters [email protected] Intl Comm 90) President: Gustavo Chicarino (MBA 95) ITALY CHINA Board of directors: Josep M. Buades [email protected] [email protected] FRANCE (MBA 00), Thiago Oliveira (MBA 06), President: TBC President: Sergi Monros (Lic&MBA 97) chapter [email protected] Miriam Cloquell (MBA 99) Board of directors: María Sala (Lic&MBA President: Xavier Castañer (Lic&MBA 92) SWITZERLAND 97) Board of directors: Olivier Lefevre COLOMBIA [email protected] (Exchange program MBA 03), Xavier [email protected] President: Marlene Schara (Lic&MDE 04) GERMANY Sanchez (Lic&MDE 97), Jerome Lacombe President: Iván Fernando (MBA 04) Board of directors: Nicole Curti (MBA [email protected] (MBA 04), Xavier Picanyol (Lic&MDE 05), 05), Ignacio Franquesa (MBA 95), Queralt President: Stefan Hoerster (MBA 03) Nicolas Maigne (MBA 05), Joaquin Muñoz BENELUX Vila y Canal (Lic&MDE 07), Fernando Ju- (Lic&MDE 96), Miguel García Ruiz (MBA Board of directors: Tobias Kosten [email protected] noy (Lic&MDE 03) and Carolin Saktreger 01), Santiago Tintoré (Lic&MDE 88) (MBA 04) President: Kristof Schiepers (MBA 04) (Lic&MDE 04) Board of directors: Mark Wetzels (MBA ANDORRA CHILE 04), Soﬁ e Janssen (Masters Intl Law 05), [email protected] [email protected] Mahias Slabbinck (Masters Intl Comm President: Conrad Blanch (MBA 82) President: Nicolás Williams (MBA 00) 92), Borja Varela (Ip&It 05) Board of directors: Joaquima Sol Board of directors: Humberto Garrido (Lic&MDE 80), David Hidalgo (MBA (MBA 99), Claudio Martínez (MBA 99) PORTUGAL 2000), Joan Prat (Mgmt Integral Servi- [email protected] ces, 95), Sonia Yebra (Lic&MDE 94) President: Vitor Duarte (MBA 04) Board of directors: Bruno Sampaio (MBA 99)

DELEGATIONS

TURKEY Delegate: Ignacio Anglada (MBA 05) ISRAEL Delegates: Gadi Lahav (MBA 05) / Ester Mosquatell (MBA 92) RUSSIA Delegate: Bertil Huger (Lic&MDE 97) ECUADOR Delegate: David Hatch (MBA 04) COSTA RICA Delegate: José María Tomás Ucedo (Lic&MBE 80) DUBAI Delegate: Muhammad Al-Sadek (MBA 07) INDIA Delegate: Rohit Ghandi (MBA 00) AUSTRIA Delegate: Manuel Herrera (MBA 03) If you wish to contact any of the delegations, please do so through [email protected] 35 Celebrating 50 years of ESADE XIII Annual ESADE Alumni Conference Barcelona

January 22, 2008 Gran Teatre del Liceu BUSINESS CASES 38

JOSEP M. LOZANO CSR READING TIME: 3’ business ethics research (2005). business ethicsresearch for theMSDAward Danone enUltzamawasawarded ﬁ ve notebooksandsevenbooks.Oneofthelatter, Hehaspublished human qualityoforganizations. with business’scontributiontosociety, andthe andteachinghasalwaysdealt UB. Hisresearch the inPhilosophyandLettersfrom and adegree theFacultaddeTeologíaTheology from deCataluña in degree theUB,anundergraduate Sciences from Lozano hasadoctorateinPhilosophyandEducational ofSocialSciences, inESADE’sDepartment Professor [email protected] the bigcompanies CSR notonlyfor WITHIN THE BUSINESS WORLD. BUSINESS THE WITHIN SEGMENT SIGNIFICANT A SMES, SOME TO SCOPE ITS OF EXPANSION THE IT WITH BRINGS IMPLICITLY RISE RAPID ITS AGENDAS. SOCIAL AND POLITICAL ECONOMIC, IN PLACE PROMINENT A OCCUPY TO COME HAS (CSR) RESPONSIBILITY SOCIAL CORPORATE YEARS, RECENT IN BUSINESS CASES

FOUR COMPANIES Four mid-sized companies were selected for the study; their existence in the market ranged from 9 years to more than 50.

T. Q. TECNOL, S. A. (TECNOL) Tecnol is part of the chemical supply sector for construction businesses. In this case, social he existence of this positive as well as other initiatives which responsibility of this business located in Reus context for progress in the David Murillo and I were able to (Tarragona) is based on promoting respect Tpractice of CSR among analyze in a study called “CSR toward society, personal satisfaction and customer trust. SMEs is confi rmed from the Eu- and SMEs: a commitment to ropean Commission itself, and by business excellence”. These social practices are applied both internally the growing number of initiatives and externally. For example, one of the internal actions addressed the issue of balancing work headed up by regional administra- CSR AMONG SMES and family life for organization employees. tions and local entities. With this context of change as The interest takes shape in a basis, analysis would become the form of new CSR awards, the starting point for future CSR PAVER, S.L. drawing up CSR measurement studies in this business segment. In the case of this Catalonian SME in the indicators adapted to the specifi c Companies that have been noted metallurgy sector, good practices are split reality of SMEs, the study of for their good practices and have between environmental and quality dimensions, perceptions among business been recognized for their social characterized by management of human leaders and the review of public and environmental initiatives are resources and by the degree of employees’ satisfaction at work. contracts from the standpoint of being examined. social and environmental criteria, All of this has the objective of The study concludes that for Paver, CSR is the right way to work, and the company is fully becoming familiar with their aware that its successes are momentary ones, experience, of identifying barriers that there is still a long road to travel and that and limitations which impede the search for excellence requires them to go implementation of such practices further in all the dimensions of CSR. and furthering our knowledge of the organizational culture that ASCENSORES JORDÀ makes these possible. This Barcelona-based SME, which offers services in installation, repair, improvements The study allows and preservation of elevators and escalators, furthering our has been applying social practices ever since knowledge of the its creation in 1953. The six areas where organizational culture social practices are taking place focus on workers and on responsibility for the product. For example, they seek to change the poor FOUR REALITIES public image caused by accidents occurring in From here, the study of the four the elevator sector, especially in SMEs. companies selected revolved around fi ve large axes: the origin EUROQUÍMICA de BUFÍ and PLANAS, S.A. of its social or environmental The founders of Euroquímica, dedicated to practices, the content of the production of coatings and paints for the concrete practices that have been industrial sector and for construction, have carried out, communication of already left a legacy of social statutes for the these practices, both internally business. For this reason, and according to the and externally, as well as results study, workers perceive the social measures and their evaluation and their which the company undertakes not as something perception of the term CSR. having to do with social responsibility, but Why these areas? Because simply “the way it’s always been done”. One they are fundamental for anyone of these measures is the search for avenues through which the entire staff can participate in who seeks to qualitatively study important company decisions. the vision and business culture of organizations which have developed CSR initiatives. In any case, it is worth noting that in this fi rst study no businesses 39 BUSINESS CASES

CSR

were selected from the so- priority on looking outward, in called social economy, such as the case of SMEs they take on cooperatives, labor companies mostly an inward focus. For their or placement services, also part, the company’s manage- excluded were business initia- ment directly links their ﬁ nancial tives promoted by NGOs or by results with the application of foundations. CSR practices, even if this is presented as perceived rather than RESULTS with objective evidence. Like- This study brings to light the im- wise, according to the study, CSR portance of the role and values application in the case of SMEs of the business founder when it can be seen as a process of comes to carrying out a certain moving toward the professionali- CSR practice in the company. zation of management, towards Likewise, it allows us to sug- integrated company management gest that, while CSR intentions which includes the intangible ele- in large companies place the ments of running a business.

For more information you can refer to the study at:

www.esade.edu/biblio/catalogo 40 ALUMNI ENTREPRENEURS

Goa Internet Services (Migoa) Internet and opportunities for business GOA INTERNET SERVICES (MIGOA) WAS HONORED LAST MARCH AMONG WINNERS OF THE RED HERRING 100 EUROPE 2007 AWARDS, FOR THE TOP 100 MOST INNOVATIVE BUSINESSES ON THE OLD CONTINENT. THIS COMPANY, WHICH HAS CREATED A VERTICAL INTERNET SEARCH ENGINE, WAS CREATED BY ORIOL BLASCO (MBA 04), ALONG WITH GARY STEWART FROM THE U.S. ALSO PARTICIPATING IN THE PROJECT ARE DÍDAC GIRIBETS (LIC&MBA 01), FROM THE COMPANY INMUEBLES E INVERSIONES MONGIR, AND ALBERT ARMENGOL (MBA 03), WHO ACT AS BUSINESS ANGELS.

igoa was born as an the U.S. market), in December initiative for creat- 2005 they identifi ed the vertical M ing vertical, thematic search engine market as their READING TIME: search engines for employment, target. The company was con- 4’ housing and automobiles. The stituted in April 2006, and the project took off in April 2005 fi rst product was launched in when U.S. entrepreneur and 2006, www.nuroa.es, a latest- Yale graduate Gary Stewart, generation, real estate search who had already managed a engine. real estate agency, and Cata- lonian engineer Oriol Blasco Why did you decide on informa- met at a gathering for entre- tion technology? preneurs. After carrying out Oriol: From the start, our objec- market research (especially on tive was to fi nd not just any kind of opportunity, but at all times we were focused on the market. For this reason we valued mar-

Oriol Blasco (MBA 04) and ket opportunities which had real Gary Stewart, creators of the MIGOA search engine growth potential. Dídac: This was precisely one of the aspects which most interested me in the project, the fact that it was a totally market-oriented product. When someone tells you that he has seen the demand and has the

42 ALUMNI ENTREPRENEURS

product to meet it, that’s when you make your move. This is much more interesting than a company that has a super prod- Internet and uct but no one to sell it to. At what point did Dídac Giri- bets come into the project as opportunities for business a business angel? Oriol: We met him in November 2006 thanks to another ESADE alumnus who introduced him to us at a networking event. In fact, we had been in contact for quite some time with several local business angels, but most of them, when they heard us mention Internet, said it would not be profi table. We had also started to contact international investors, but at that point the project was not yet mature enough. Gary: At fi rst Dídac commented that he did not have money to invest, but we went out to lunch Across the table, business angels Dídac Giribets (Lic&MBA 01) and Albert Armengol (MBA 03) converse with the creators of MIGOA. with him just the same and ex- plained the project to him. After two months he contacted us to Gary: Unlike horizontal search tional method, and then there say that he did want to invest. engines, nuroa.es limits its are the real estate companies. searches to websites from the The secret of the vertical search At that point, what amount of main real estate agencies and engine is to end up connecting money were you looking for portals with classifi ed ads and with the real estate companies, from external investors? real estate. This way it provides drawing out information from Oriol: Between 200,000 and 300,000 euros, especially for “Our objective was not to fi nd just any kind of fi nancing the fi rst development opportunity, but at all times we were focused on phase and then to begin with the market”, Oriol Blasco (MBA 04) marketing and sales. the user with the most complete them and then sending it to the What markets are you aiming results, all of them relevant and user when he or she enters to toward? precise, saving time and energy. look for it. From here, our future Gary: At this time we are in Oriol: Google is trying to pur- strategy involves adding all the Spain and Germany, where we chase a vertical search engine players, from the largest to the really have little competition. in the United States at a cost of smallest real estate company, Early in 2008 we will enter more than 40 million euros and for example. France and England, which are this shows that they understand also interesting markets. By con- the difference. trast, in the United States there Dídac: We might also say that are other products which are Google looks all through the competing among themselves, library, while we look on the since it is already a mature right shelf. market. However, none of these products reach outside the U.S., What is your business model and if they did, they would cer- based on? MIGOA tainly aim for England. Oriol: Basically on advertising. Activity: vertical search engine for real estate, employment, There are two types of players and automobiles What value does a vertical in the sector: fi rst, the big por- Founding team: Oriol Blasco (MBA 04) and Gary Stewart search engine add as com- tals, which are already adding Year established: 2006 pared to a horizontal one? information through the tradi- 43 ALUMNI ENTREPRENEURS

Furthermore, your project in- Joaquín Calaf (General Manager volves an international team… of Orbital BBDO) and Juan Luis Oriol: Yes, our team includes Hortelano del blog Tecnorantes, seven different nationalities: and since the end of May he also U.S., Pakistani, French, Nor- holds a part of the business. wegian, Brazilian, Russian and Albert: The project interested Spanish. This is the Internet ad- me because it really is in an vantage, it is not a market with expanding market. I would well-defi ned borders, but really a also have liked to receive this global one. support when I began in 2003, Dídac: This is true because a more diffi cult era for anything the culture clash for a company relating to Internet. dealing in Internet is not as great as it is for other products. I have When do you estimate that the experienced much stronger cultu- fi rst profi ts will come in, and ral clashes, for example, between where will you look for investors? a person from Barcelona and Oriol: According to our predic- another from Madrid. tions, the fi rst income will start coming in next February, always The latest addition to the busi- as a function of sales activity. ness was Albert Armengol, last As for investors, we are looking May. How did it happen? both nationally and internation- Dídac: I met Albert at ESADE ally. So far we have spoken Alumni and, since he has also with risk funds, and then there been an entrepreneur in the are the communication groups, Internet world, I thought that if which we are working with to try he affi rmed the project, it must to close some operation before really be something interesting. the end of 2008. All told, we At that point he became part of expect to have about 100 em- our advisory council, along with ployees within three years.

For entrepreneurs and businesses

ESADE ALUMNI BUSINESS ANGELS CLUB Its mission is to promote the creation and development of companies. Main objectives are to identify, recognize and support the business person, the entrepreneur and the business angel, disseminating knowledge and doing networking to channel the supply and demand of this particular group. For more information or to join the club, contact: [email protected]

ENTREPRENEURSHIP CENTER This Center brings together the different activities which ESADE carries out in the areas of business creation and family business, with the objective of fostering and spreading entrepreneurial culture among ESADE students and alumni and participants from different educational programs. The Center provides knowledge and skills needed for creating one’s own business. For more information contact Maria José Parada, [email protected].

If you are an alumni entrepreneur and have your own business, we would like to meet you. Contact at 44 [email protected] MY OPINION

Leave taxes alone!

ith the approach of the electoral levels, communications, administrative effi ciency, campaign, there will be increasing talk etc. All of these provide valuable “externalities” W about taxes, that is, about lowering taxes, for businesses and individuals who want to take which is what people like. But the topic of taxes on a business adventure. The issue (within a treated in isolation leads to false conclusions, framework of justice, which is assumed in a mature since the complete fi scal system includes two democracy), is not the level of taxes, but rather channels: tax collection and spending. Without tax how they are spent. It is better for the State to collection there can be no spending, and without create “externalities” rather than simply for taxes spending, collection has no social meaning and to be lowered. Benefi ts from the latter are lost becomes simply a plundering of citizens. The fi scal later on through poor administration and diffi culties system with its two complementary channels is encountered by new investment. an instrument for economic progress and social On the other hand, the list of the most effi cient, development. Both must go together, and how they competitive countries worldwide (such as we are combined determines the model of society that receive each year from the World Economic is being sought after. Forum in Davos) does not include countries with the lowest tax burden. On the contrary, the fi rst Countries with the lowest tax burden are positions are occupied by countries with a higher not exactly the countries which enjoy tax burden (other than the United States); they the highest levels of business activity produce public goods and services that help increase business productivity and the well being Additionally, it has been scientifi cally demonstrated of citizens. As long as the burden is not huge or that a reduction in tax rates does not encourage growing quickly, what matters is how the taxes are business activity. Countries with the lowest tax being spent. Without looking further, the increase obligations (less than 10% of GDP, as in many in Spain’s tax burden over the last thirty years Latin American and African countries) are not has grown proportionately to business activity exactly the countries which enjoy the highest and the well being of the people. Let’s leave the levels of business activity. What guarantees taxes alone. Every time laws are changed new the success of business activity is the increase loopholes are created, leading to litigation and in public goods: law and order, education at all tax evasion. Before changing the taxes, we must enforce what the law currently requires. And in any case, citizens and those in government should LUIS DE SEBASTIÁN [email protected] be concerned with how the intake is being spent Honorary professor of the Economics Department. Master of Science in on producing and distributing public goods and Economics from the London School of Economics and doctor in Political services which make the country more effi cient and Science from the UHE, Geneva. Former economist for the Interamerican Development Bank in Washington. He has published several books, more just. That’s what we should be talking about 46 articles for economics journals and for the general press. in the electoral campaigns. UPDATE EXECUTIVE EDUCATION ESADE and Stanford design a joint program on CSR ESADE and Stanford Graduate School of Business have jointly designed an Executive Education program in order for organizations to integrate Corporate Social Responsibility (CSR) into the business strategy.

The new program, “Corporate studies and success stories will Social Responsibility: Strategic teach course attendees princi- Integration and Competitive- ples that they can immediately ness”, designed by ESADE and apply in their companies. Given Stanford Graduate School of the increasing importance as- Business will be presented at signed to CSR topics, this jointly International programs ESADE on March 26-28, 2008. designed program from ESADE ESADE offers students a complete list of highly useful international programs Several experts on the subject and Stanford will not only beneﬁ t for their career: from ESADE and Stanford School course attendees, but also the • Social and Political Competencies for Managers of Business will be participating. companies which they work for, • Leadership of Change This new course will offer attend- since they will have the chance • Mergers & Acquisitions and Corporate Restructuring • Managing Change via Culture Reengineering: Managing by Values ees the chance to learn new key to share experiences and conﬁ rm • Doing Business Globally concepts and acquire knowledge how effective different ideas • Advanced Management Control needed for occupying manage- are with professionals from this • Strategic Innovation: Reinventing Corporate Value Creation rial posts in businesses, since environment. The program seeks • Corporate Social Responsibility: Strategic Integration and Competitiveness knowledge about social and to convey a proactive focus (ESADE - Stanford Graduate School of Business) • International Operations Program (ESADE – Georgetown University) environmental topics represents which supports development of • Global Supply Chains (ESADE – Georgetown University) an added value for the executive. competitive advantages based on • The Marketing in You (ESADE - SDA Boconni – Emory University) Even more, analysis of case innovation and leadership.

Program for Management Development at the ESADE campus in Argentina The ESADE campus in Argentina offers different training programs for executives, helping them to progress in the different phases of their career.

The Senior Executive Program As for the PMD, it allows partici- manager to learn to make his or (SEP) and the Program for Man- pants to acquire a global view her organization grow through agement Development (PMD) of the business, as well as the the personal development of are two of the more noteworthy competencies needed for lead- colleagues and work teams, and training programs offered by ing teams and for making effec- to understand the organization’s ESADE in Argentina. tive decisions. It is designed for needs in order to be successful The SEP is a program de- professionals with high poten- in the competitive international signed specifi cally for senior tial, and about 9 years of experi- environment. executives and/or those who ence in the work world, who recently acquired or are about carry out mid-level managerial ESADE programs in to acquire a signifi cant increase functions in their organization. Argentina seek to train in managerial responsibili- The PMD is an ideal environ- passionate, knowledgeable ties. The main objective of the ment for analysis and refl ection leaders with a human touch program is to train passionate, on managerial and leadership knowledgeable leaders with a competencies, providing partici- The PMD is also offered in human touch, able to face the pants with a deep understand- Montevideo (Uruguay), in col- challenges of general manage- ing of the criteria and work laboration with ORT University, ment and of defi ning, building, methodologies for managing and in Cordova (Argentina), with and strengthening the future of organizations. The PMD’s main collaboration from the Catholic 48 the organization. learning objective is for the University of Cordova. UPDATE EXECUTIVE EDUCATION Executive Education at ESADE and ESADE’s 50-year anniversary IBM launch The fi rst senior management programs were the II Meeting initiated in 1961; they are now implemented in of Corporate the area of Executive Education. The 50-year Leadership anniversary is a good time to remember these programs and explain how they have evolved. The II Meeting of Corporate Leadership, presented The fi rst program to be offered Corporate Social Responsibility. by IBM and ESADE, will for the purpose of providing Likewise, the programs carried be held on November 28 ongoing training for managers out with Georgetown University in Madrid, following the was called Senior Management and Boconni remain on board, of Businesses. During the with the addition of such up-to- success of the fi rst set of past 50 years, more than 1500 date courses as Management by sessions held in 2005. managers, both in Madrid and Values, International Operations Barcelona, have gone through Management, and Mergers & this program. Acquisitions. For one more year, ESADE and IBM are Continuing in this endeavor, the Other new programs in the launching the II Meeting of Corporate different academic directors portfolio, rounding out a full Leadership, addressed to a small group of from this program, expert teach- range resources for alumni to business leaders, for the purpose of famil- ers in the training of senior man- refresh or deepen their under- iarization with and analysis of strategies agement, gathered three years standing of topics not being for internal transformation and leadership ago to re-design the training for addressed in their day, include of organizations. General Management, in order a program on Private Equity Through the debate topic selected for this to better respond to the needs and another on Business An- occasion, Keys for Business Transforma- of the business community. Two gels, a seminar on Intercultural tion in an Open Economy, special attention new programs were created: Management, another program will be given to analyzing the importance • the Senior Executive Program carried out jointly with ESADE’s of internal and external collaboration proc- – SEP – ESADE’s general Chair in LeadershipS and esses as a strategic piece in new models management program, carried Democratic Governance, Think of business innovation. Furthermore, a out in Madrid, Barcelona and the Leadership, a view of lead- report will be drawn up on conclusions Buenos Aires, and ership from different business from this debate which will serve as a • the Program for Management perspectives. reference for the Spanish business com- Development – PMD – the Of course, this does not mini- munity; distribution of the document will program for transitioning to mize in any way the relevance be addressed at the session. general management, which, of regular programs such as This project comes under ESADE’s com- in addition to being offered Marketing Leadership & Man- mitment to offer analysis and viewpoints on the three campuses, is agement, Advanced Manage- that drive development of innovative also carried out in different ment in Human Resources, business ideas, while in IBM’s case, it cities in both Spain and Latin People and Team Management, pertains to their corporate global strategy America. Strategic Communications as it takes shape in the IBM Institute for For this celebration year 2007- Management, or the courses Business Value. 2008, Executive Education is launched last year on Corporate committed to expanding its Finance and on Inno- international activity, consider- vation & Entre- ably increasing its international preneurship. programs in English, both in conjunction with other business schools and independ- ently. Thus, the former 5 open international programs have become more than 10, most notably the program to be carried out with the prestigious U.S. business school, Stanford Look up training options from Graduate School of Business, on ESADE Executive Education at www.exed.esade.edu one of the hot topics of the day: 49