B - UIC 02 (English)

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JUNE 2014 www.uic.es/alumni Up to Date Either make people fall in love, or be cheap News from the market The paranormal phenomena of anti-marketing Marketing and applications El marketing online Sports Marketing Luis Conde interview Market research a tool for the future Mobile Marketing Faculty insight Brand mission Is still worth buying online?

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Here I am again writing to invite you to take a look at the second edition of the B-UIC magazine published by the Faculty of Economic and Social Sciences.

This edition focuses on the subject of marketing. We have worked with many of our lecturers in the marketing field, who have written about different topics JUNE www.uic.es/alumni

INDEX Editorial 02 > A few words from the Dean Up to Date 03 > “Either make people fall in love, or be cheap” News from the market 07 > The paranormal phenomena of anti-marketing 11 > Marketing and applications “My first failure inspired me” 14 > Interview Enric Balaguer: Marketing online 15 > Sports Marketing at Bàsquet Manresa.

Competing with the greats from the bottom up 18 > Interview: Luis Conde 21 > Marquet research a tool for the future 22 > Mobile Marketing Faculty insight 24 > Brand mission.

26 > Is still worth buying online?

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related to this discipline, such as sports marketing, the attitude effect, anti-marketing or market research.

We have been able to hear from faculty alumni who are working in the field of marketing, and who have shared some of their knowledge and experiences with us. Cooperation with entrepreneurs and other faculty lecturers has also been key to writing this second edition of B-UIC. I would also like to inform you about our first faculty conference held on 9 April and called B-Day, which will be described in detail in the next edition.

Last year we held a Business Day, and ended up deciding to hold this kind of event in the faculty each year, including lectures and workshops, and ending with a reunion of the faculty’s alumni. It was certainly a very special reunion. This must be only the first step towards building bridges to ensure greater cooperation between us all. We would like to organise more activities with graduates from the faculty, and establish stronger links in order to strengthen the UIC brand. The ongoing improvement in faculty processes and all our activities needs special support from you, and this will benefit all of us. Current students can benefit from the experience of those who have previously studied here and are now fully incorporated into the professional world, and our alumni will enable us to form closer links with the Catalan business world at the same time as strengthening connections with the UIC. In clear and simple terms, we must strengthen our B-UIC hallmark!

STAFF Publisher: Faculty of Economics and Social Sciences (FCES) Director: Dolors Gil Doménech Council Publisher: Toni Mora, Pedro García del Barrio & Marianna Zanuy Coordination: Consuelo León Contributors: Victor Küppers, Enric Balaguer, Marc Bernadich, Mar Deus, Consuelo León y Frederic Marimón Design: www.twice.es ISSN 2339-7640 2 // B-UIC

Toni Mora Dean FCES

Up to date Victor Küppers - Associate Lecturer in Bussiness Studies in the UIC

Either make people fall in love, or be cheap

In the current commercial context, you don’t have to be very smart to recognise the great success of low-cost strategies in nearly every market. Sales managers are going crazy trying to adapt to this new context in which the price rules and where defending market share is very hard work for companies whose positioning is not based mainly on price.

There are still many visionaries who think that this is will be

their lower price have aided their positioning. However there is

a fleeting trend, but marketing experts and the markets are

another much more important factor which does not depend

clearly showing that this is not the case, because in the end it is

on the current context: as consumers we have discovered that

the clients who rule, is that not the case? “Low-cost” is here to

cheap is not necessarily bad. We have been surprised to find

stay, and while some working in sales have tended to look down

that own-brand coffee doesn’t make our teeth fall out, and that

on these “cheap” companies, have defended the quality of their

cheap kitchen roll doesn’t cause strange diseases simply from

own products and services so as to scorn them, and have predic-

touching it. We have recklessly dared to buy electronic devices

ted a short future for them, they do not realise that the “undesi-

from category-killer companies, to then find that they don’t im-

rables” have taken a seat on the sofa and poured themselves a

mediately break. We have even flown with low-cost airlines, not

beer ready to watch the football. And for the moment, they are

fallen out of the sky, and now prefer to spend two hours packed

in the lead (in terms of market share) and are not about to stop.

in like sardines and spend the money we’ve saved on enjoying a

The low-cost revolution is not a passing trend, it is going to stick

beer in our destination. A few years ago, there was a very clear

around, and I believe this for two reasons. Of course there is

commercial axiom that expensive is good and cheap is bad, that

the financial crisis. Greater price sensitivity was the main reason

top of market targets purchased expensive products and at the

for the creation of these products, while new technologies and

bottom of the market they bought cheap products. This way

B-UIC // 3

Up to date

“I can think of three variables that make me fall in love: product, process and people. ” of thinking is over, especially the first part, and top of market targets consume low-cost like everyone else; many luxury cars have low-cost insurance and in the wealthy districts of Salamanca in Madrid or Pedralbes in Barcelona the supermarkets sell plenty of own-brand products.

The alternative to positioning according to price is not shameful, and in many cases has proved very profitable. Mercadona, ING, Ryanair and Zara have made price their main commercial tool, with great success. Another issue is that some companies take advantage of their power to mistreat suppliers, which is unfortunate, but there are simpletons everywhere. The reality is that this positioning is increasing their market share daily.

And what about those of us who do not compete based on price, what do we do? I can see only one solution that is simple but not at all easy: make your clients fall in love. There is no other way, make them fall in love, or be cheap. The low-cost victory has radicalised the market into these two positions, and the days are numbered for companies which are polite, attentive, cordial, professional and efficient, with competitively priced products.

They will close down or die, they will disappear! This will be the result of being mediocre, lukewarm. It will happen because at one end of the market they are losing clients who appreciate a high-value product which makes them fall in love, and at the other end those for whom price is the most important variable.

You have to make them fall in love or, as the experts say, focus on the client experience.

To fight against these low-cost companies, there is only one alternative: make the client fall in love, and do so in such a way that they are willing to pay more because they understand that they will receive much more. This “much more” means love, affection, passion, comfort, flexibility, recognition, identification, pride and various other variables, all at once. Making the client fall in love does not mean being professional, polite, efficient or cordial, that is run of the mill; everyone has those qualities, and those who do not have already disappeared. There are many companies which have not understood this and continue to work based on mediocrity. This approach is common. If we could read customer’s minds (everything will happen one day) when they leave a shop, hotel, plane or any establishment or

4 // B-UIC

website, there are only three possible options for what he or she is thinking. First: “what a disaster, I’m never going back”; second: “ok, fine, normal”; third: “yes, yes, yes!”. The “yes, yes, yes!” effect is what a company should aim for: it should be its main interest, its greatest concern. But if we think about it, how many of us leave a place thinking this after spending money? Almost all of us normally find ourselves placed under the second option, and unfortunately, this does not ensure that we will buy again. On the contrary, it increases our mercenary desire to go with the lowest bidder, because with the wide range of supply available, and the many temptations we have, we succumb to price “because we are not stupid”. Many companies complain that managing to make the customer fall in love and this “yes, yes, yes!” effect are impossible, that customers do not appreciate anything, that only price matters and that we are very demanding. In fact what they should do is ask themselves what they are doing to achieve this. It is easy to complain but more difficult to work on it.

Lately I’ve been working with hotels, which thought the same way. Over many years I’ve been undertaking an analysis when I leave a hotel, you should try it! When you check out (the moment of “here’s the key I’m leaving”), 90% of the time they ask you just two questions ;-). First: did you use anything in the mi-

nibar?” (which translates as “ok then, so you’re not stealing an-

wonderful product, a spectacular purchasing process and ama-

ything from me, right?”). Second: “cash or card” (in other words,

zing staff who feel as if the company were their own. Caixabank

“pay up quickly”). “Did you sleep well?” or “was everything to

is another example of how love must be maintained by ongoing

your satisfaction?” are questions you will only find in fiction.

innovation. It has a product that is not that unusual, but it does

When these questions are asked, it is done in such a formal and

have a spectacular process (its ATMs are a real experience, they

standardised way that they don’t even listen to the answer. And

even remember your most frequent transactions) and they have

is that how they plan to win our loyalty? People need to do a

committed and client-focused staff. But they keep working hard

lot more to win a client’s loyalty. They should leave feeling that

and have now revolutionised the financial sector via their new

they are in love, while jumping up and down and shouting “yes,

sales process involving leaving their offices to visit corporate

yes, yes!”. This is the only way to guarantee they will return des-

clients wherever they are located.

pite having to pay a bit more, because it’s worth it.

I can think of three variables that make me fall in love: product, process and people. There are companies which are not in direct contact with their target clients and so they rely on the first two to make their clients fall in love, but product or process innovation can lead to love at first sight. Danone is a company which constantly innovates and which provides consumers with products that are difficult to beat. Amazon is the paradigm of making clients fall in love due to a process, with its “1 click” stra-

It is important to play with these three variables using intelli-

tegy. Buying on Amazon is an amazing experience because it is

gence and common sense. It is not necessary to spend money,

easy and simple; they offer other products which might interest

innovation can be low-cost. Hoteles Atiram, a hotel chain foun-

you without bothering you; you can see, compare and almost

ded by two former UIC students, is a wonderful example. In the

touch things; there is no small print; you can return the pro-

bathroom, the shampoo bottle is not identified as such, but has

ducts easily; there is a very wide variety; there are testimonials

a label stating “I go on your hair”. When you go to breakfast,

from other clients; they recognise you. And of course, they have

the cup bears the message “I’m the coffee and you’re the milk”.

very, very competitive prices. Absolutely unbeatable! Amazon

How can you fail to leave the hotel saying “yes, yes, yes!”? This

has managed to make its customers fall in love to such an ex-

involves no extra cost, just passion and common sense. It is also

tent that it started off selling books and now you can buy music,

almost impossible to find someone on the team who is not smi-

videos, electronics, clothing, jewellery, personal care products

ling; a smile is low-cost marketing but there are still plenty of

and even gadgets for your pet. It makes us click away from the

loose cannons in management positions who have failed to un-

website saying “yes, yes, yes!”. To me it’s very commendable be-

derstand this.

cause it manages to make customers fall in love without personal contact, which is a very difficult task. The problem is that,

If a company can manage the three Ps, certainly the most effec-

except in exceptional cases like this, processes can be copied.

tive and unique variable is the people who are in direct contact with the client. This is the most important moment, when

Other companies are able to play with these three variables.

everything is decided, it is the last penalty in a Champions cup

Apple is much more expensive than its competitors, but it has a

final. This moment should be what companies focus on the

“It is important to select people with great care, this is the “big-bang”; you need to choose people based on their attitude, their facial expression, their desire to serve others, their friendliness, their enthusiasm, and not based on their studies, knowledge and experience. The latter points are very important, but the difference between the good ones and those who just plod along is in their attitude.”

B-UIC // 5

Up to date

“A person without a smile on their face shouldn’t work in a client-facing role.” most: the moment a person from the company interacts with

There is a Chinese proverb which says: “a man without a smile

the client. In a bar, the key is the waiting staff, in a hotel the re-

on his face should not open a shop”. Obviously! The proverb is

ceptionists, and in a plane the air stewards and stewardesses. It

3000 years old, it’s nothing new. Well, that has to be applied. “A

seems incredible, crazy, that so many well-qualified members of

person without a smile on their face shouldn’t work in a client-

management, who have received so much theoretical training in

facing role”. Life is as simple as that sometimes, not easy, but

business schools, do not prioritise the people who are in contact

simple. What happens is that we love complicating things for

with clients. They know how to state this in glowing and warm

ourselves or letting others complicate things for us. These peo-

speeches: “people are our raison d’être”. They know to print little

ple do exist, of course they do: wonderful and spectacular peo-

posters including this idea as one of their main company values,

ple who make clients fall in love. But you need to find them and

but they are incapable of putting it into action. I consider this to

then look after them.

be common sense. You can dedicate yourself to having a wonderful product and amazing process, but then everything is de-

One night it was one o’clock in the morning, I had just arrived

cided during employee-client interaction. Love is a feeling, and

in Las Palmas, I caught a taxi to get to the hotel, and when we

those who have the greatest impact on client’s feelings are the

arrived I asked the taxi driver: “excuse me, can I pay by card?” He

people who work in the organisation, whether we like it or not.

looked at me and said, “In the current recession, believe me you can pay with artichokes or aubergines, but give me something

The key is having people who are enthusiastic, inspired and in-

because I don’t fancy chasing after you”. Since I work mostly in

terested in the client; who aim to serve, enjoy their work and

Madrid, I have a special card to pay for taxis, a Barça Visa card.

transmit this to the client; who are friendly, smiling, cheerful,

When he saw the card, the taxi driver said: “oh dear, we have a

professional, spontaneous, competent, enthusiastic and hard-

small problem”. He got out of the car and opened the boot; I

working. And this is not easy, not easy at all. It is important

thought he was going to take my suitcase out, but suddenly he

to motivate, help, involve and care for people; many managers

returned with pink rubber washing up gloves, right up to the

unfortunately do not know how to look after their staff, but this

elbow, and said: “now I can touch the card without catching an-

is not the critical point in any case: leadership skills are the se-

ything”, hahaha! When the taxi drove away, I thought, “what a

cond critical point, but not the main one. The heart of the matter

genius!” I fell in love, what can I say ;-), and now I have my taxi

is the raw material, the character and temperament of people,

driver every time I go to Las Palmas. Yes, yes, yes!

so the key to success is to select employees carefully. There is a Spanish popular saying which goes: “never try to teach a pig to sing; your time will be wasted and in the end you will make the pig angry”. It is important to select people with great care, this is the “big-bang”; you need to choose people based on their attitude, their facial expression, their desire to serve others, their friendliness, their enthusiasm, and not based on their studies, knowledge and experience. The latter points are very important, but the difference between the good ones and those who just plod along is in their attitude. You need to choose people based on their sense of humour, and being a wet blanket should be a more than appropriate reason for someone not to work in a client-facing role. Of course! You can’t have any old person working with clients, only those who cause the “yes, yes, yes!” effect.

6 // B-UIC

News from the market Christian Hermosa Associate Lecturer in Bussiness Studies in the UIC

THE PARANORMAL PHENOMENA OF ANTI-MARKETING LAYING THE FOUNDATIONS, RAISING THE STRUCTURE AND THEN ADDING THE ROOF AND WALLS: BROADLY SPEAKING, AND IN EXTREMELY SIMPLIFIED TERMS, THESE ARE THE STEPS TO BE TAKEN IN ORDER TO BUILD A BUILDING. ARCHITECTURE IS NOT AN EXACT SCIENCE, NOR AN AREA I KNOW WELL, BUT I DOUBT THAT WE COULD FIND AN ARCHITECT, BUILDER OR BRICKLAYER TO DISPUTE THIS SIMPLE PROCESS. YET AS FAR AS MY SCANT KNOWLEDGE REACHES, CHANGING THE ORDER OF THIS PROCESS IS LIKELY TO LEAD TO A BEAUTIFUL AND AESTHETIC PILE OF RUBBLE. Like architecture, marketing is also far from being considered an

However, in the field of marketing, it seems that sometimes dis-

exact science, however it also has a well-defined methodology, it

regarding the process or methodology is compensated by exce-

is taught in business schools, and is widely-described and bac-

llent results. These are surprising cases which do not occur in

ked by many authors, lecturers and other gurus. Theoretically,

other fields, as for the moment it would not be considered pos-

this methodology has the same principles as the above archi-

sible to see a skyscraper which has no foundations and which, to

tectural process, and not following the principles tends to have

cap it all, is the building which best copes with an earthquake.

similar consequences: it rarely leads to a sustainable solution.

B-UIC // 7

News from the market But before going into detail about these cases, let’s quickly go over the process that should be followed to launch any brand, product

THE STRATEGIC PLAN

CONCEPTUALIZACIĂ“N

THE STRATEGIC PLAN

THE PLAN OF ACTION

CONCEPTUALISATION

or even company.

PLAN OF ACTION

going back to the previous parallel,

part of an exhaustive analysis of the

And finally, the plan of action: this is

defining the concept is like laying the

market and the competition situation,

simply a matter of translating the objec-

foundations of the brand. Broadly

which is finally expressed by the targets

tives and challenges stated in the above

speaking, it means defining the essence

to aim for or challenges to overcome.

point into action.

of the brand or company, which should in theory remain unchangeable over a certain period of time.

As important as performing the steps stated in the established

Well, as we have already stated, and as strange as it seems, in

order is consistency between them; using the same analogy, it

the field of marketing there are quite a few cases where some

would not be very logical to build a skyscraper with the founda-

people disregard the process, and also show off how much they

tions of a family home using materials from a renaissance church.

know, like a fisherman who boasts about fishing without putting the bait in the hook.

8 // B-UIC

As an example of this position, the best thing to do is cite some

As a result there is a whole “aisle” of shoes where several brands

of the cases we are referring to.

share space and compete to attract the consumer’s interest. One offers urban sporty modernity, another claims to be the para-

One of the most surprising is the shoe with the slogan: “The

digm of the “trend setters”, and another helps its wearer to crea-

Shoe That Breathes”. Let’s start by analysing the essence of this

te a “hipster” image. Amongst them all, and with no inferiority

product briefly. The concept: a shoe with the functional advan-

complex, is our beloved subject of study, saying: What I give you

tage of “foot” transpiration. For me as a consumer, and from my

is that your feet won’t smell.

subjective perspective, this brand’s promise translates as “wear these shoes and your feet won’t sweat”; if you didn’t know the

To conclude, we should take a quick look at the corporate image,

brand, the logical ground for this promise would be sport or

the logo, its anchor for public recognition: is it disguised? dis-

adventure (mountaineering, hiking, etc.). But no! Nothing could

creet? hidden? No, not at all, it is a visible and recognisable logo

be further from the truth, it appears that the territory where this

like any other; confident consumers wears shoes that stop their

brand aims to develop is the world of fashion. Yet you should

feet smelling with pride, showing them off.

not think that the functional advantage is secondary, that is not the case. The brand’s main promise (its claim!) continues to be that if you wear its shoes your feet won’t smell.

But if we look into this strange case a bit further, and move on

I cannot image other fashion brands showing off functional ad-

to strategy, specifically distribution strategy: fashion shoe shops.

vantages, such as Hugo Boss advertising that its shirts prevent

Not specialist shoe shops or pharmacies where someone with

underarm odours, or Levi Strauss producing trousers that hold

sweaty feet would go to find a solution. No, we are off to fashion

in flatulence, but in view of the success of this brand, they might

shoe shops.

seriously consider it.

B-UIC // 9

News from the market As part of these phenomena, amusing incongruences can also

just water”. Well done! While all your competitors are building

be found in relation to some brands, but luckily for them, the

up the category you are involved in, with one quick thrust you

message is like water off a duck’s back for the consumer.

try to take advantage by undoing this collective hard work. The-

An example of this is light mayonnaise, which bases its exis-

re is just one question: so then what is stopping the consumer

tence on being “light” and/or low in calories, however over time

from going for own brand waters or drinking tap water? If, as you

this claim has become: “life is too short to count calories”. In the

so rightly say: “It’s just water?”

latest advertising campaign diets and gyms are mocked. When I see this disconcerting campaign, I can only think to ask: “Dear managers of this light mayonnaise, if life is too short to count calories, what on earth is stopping me from seeking out the tastiest, fattiest mayonnaise instead of choosing one with the word light in the name itself?”

We have only mentioned three in a long list of “strange” phenomena which seem to be shining examples of anti-marketing, but the strange thing is not that they occur, but that they become success stories which in my humble opinion go against any marketing logic.

What does this mean? Does this fact indicate that marketing Another example of this obvious case of people in glass houses

is overvalued? Does it mean that we can go ahead without

throwing stones is a brand of water which, to differentiate itself

applying the most basic principles of marketing or without being

from other brands, decided, on the basis of doubtful criteria, to

as consistent or rigorous with the methodology? In my opinion:

break away from and cruelly attack its own category.

no. I would like to think that these are a series of exceptions, and not due to their prevalence (we have only mentioned a few here)

While other hardworking brands were building up their category

do they stop being paranormal phenomena. I would like to think

based on an image of health, slimming and purifying, those in

these occurrences are exceptions, like the man who smoked 60

charge of one kind of mineral water (which they call “bona”, or

cigarettes a day and lived to the age of 105: it can happen, but

good) launched a campaign on the market ridiculing this joint

no one in their right mind would recommend smoking like that

effort by the other brands and parodied the category saying: “It’s

as a method to increase longevity.

10 // B-UIC

News from the market Text: Consuelo León Phtography: Jaume Figa

NACHO GINER “MY FIRST FAILURE INSPIRED ME”

IBOO MOBILE IS THE RESULT OF THE VISION OF TWO ENTREPRENEURS. Nacho Giner, UIC Law 2001, who did not know he would end up behind what for many of us would fall into the category of a pipe dream: a start-up which grew by over 55% this year, and which he founded with his brother three years ago. The company,

created in Barcelona and with offices in Barcelona and Madrid, has already won the confidence of clients including Hero Baby, Nutrexpa, Mitsubishi, Carolina Herrera, Danone, Ferrocarrils de la Generalitat and MRW.

r

Nacho Gine

You shatter the preconceptions, where someone ends up being an entrepreneur due to a process of elimination …

In my case, I was at a good point in my career, I worked for a Belgian multinational, I felt I was well paid and had a career plan.

However, I really want to start a project of my own and the opportunity arose at a time I felt ready to take on new challenges.

That is surprising! Did you want a fight? You don’t seem to be the reckless type.

To be an entrepreneur you need to be prepared to take some risks, not everything can be controlled. My brother had worked as an app developer and I had experience in business mobility solutions. We chose an emerging but promising sector. Without going into too much detail, in 2007 applications as we know

them today did not exist. Apple, the company that invented this model, launched their App Store in 2008 with 500 applications.

Today there are almost one million apps in the App Store and over one million in Google Play. In Spain, 1.4 million apps are downloaded every day.

Maybe you get asked this all the time, but is an entrepreneur born or made?

An entrepreneur can certainly be made, there are plenty of entrepreneurs who educated themselves to become one or simply became one in order to create an opportunity and it worked for them. This was not the case for me, I was always keen to start a business project.

But if you wait until everything is right, the time never comes.

B-UIC // 11

News from the market

r

Nacho Gine

Is everything an advantage in an uncertain SME? Managing people is almost as difficult a job as designing software or capturing clients In a start-up, what each person does or doesn’t do has an enormous impact on the outcome. hat’s why I’m almost prouder of the team and its contribution than the success of the company itself, and its current results.

What makes iBoo Mobile different?

We understand applications as a means to attain certain goals.

In some cases these objectives will be connected to improving a service or offering a tool to make the user’s life easier, in other cases to providing an experience which increases consumer brand affinity. We therefore understand what these objectives are and provide the means to achieve them. We define a strategy, design and develop applications, create a launch programme which helps them to get into the market, and then measure their success. Then we take measures to correct this, depending on the reaction from clients, if necessary. To do this, we have our own user relationship management platform called CUBE. This platform analyses and measures the use of the application and provides value added services such as segmented dispatching via push messaging services. It even helps us to measure the brand exposure value. We compare the investment made with what would have been necessary to have the same impact through conventional advertising. In short, we are involved in the result of the actions we carry out.

Is there a very big difference?

It depends, in many cases, yes. It is nice to observe that that in a few months the investment to achieve the same impact through other media would be about 50% higher.

12 // B-UIC

That is surprising, what happens in reality?

Something new is happening: contact with the consumer is closer, participatory and experimental. This type of action creates greater engagement, and an extended experience which is associated with this contact with the brand. This creates a link with the user, an affinity which is not found in traditional advertising.

Will advertising as we know it disappear?

It will change. On the one hand, consumers are swamped by an excess of advertising, receiving over 2000 adverts per day, and on the other hand, they now have new habits. The fact that a consumer carries a mobile at all times makes it a key tool to influence behaviour. Although traditional channels such as TV still work, few brands design a 360º campaign without considering smartphones or tablets. Separating digital and offline marketing is is starting to make less sense. Brands which can adapt quickly, combine different media and listen to the consumer, will gain a greater market share.

What are the advantages of this new channel?

Mobile marketing has advantages for the consumer as it is a less intrusive media which can provide interesting or useful experiences, also for brands as it enables them to treat consumers individually, improving affinity, and because it is an excellent way of listening to them.

Apps make our life easier, and help us to manage and optimise time, but they can also make you ill.

That’s true. The mobile in itself is good: it facilitates communication, makes us more competitive, gives us access to information at any time and in any place, and provides us with useful tools, but as happens with all good things, excessive use or misuse can have negative consequences. Nomophobia is the irrational fear of leaving the house without your mobile phone.

It has been demonstrated that we unblock our phone an ave-

rage of 150 times a day, often unconsciously. Users must take measures so that their mobile doesn’t end up controlling them.

In iBoo, as part of our CSR policy we are interested in raising user awareness in this area, especially in terms of mobile phone use among children and teenagers. We have developed various applications for them, and generally we aim to ensure that they are useful or educational as well as fun. We even include language learning with some of them, or other educational games which stimulate young people, and also lullabies or music by Mozart to help them to sleep. In the next few months we are also going to launch an application which will provide tools to users to help them use their mobile phones correctly.

What advice would you give to an entrepreneur?

Firstly, to specialise in something where there is demand and to make sure the proposal has sustainable competitive advantages. Secondly, the focus of their strategy should be on the client, and they should continue to listen to the client. Thirdly, persevere and don’t be afraid of failure, learn from it and be fast; things tend to be more difficult than you initially plan for.

Be passionate about your idea and surround yourself with good people. And finally, test the business model on a small scale before any large roll-out, it is always less expensive to correct something small.

You will have had to listen to many naysayers.

I’m also grateful to them for their comments. Hearing different points of view and assessing the risks is very valuable. However, there is one area in which I try not to listen to others: failure. In our case our first failure inspired us to create our current business model. In Spain there is a lot of fear of failure, but in other countries it is seen as part of the learning process.

And in any time left over you help those who want to make their dreams come true, is that correct?

In 2010 we created one of the first business incubators specialising in developing and accelerating businesses based on mobile applications. We are looking for entrepreneurs. We go for people with talent and ideas. When a project fits in with us and excites us, we offer ourselves as fellow travellers on that journey. We make our community available to the various incubator projects, creating synergies that then contribute to success. We also have external investors who are interested in this field.

What are you working on at the moment?

Our next business projects in the incubator are related to health and education. In the first case, we are working with an entrepreneur to make life easier for the chronically sick; in the second we are working alongside those who will be involved in creating support for the education of the future.

FaceUp FaceUp is an app which helps you to become less addicted to your mobile. It is number one in terms of downloads.

It has its own website: www.faceup-app.com The project aims to recover the art of face to face conversation which is now often replaced by constant mobile phone activity.

B-UIC // 13

News from the market

er

Enric Balagu

UPDATED WITH ENRIC BALAGUER

MARKETING ONLINE

How would you define Digital Marketing?

There are many definitions of Digital Marketing, all of which are valid and depend on the perspective of each professional. To me, Digital Marketing includes all previously planned and analysed strategic actions created for online channels, which have the objective of capturing users and consumers on the internet. Within Digital Marketing there are three essential cornerstones: SEM (Search Engine Marketing), which includes all actions aimed at capturing users on search engines and social networks (SEO or web positioning, Affiliate Marketing, pay per click campaigns or Social Media, amongst others).

The second cornerstone is web usability, which refers to analysing and identifying the opportunities for a website to be displayed in an optimal manner to make user navigation simpler, more accessible and more intuitive. The other cornerstone of Digital Marketing, and in my opinion the most unknown and newest one, is Web Analytics; this is a statistical science which analyses, studies and measures all internal and external processes which have a direct impact on the behaviour of a user within a website, so that these can be optimised.

Where did this passion come from?

It is a very recent thing. My first steps in the world of web programming were in 1997 when my father taught me my first lines of HTML code and from there I started to teach myself so that while I was a student at university I offered web services to small businesses. In any case I always saw it as a hobby and never thought I could combine this knowledge with my business management studies.

How did you learn to start creating websites?

Over the years, there have been drastic changes in website design and the knowledge required to create one. Years ago, you needed to know about web programming and also to have some design skills for any project. Today, programming skills are not required to undertake a web project, because when you use Content Management Systems (platforms which facilitate the creation of websites) anyone with some interest and enthusiasm to learn can manage it. However, it is true that a lack of programming knowledge limits the possibilities to

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extensively personalise a website and means some time investment is necessary. This is especially true when trying to create a businessfocused web project.

When creating a website, what do you need to do to ensure that the consumer likes it?

There are many types of consumers and many types of websites aimed at every one of them. The important thing when creating a website based on a business idea is something as simple as establishing a main objective and an objective for each functionality and element added to the website; from there it is a matter of working exclusively and intensively to attain these objectives. The consumer must identify with the website he or she is using so that all the functions that are accessible when using the website provide added value, so that he or she considers that this website is better than others with a similar theme, or that it is really unique and different from all the others.

What causes the success or failure of a website?

The success or failure of a website can be caused by many things, such as the success or failure of a company; it is something that happens when various factors coincide in a specific context. I tend to think that there are two types of success, one which comes from a specific good idea, and one which comes from ongoing work as a result of internalising failures as part of success. Generally speaking, the second type is more common. The only thing I can advise is that if you have an idea, whatever it is, bring it to life, by working intensely, consistently and professionally. Even if you have limited programming skills, with minimal investment and through motivation and hard work, great things can be achieved.

How are consumer relationships managed through a website?

The basic idea is to know how the consumer behaves and provide a tailor-made experience. This can be achieved through cookies or personalised modules which determine behaviour within a website based on the pages a user visits or, in the case of online shopping, the products in which most interest is shown without going as far as making an order, or other determining factors. All of these can lead, for example, to promotions or marketing campaigns aimed at a specific type of user. Good customer service can help define a large share of consumer satisfaction, and it is something else which should always be kept in mind. In Digital Marketing, it is important to understand that even if something works, it is still open to changes and constant improvements.

Marc Bernadich Márquez.

Marketing Lecturer at the UIC and Executive Board Member of Bàsquet Manresa.

Sports marketing at Bàsquet Manresa: competing with the greats from the bottom up.

ELITE SPORTING ORGANISATIONS, LIKE ANY OTHER, ALSO REQUIRE MARKETING STRATEGIES. HOWEVER, THEIR NATURE MEANS THAT THIS MARKETING HAS SPECIFIC FEATURES WHICH SHOULD BE CONSIDERED. Specifically, the following can be highlighted:

(season tickets, tickets, merchandising, etc.) and image rights, but

- The main and basic asset marketed is: the experience of seeing

above all from sponsorship.

a sports competition, whether in person or though audio-visual media.

Obviously, each club or institution will have its strengths and its

- The market targeted is a mass market, with hundreds of thou-

own scale, and therefore its own ability to obtain resources to

sands of followers, and a high media presence.

balance the accounts. This is because in fact there are very few

- The emotional, and often territorial connections felt by followers

clubs which make money, and many which are clearly making a

are very important, to the extent that many of them experience a

loss and have to do what they can to survive.

strong identification with the values of each club or institution.

BÀSQUET MANRESA, These three factors influence the marketing model to be applied,

THE VALUE OF FINDING VALUE IN VALUES

and even more so if we consider that the majority of the revenue

The case of Bàsquet Manresa is possibly the best demonstration

obtained by any sporting entity does not come, as may be thought,

of this latter group of sporting entities, which have to fight until

from the money paid by fans, but from the commercial use that

their last breath to survive financially, as it represents the most

many brands may make of the “sports team” asset. In other words,

extreme case in the league in which it participates: the ACB.

most of the revenue comes from selling television rights or spon-

Playing at the highest national level is already extraordinarily

sorship. Thus, sports entities receive income from what fans pay

complicated and difficult, but if you add to this mix the fact that

B-UIC // 15

News from the market

at the point of departure: hard work, tenacity, austerity and the ability to compete against giants using minimal resources (some call this the Asterix effect). These are the values that are associated with Bàsquet Manresa, and which award it its position, since it is well-known throughout Spain. These may not seem like very desirable labels, but if you look carefully, apart from the values associated with success (and possessed by very few), they are in fact very powerful attributes. The most notable aspect is that in Manresa these values are palpable, they are observed everywhere and no one disputes that they really exist, are possessed by the team and are unique. These are their values because they could not be otherwise. So the corporate personality is clear and assimilated by everyone, an invisible hand which implicitly controls the whole organisation. This path, based on values, permeates all areas of the club: in sport, going for latent talent (Llull, Nocioni, the city of Manresa is the smallest in the league, then the challenge becomes a struggle.

Manresa’s area of influence is home to barely 150.000 people, in other words, equivalent to just one district in a large city such as Barcelona or Madrid. This small size means that the possibilities for generating revenue to continue supporting the project are very minimal, leading to Bàsquet Manresa’s budget being the smallest in the tournament on an ongoing basis. This situation is demonstrated by the fact that Barça and Real Madrid having budgets that are 15 times higher for example, or that the majority of the teams in the league have double or triple the resources invested in this team. Far from discouraging the club’s management however, this outlook has motivated them to continue thinking about how and where to generate income, and they have therefore improved their system. . In this sense, the values intrinsic to Bàsquet Manresa are

16 // B-UIC

Ibaka, Larsen or Eriksson) or often taking advantage of the fading talent of veteran but very competitive players (e.g. Creus, Espil, Larry Lewis); in the field of finance, seeking finance in many ways; and of course also in marketing. In this respect, and concerning the first income stream mentioned, Manresa has a very restricted target audience. Demand for season tickets is not rising, and in fact is already more than optimised. Efforts are not therefore focused essentially on capturing new season ticket holders, that is, increasing market share, but in seeking to acquire their loyalty (increasing client contribution) and involving the whole family. Thus, every year the players visit all the schools in Central Catalonia, organise Christmas parties open to the public, send out communications to season ticket holders, pay attention to social media and this year for the first time have recorded personalised video messages for season ticket holders, where the players used members’ full names. Based on this family-friendly, close and affectionate treatment, Bàsquet Manresa has managed to be the

team with the tenth highest income for this item, despite having

ning features of the club mean that it has to make an extra effort

the smallest stadium.

and explore new income streams. For example, in 2013 the first crowd-funding campaign took place in a professional sports club

The second stream, television rights, is managed by ACB and the

in Spain, on the occasion of the club’s 40 years in the elite. Over

clubs have little room for manoeuvre and therefore little marke-

€40,000 was obtained through micro donations in exchange for

ting can be done.

unique prizes (e.g. a meal with a player, training with the team or playing a match against the first team), which helped to balance

LThe final income stream, sponsorship, is the most important one.

the books. Recently an agreement was reached with the Chinese

In addition to having a whole region following the club through

team Sichuan Jinqiang, from a region with over 10 million inha-

classified advertisements which provide a very significant source

bitants, which will allow Manresa to receive funding for providing

of income, the key is in finding a commercial brand that displays

advice on the development of young players, as well as exploring

the name of the team. This year this brand is Bruixa d’Or, a Spanish

different sponsorship options for the team. There are also plans

lottery company. As is logical, commercial brands pay more money

for an 8-metre high monument to be unveiled before the summer

for the team name depending on many factors: the club’s area

in front of the Pavelló Nou Congost stadium, where many compa-

of influence, whether it participates in European tournaments,

nies can demonstrate their support for the club, by stamping their

whether there are possibilities of winning titles, etc. Bàsquet

logo on a very visible portion of the illuminated figure.

Manresa does not excel in any of these, but does do so based the strength of its values (hard work, austerity, efficiency, magic, etc.),

When the economy is in trouble, creativity appears, and Bàsquet

therefore many companies would like their brand to be associated

Manresa are true masters of this: since they generate revenue

with the club and to partially appropriate this positioning. Thus

where there appears to be none, and manage their scant resour-

some companies see the club as an excellent tool for creating a

ces in the most efficient way possible. Without a doubt imaginative

brand or raising awareness of it effectively throughout Spain, where,

new ideas will appear, enabling basketball to continue having an

we must remember, Bàsquet Manresa is a friendly club which has a

impact, at the highest level, in the beautiful heart of Catalonia:

lot of media visibility. The name of the stadium is also an excellent

Manresa.

opportunity, and it is currently without a sponsor.

So far we have seen the use of more conventional marketing, but certainly if Bàsquet Manresa had stuck with this, it would have disappeared a long time ago. As has been stated, the determi-

B-UIC // 17

News from the market Text: Consuelo León Photography: Jaume Figa

INTERVIEW

LUIS CONDE Luis Conde founded Seeliger y Conde in 1990 in the context of pre-Olympics Barcelona, together with Sixte Cambra and Gerardo Seeliger, who have since left the company.

He is chair of the advisory council of Amrop, world leader of the global association of local Executive Search companies, which has a total of 88 offices in 58 countries. Today Seeliger y Conde’s international dimension is making it a leading company in Spanishspeaking countries, where it is already one of the three most respected firms. His work as partner in Seelinger y Conde is based on identifying and recruiting professionals who are perfectly suited to the needs of companies, particularly executive talent.

As a leading company within the corporate talent selection ranking, Seelinger y Conde stands out due to its methods to ensure that a position is filled in such a way that it stands up to the passing of time.

The process is not focused only on defining the post to be filled or assessing candidates, nor does it end with interviews with candidates and checking references, but instead we provide support in negotiating the contract and monitoring the candidate’s performance, and client satisfaction until the end. This perspective means that we widen our focus so that we provide support to our clients in a specific task: assessing the candidates’ competences based on the company’s mission, culture and strategy. We should not forget that when things go well, salaries increase and the quality of teams decreases, however when the situation is reversed it is people who make the difference. Therefore, within the context of the recession, companies which are able to get the best out of everyone become the leaders in their sector. It is only by acting in this way that confidence can increase and the business team become more efficient.

Executive salaries have decreased.

Yes, yet we have reached a point when it is no longer possible to continue growing while reducing salaries; it is necessary to increase productivity because when the economy is doing well, people are like commodities. But when this is not the case, then it is important to hire those who have real talent, who make a difference. What is this difference? It is fundamentally in attitude, personal values and the ability to generate confidence. Milton Friedman’s economic efficiency is no longer enough to make a company sustainable.

For the last year Esperanza Aguirre has been chair of the advisory council of your group in Madrid.

Her main role is to advise and promote Seeliger y Conde in both Spain and Latin America, and to develop the Seeliger y Conde

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Foundation, set up to assist in creating employment opportunities for people with disabilities. Aguirre stands out for her global vision and leadership skills. Her management style includes elements such as hard work, courage, optimism, responsibility and the spirit of sacrifice, skills which are clearly in line with the most frequent demands currently made by companies.

Since 2009, each year the company has chosen its ideal management team from professionals aged under 40.

That’s right. Last year, with attendance from 700 professionals and the participation of speakers such as Manuel Arroyo (Coca-Cola), Carina Szpilka (ING), Carlos Domingo (Telefónica R+D) and Montse Vendrell (Biocat), for the first time we added new team members.

As well as the general director of the dream team and operations, technology, marketing, finance, sales, legal and human resources managers, for the first time there was a corporate social responsibility (CSR) director. The person chosen was Fernando Riaño, 37 years old, corporate director of partnerships, synergies and CSR of the Corporación Empresarial Once. Riaño, who is severely visionimpaired, shared the award with directors from ACS, Danone, Heineken, Orizonia, Vocento, Iberia and Banco Popular.

Opening your mind to change: what are the old taboos or stereotypes that must be broken down with respect to management positions?

The first one is attitude. This is what life is about, and in Spain there is an atmosphere of a lack of motivation and a fear of change, excessive pessimism and going on and on about the recession. This means we fail to see opportunities. The second is that we are not valued abroad, although in the United States and Latin America we are. There is a lack of self-confidence and a need to get rid of an inferiority complex in many cases.

Thirdly, people think that in order to leave they have to have a good job already lined up, when in fact what you need is the experience of making your own way somewhere new, exploring new worlds and bringing them into your own one.

Fourthly, we are too dramatic about the “brain drain” when in fact leaving is a great asset, especially in a country to which many will return sooner or later.

Then there is the process: in the United States students work while studying and many apply for loans to go to university, while here universities and companies turn their backs on each other.

Finally, there is a lack of flexibility. If something works we keep doing the same thing. This also applies to methods to manage and direct change. In Spain, employees are not listened too much. We have a “consultancy syndrome”.

You are an expert in personal marketing, or personal branding.

How should candidates handle the process of making themselves known to a potential employer effectively?

The first two minutes determine the interview. This is the moment of truth. Image and attitude are extremely important. Attitude is 80%, knowledge 20%. Based on how you shake hands to how you introduce yourself or how you sit down. To do this, you should look the interviewer in the eyes and be empathetic. You should not speak badly of the company you have just come from. It is also important to try to be positive and show enthusiasm. Since there is a time limit, you should try to give a good overview of yourself because this is part of the ability to make an impact. It is therefore important to pay attention to the other person and the company, which means being well-prepared and knowing the exact area you want to work in. It is a good idea to take the initiative and talk about the sector, the competition, the product and possible problems that may have occurred, always honestly, carefully and professionally.

Employers do not let the special ones get away, which is why it is important to be able to generate a demand, know how to sell yourself and demonstrate who you are. Even if the company does not have a vacancy for someone like you, there is a possibility that

one could be created if you demonstrate that you are the right fit.

It is also good to be available to start immediately, negotiate the salary according to target variables, without insisting on a permanent contract because these no longer exist. Geographic mobility is essential: not being prepared to change country or city is one of the biggest hurdles in our mentality. In my opinion it is a good idea to accept an offer even if it is not for the position you originally wanted, your priority should be to fit in with the company and its plans.

To achieve this you should ask about values and practices, values in action, and find out about the working environment, the staff turnover and training opportunities. It is important to be modest and not try to demonstrate that you know everything. Finally, you should not end the interview without transmitting the fact that this is the company where you want to work. I also recommend sending an email afterwards to say thank you for the opportunity provided by giving you an interview.

Talk to me about optimism In the midst of a storm such as the one we are currently experiencing, optimism is a means of maintaining hope and, if things get even worse, it will help us to better overcome the tragedy. Do you know what all world leaders have in common? Well, they have a plan, they know how to explain it, and they are optimistic! Optimistic people achieve between 65% and 100% more than normal people; the main characteristic successful people have is the optimism quotient. Between 80% and 90% of success is down to your way of seeing life, only 10% to 15% comes from knowledge: it is an attitude problem! It is essential to convince yourself again that enthusiasm, being responsible, joie de vivre and cheerfulness are key attitudes in the professional world.

How has the sector changed?

The market has changed. There are fewer managers and lower salaries. What has remained? This equation: talent= attitude x competences. It is assumed that you have skills, having a master’s degree or knowing a language no longer make you stand out, what

B-UIC // 19

News from the market does do so is establishing a leadership style based on values and people skills to facilitate good relationships within the company.

Managers need coaching on this. It is not enough to be right or powerful in order to be successful, you need to be able to convince your team and gain their loyalty. Another thing is the digital world, managers say they know about it, but they don’t know enough, there is a lack of training in this area at a management level: social media and business.

Have you ever regretted rejecting a candidate?

Of course, sometimes you make a mistake, but our work is based more on the opposite process: making a company attractive to a specific candidate. To do this it is simply a matter of being clear that it is important to understand very well what the company is saying to you and be convinced of what it really needs, because sometimes they ask for a sales director and the problem is elsewhere. Then it is necessary to search for the right candidate, but this is easy, we have a database of 50.000 professionals and I have carried out 19.000 interviews. Finally, you need to have the power of persuasion. It is also true that people are now more careful about change, so they are hiring less. Management Appraisal, or the internal promotion of talent, has grown, this involves potential managers being found within the company.

Is Latin America still our natural market?

Of course, now more than ever. Chile is looking for 5000 engineers, Brazil has demand for this and other positions, Germany is still hiring...Young people should move away and obtain international experience, travel and get to know a company while experiencing its good and bad times. Only then will they be able to be successful.

A large part of success is being able to sell, to transmit what we are and what we can become or do. The experts call it personal branding.

I’ll tell you my personal story. My professional life has revolved around three themes. Converting obstacles or deficiencies into boosts to my career: in my case this was public speaking. I have managed to speak in auditoriums filled with 700 people where I know I achieved an impact and also gained clients. Surrounding myself with courageous people, especially those who have made an impact on me: the greatest challenge has been to make myself attractive and to make them want to work with me. Finally, I have at all times cultivated my network of contacts. This is why when they ask me, where should I do a Master’s degree? I always reply that it depends on the type of contacts you have, if they are national, do it abroad, and vice versa.

In your opinion, what are the greatest challenges for Spanish executives?

Better public speaking: compared to the Anglo-Saxon world, Spain is abysmal. We don’t know how to structure content, summarise or sell. Another big issue is mentoring. We talk a lot about Corporate Social Responsibility, but the reality is that many retired directors could give career advice to young people from the same sector.

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LUIS CONDE With a Bachelor’s Degree in Economic Sciences from the University of Barcelona, he began his career as the Director of the International Division and Corporate Banking for Banco Mas-Sardá in Barcelona. He later became a member of the Board of Directors and Executive Vice-Chairman of the Banco Consolidado de Venezuela, as well as Chairman of the Consolidated International Bank of New York. Today he is chairman of the Barcelona International Boat Show and is a Consultant for the Lazard Investment Bank, a member of the Godó Group, as well as a member of the Board of Directors of the Fira de Barcelona and member of the Advisory Council for Altair.

SEELINGER Y CONDE Its capital is 100% Spanish and it consists of five companies: Seeliger y Conde (focused on seeking executives and directors, and on preparing management audits); Seeliger y Conde Internacional (where the operations of all the group’s international subsidiaries are coordinated); Euromanager (focusing on middle management recruitment); Seeliger y Conde Consultoría (focused on human resources strategies and coaching); and the Seeliger y Conde Foundation (created to help people with disabilities enter the employment market). Each search involves a team consisting of a Partner and a Consultant who is an expert in the sector, supported by an international network: Amrop. This network specialises in skilled executive positions at an international level.

The Seeliger y Conde group has the largest team of partners and consultants in the country who specialise in identifying, attracting, assessing and managing talent for companies. Over the last 22 years, after more than 5000 searches and an average of 250 processes per year, Seeliger y Conde has become the leading recruitment firm for 23 of the Ibex 35 companies.

Mar Deus Psychologist, Associate Director of Quid and a lecturer at the UIC.

MARKET RESEARCH

A TOOL FOR THE PRESENT AND THE FUTURE Why do we buy a particular brand? Why do we like an advertisement? What causes us to stop buying a product?

These questions are increasingly important in the day to day work of a marketing department in most companies, whatever the field or category.

The desire to find out the reasons for our buying and consumption habits is already part of the daily work of any product manager, marketing director, brand manager, etc. This is what those of us who work in market research do.

In an uncertain and changing context, finding out what leads us to consume, choose, reject, or act otherwise is vital in order to prepare relevant and successful strategies that look to the future.

Along these lines, aspects such as a certain loss of values in today’s society, the recession, the new roles of women and changes to households are aspects which influence the future of consumption and therefore of brands.

Market research provides this information in order to create an in-depth understanding of consumer psychology, and when we say consumer we also mean buyer, opinion leader and any target: adult, teenager, child, etc.

In a market with an increasing “levelling” consumer perception between products and brands, what often remains of the brand is a trace of emotion; this tends to go far beyond the physical or tangible attributes of the product. This thus establishes a powerful connection between the brand

and the user, which should be studied with love and care.

In market research, psychologists study emotions as true driving forces behind consumption, always from a multidisciplinary and innovative perspective in terms of the application of different techniques.

Once the brand moves into the world of things like focus groups, ethnographic interviews, and insight, there is generally no way back from its immersion: getting into the mind of the consumer provides a new viewpoint for marketing, it provides security and often counteracts sometimes sterile internal discussions.

The value added by market research in order to make decisions within the company is such that it is becoming ever more frequent and essential.

B-UIC // 21

News from the market

Consuelo León - PhD in Buisiness Administration (UPC) and Journalist

MOBILE MARKETING LUIS MARTÍN RIVERA, Head of Mobile Omnicom Media Group (OMD)

TO FIND THE GUILTY PARTY WE NEED LOOK NO FURTHER THAN MARTIN COOPER, THE INVENTOR OF THE MOBILE TELEPHONE. THE DOT.COM BUBBLE HAS BURST, BUT MOBILE MARKETING IS NOW DRIVING GROWTH IN THE ADVERTISING CAKE.

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The global tendency is such that 80% of users will access the internet through their mobile by 2015.

Advertising investment in these platforms grew by 43% last year, which meant a turnover of 40 million euros in Spain. And just a short while ago nobody would have imagined what is now happening: more iPads and tablets are sold than computers.

The global tendency is such that 80% of users will access the internet through their mobile by 2015. This is what we were told by Luis Martín Rivera, Head of the Mobile Omnicom Media Group, invited by the UIC’s Faculty of Communication: “We will have to learn to write for this medium, and to design a different kind of advertising; in fact that’s already being done. All consumer and marketing psychology is moving on in leaps and bounds. The key to understanding our world is understanding not only that it changes quickly but that often we cannot accurately predict where these changes will lead. It is therefore important to unlearn in order to relearn, and to be very flexible in the face of new formats and business models. Television, magazines and, in short, traditional media continue to function, but must adapt to the new reality”.

The prediction is convincing. Indeed Luis Martín Rivera’s words are an irrefutable fact that can be observed, but those in marketing are reluctant to accept it and indeed many behave as if what was said was just a prophecy. Resistance to change as a result of past success (i.e. it has always been done this way, it has always worked) is one of the reasons why Amazon won over the publishing market even though they were just a few guys who started out in a garage, competing with large groups which had the customers, resources and knowledge.

Something similar is happening in the new mobile marketing trends: “The 79% who use their mobile do so alongside other media and therefore advertisers are requiring increasing interaction.

What are the consequences of this? In the past it was the brands which launched the messages, now it is the consumers who decide who they want to speak to them. What are the disadvantages? None really; for advertisers this is an opportunity for the message to be received through content, in a much more segmented manner, and adjusting to a final advertising product with results that can be measured in revenue from product sales”.

A further sign of businesses’ resistance to change is that 80% of companies in Spain do not have a website that is adapted to be viewed via a mobile. Since an increasing number of searches are made using such devices, we can imagine the number of lost opportunities to make an advertising and image impact for the brand.

Unlike those using tablets and computers, smartphone users log on many times during the day for a short time each time, factors which determine the type of language, message and product needed. Along these lines, since what users want is immediacy, apps are winning out over mobile sites in terms of consumption time by these users, thus consolidating a trend which began several years ago.

One of the trends with most potential is proximity, using two types of technology. The first is NFC, which involves selective interaction by the user with objects in their surroundings (access control, interactive advertising or payments through mobile telephone are the most common applications using this technology). The second one is the recently unveiled iBeacons, the new generation of Bluetooth incorporated by Apple into its latest operating system, the iOS7, enabling contextual advertising at the point of sale. There is just one dark cloud on the horizon for these features: privacy, given the fact that it is the brand and not the user which initiates the conversation.

An additional factor to be considered is the fact the hierarchy created by the internet is being dismantled, which also affects the retail market. This is clearly demonstrated by the fact that the opinions and influences sought by users when making a purchasing decision occur between peers. This is called showrooming. The question is: are we really prepared for all this?

80% of companies in spain do not have a website that is adapted to be viewed via a mobile.

Since an increasing number of searches are made using such devices, we can imagine the number of lost opportunities to make an advertising and image impact for the brand.

B-UIC // 23

Faculty Insight

Carlos Rey - Partner-Director of DpM Consulting Diretor of the Mangement by Missions and Corporate Government Chair in the UIC

BRAND MISSION

IN A RECENT BOOK, PHILIP KOTLER REFERS TO THE IMPORTANCE OF THE “BRAND MISSION”, AN IDEA THAT HAS BEEN AROUND FOR DECADES IN THE PRACTICE OF MISSION-FOCUSED COMPANIES BUT WHICH, UNTIL JUST A FEW YEARS AGO, BARELY OCCUPIED A RELEVANT SPACE IN MARKETING LITERATURE.

When we talk about brand mission, we might think of brands such as Apple or IKEA, but it is not necessary to be popular to have a brand mission. In fact, brand mission does not depend on popularity, but on the extent to which the public perceives that “behind” a brand there is a community of people excited about achieving a mission that is worthwhile.

This concept has a lot to do with the company’s mission statement, which explains its raison d’être, the purpose of the organisation. The mission is normally defined briefly and generically, specifying what the company brings to the world and the different stakeholders (clients, shareholders, employees, etc.). In the same way that the mission of a company is the contribution that characterises the identity of the company , the mission of a brand is the contribution that characterises the identity of a brand.

The company’s mission has a formal or explicit dimension, the “mission statement” written on the website, and also a personal or implicit dimension, which is that found in the heart and mind of members of the company. The brand’s mission

24 // B-UIC

also has a formal dimension (coinciding with the company’s formal mission) and a personal dimension, found within the audience which the brand targets: clients, consumers, intermediaries, competitors, suppliers, etc.

While the company’s mission is created by internalisation, where the members of the organisation internalise the company’s mission, the brand mission is created by identification, where interest groups identify the company’s mission in its brand.

Los stakeholders identify the mission

}

Brand mission

Employees internalise the mission

}

Company mission

Mission statement

}

Formal mission

To create a brand mission, the first step is to promote a strong feeling of mission among company employees. Does the company have a mission that is worthwhile? Is the management team committed to it? Do the employees know about it? Are they really committed to the mission and proud of contributing to it? Is there consistency

between the mission and action? If the answer to all these questions is yes, we have a good basis on which to build a brand mission. But it is still not enough. In fact, not all companies with a mission manage to create a brand mission.

A brand mission is created when, as Mary Jo Hatch and Majken Schultz would say, three stars align: mission statement, corporate culture and the images generated by the brand for the different stakeholders.

The relevant questions to create a brand mission are as follows: are the perceptions (images) held by interest groups aligned with the company’s mission? Do they recognise the organisation’s mission in the brand? Do the employees transmit the company’s mission to stakeholders?

In short, it is a matter of the company’s mission moving beyond the borders of the organisation itself and reaching clients, consumers, opinion leaders, suppliers, shareholders, competitors and the general public. As Simon Sinek advocates in a TED presentation downloaded over 15 million times, it is not about transmitting what you do, but the purpose behind what you do.

There is still a lot of research to be done to discover the meaning behind and consequences of brand missions. It is not clear whether this is a concept that all companies should follow, or in what contexts it provides greater economic value or competitive advantage. We also still do not know to what extent the public, especially clients and consumers, value the mission of a brand. However, everything points to the fact that brand mission is one of those powerful concepts which will have an important impact on how marketing will develop in the coming decades.

1 Kotler; Kartajaya; Setiawan (2010) “Marketing 3.0: From Products to Customers to the Human Spirit”. Nueva Jersey: John Wiley & Sons 2 Cardona; Rey (2008) “Management

by Missions”. Nueva york: Palgrave 3 Hatch; Schultz (2008) “Taking brand initiative”. John Willey & Sons

Mission statement

Apple

Ikea

La Fageda

“To make a contribution to the world by making tools for the mind that advance humanking”

“To create a better everyday life for the people we aim to serve”

“Employing people from the Garrotxa area (Girona) who suffer from learning difficulties or severe mental illness”

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Faculty Insight

Frederic Marimon Senior Professor in Business Studies in the UIC Vice-Rector for Research in the UIC

IS IT STILL WORTH BUYING ON LINE? In view of the growth in the volume of e-commerce it is clear that the answer is yes. If consumers chose to buy through this channel it is because the balance that is reached between the benefits obtained and the disadvantages is to their advantage.

In the academic literature this balance is called perceived value.

The supermarket buyer opts for online buying instead of physically going to the local supermarket, because the perceived value of the website channel is higher than traditional shopping. The advantages of online shopping seem obvious: it’s comfortable, fast and easy, but what about the disadvantages? Can you find the same range of products on the web as in the physical supermarket? The answer is no, the range is smaller, much smaller. Even so, it is worth it. Another disadvantage of online shopping is personal data protection. There is still a lot of hesitation about sending credit card details over the internet. In any case, despite the disadvantages, there are increasing numbers of online shoppers.

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It appears that is becoming ever more worthwhile.

1. How can the quality of the service be assessed?

Both lecturers on management and management practitioners (executives) have easily been able to reach an agreement on how to define quality when we are talking about physical goods.

Agreement is not so easy when we are defining the quality of a service. In fact, some of the pioneers in this area were the Parasuraman team of authors. In the mid-1980s they defined a scale for measuring services called SERVQUAL, which has enjoyed undeniable success. This scale has been adopted in many cases to measure quality in different sectors and companies. The academic literature is overwhelming. The same team of authors defined quality in the context of services as the difference between the expectations created about a service and the real perception of the service. Expectations are always held before the service is received; perception is the subsequent judgement. However, it must be said that it has also received very vigorous criticism.

Many researchers disregard expectations and simply measure perception. Thus quality is no longer the differentiating factor, but instead only the perception of the service received is measured.

Since then, Professor Parasuraman’s has led a school of thought frequently known as the North American School, to distinguish it from the Scandinavian School led by Professor Göngroos. In rea-

lity, also in the mid-1980s, Professor Göngroos proposed a quality measurement that consisted of what is considered the quality experienced (itself composed of a technical dimension which covers “what” and a functional dimension which covers “how” the service is provided) and what was expected.

Parasuraman listed five dimensions which together make up service quality. They must all be taken into consideration; if one is missing it cannot be said that the quality provided is properly defined. The first is connected to the tangibles always present in any service, to a greater or lesser extent. Another refers to the desire of the supplier’s employees to provide a service. How often do you feel that someone knows how to and has the tools to solve your problem, but does not want to? This is different from a further dimension, which measures the degree of ability or technical skill employees display when performing their job.

How many times have you come across an employee who means well and would like to serve you, but is completely incompetent?

The two situations described end in frustration for the client.

Without a doubt, there is one thing that is truly essential and that no one can forgo: providing the service promised. This dimension is called reliability. This is undoubtedly the most important and most valued dimension of all. It is so important than an unreliable supplier cannot survive. If the service is not provided, it is not possible to retain clients and remain in the market.

It must be said that from a scientific perspective, these proposed methods of measurement have experienced considerable success, if we look at the quantity of scientific articles published based on the SERVQUAL scale. There is even literature which precisely analyses the use of the tool and the extent to which it can be applied and adapted to different contexts.

As services have moved on to the internet, scientific interest has been sparked (from a more practical standpoint of course) in measuring services provided online. It was to be expected that Parasuraman and his team would again be at the forefront of this area, and indeed in 2005 they published a scale to measure this type of service, called E-S-QUAL. In this case, it has four dimensions. They describe these dimensions as follows: (i) efficiency: ease and speed of access; (ii) fulfilment: the extent to which promises are fulfilled on the delivery of orders and the availability of items; (iii) system availability: correct technical functioning of the website and; (iv) privacy: level of security and protection of client information.

Therefore, we now understand that quality is still a multifactorial construct. Quality cannot be defined or explained in a single sentence. When a user is asked about quality a single question is not enough. A series of questions should be used, each reflecting aspects of the quality to be defined in a different way. Thus E-SQUAL consists of 22 questions, grouped into the aforementioned four dimensions.

Quality is still a multifactorial construct.

Quality cannot be defined or explained in a single sentence.

When a user is asked about quality a single question is not enough.

A series of questions should be used, each reflecting aspects of the quality to be defined in a different way As could be expected, partly due to the prestige of the Parasuraman team, this scale for online content has also been highly successful, and has overtaken measurements proposed by other authors. However, nine years, which is how long ago the scale was published, is a long time in the internet world. It is probable that at this time Parasuraman’s team are thinking about updating his scale. It is also very likely that some of the items in the scale are no longer relevant: who wants to find out whether the website “crashes” or not nowadays? This was a concern nine years ago, when it was a frequent problem. Today this is no longer a problem. Furthermore, this expected update will presumably now include some dimension or items which weren’t taken into consideration at the time. For example, today the “entertainment” aspect, or hedonic dimension, is important in the buying process.

It has been proven that in some sectors this added component, this fun dimension which helps the buying process become more pleasant, is important. The user also appreciates that the very fact of surfing on and interacting with the website provides a type of reward, since it makes it into a pleasant experience. This is important when we talk about the travel agency sector, about planning holidays or travel for leisure purposes; possibly it is not so important when interacting with our bank.

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Faculty Insight 2. Relationship between quality and perceived quality and satisfaction.

Research has been carried out on the relationship between quality and perceived value as defined above. An initial assessment of this construct is the price. Is this product cheap? Does it provide me with sufficient price advantages? The relationship between quality and perceived value has been analysed for years, first in terms of tangible products, then services, and of course today in the online context.

Parasuraman and his team found that for suppliers like Amazon and Walmart, this relationship was positive and strong from a statistical perspective. Users who have received a service qualified as being of good quality also express high perceived value. From there, it has been observed that when the E-S-QUAL scale is adapted to different contexts it remains stable and has a strong nomological validity, that is, the relationship between quality and other constructs is as expected. A high level of quality (measured in this way) always leads to a high level of customer satisfaction, regardless of the sector analysed.

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Lately I have been studying three sectors in particular: online banking, online supermarkets and online travel agencies. The scale always behaves correctly. Additionally, the extent to which a higher quality level leads to a better value and satisfaction index can also be observed.

This has practical implications from a business perspective as, continuing with this cause and effect chain, in turn customer satisfaction becomes their degree of loyalty, which is measured as their intention to continue purchasing in the future or to recommend this website. In some cases, we have also been able to analyse the impact this has on real behaviour, that is, on purchases that were actually made.

For example, the following chart shows the type of relationship established between constructs which helps management to understand the value chain for the client, which will guarantee a macro-connection measured in terms of customer loyalty. The case in the chart includes three quality dimensions, each of them independent but clearly correlated with each other and which have an impact on perceived value. In the case of travel agencies, it is observed that the dimensions connected to functional quality explain the “perceived value� construct to a greater extent than the hedonic dimension.

Efficiency

Privacy

Perceived value

Satisfaction

Customer loyalty

Hedonic dimension

3. Conclusion Increasing numbers of reliable and valid tools to measure the quality level of services now exist. No one undervalues this index, since the mechanism of its impact on customer satisfaction levels, and therefore their degree of loyalty, is widely known. All companies have customer satisfaction indexes; it is one of the requirements of the ISO 9000 quality management system. It is now important to know which mechanisms increase this satisfaction: the answer lies in the quality provided. It is also important to study the consequences in terms of customer loyalty. It would be ideal to examine what one more point really means in terms of customer loyalty. Firstly, it would mean the possibility of increasing sales with this client. It should however also be kept in mind that once the relationship with the client is established, the second transaction is cheaper (saving entry or collaboration startup costs). Yet this is not the only point, the fact that this client is sure to attract new clients also needs to be looked at. It is not at all easy to assess the impact of customer loyalty on the profit and loss statements for this current year and for subsequent years. A flow is generated which, when updated, may reach a significant amount.

Customer satisfaction becomes their degree of loyalty, which is measured as their intention to continue purchasing in the future or to recommend this website.

REFERENCES Another aspect I have also analysed is the phenomenon of “recovery”. This term is used to refer to the company’s response when the client has experienced any abnormality during the process. It can clearly be detected that clients who are unhappy with any problem during the process are less “loyal” and will change supplier easily. It should also be considered that in the online context the cost of changing is very low. Sometimes one “click” is enough. The process of comparing with other suppliers is extremely simple, as there are an increasing number of search engines or websites which perform this comparison reliably and quickly. Because the internet world is like this, recovery management is important. In some cases, a good recovery can reinforce and strengthen the connection with the client.

BERNARDO, M. [et al.] (2013) «The balance of the impact of quality and recovery on satisfaction: the case of e-travel». Total Quality Management & Business Excellence. P. 1390-1404, vol 24, Issue 12.

MARIMON, F. [et al.] (2010) «Purchas-ing behaviour in an online supermarket: the applicability of E-S-QUAL». International Journal of Market Research. P. 111-129, vol. 52, No. 1.

PARASURAMAN, A.; ZEITHAML, V.; MALHOTRA, A. (2005) «A multiple-item scale for assessing electronic service quality». Journal of Service Research. P. 213-233, vol. 7, No. 3.

PETNJI YAYA, L.; MARIMON, F.; CASADESÚS FA, M. (2012) «Assessing e-service quality: the current state of E-S-QUAL».

Total Quality Management & Business Excellence. P. 1363-1378, vol. 23, Issue 12.

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NEWS

B Day ON 9 APRIL THE FIRST BUSINESS DAY WAS HELD, ORGANISED BY THE FACULTY OF ECONOMIC AND SOCIAL SCIENCES. THE GOAL OF THIS EVENT, WHICH WAS AIMED AT YOUNG ENTREPRENEURS AND FUTURE BUSINESS LEADERS, WAS TO PROMOTE ENTREPRENEURSHIP AND INNOVATION. The opening session entitled “Money and Conscience: Towards Value-Based Leadership” led by Joan Melé, deputy managing director of Triodos Bank and vice-president of Fundación Triodos, ca-

Toni Tió, Iván Caballero and Francesc Sistach at the round table on social enterprises.

lled for non-conformity and innovation with a socially responsible slant: “Don’t adapt to this society because it is sick, if you adapt you will become sick too”. His encouraging tone called for “joint responsibility”, and he suggested a new economy based on collective advantage over and above mere personal advantage. He talked of an economy in which the concept of work is not synonymous with your “salary” but with personal satisfaction and making a contribution to society instead. Melé believes that there are three handicaps which prevent society from ending the “internal struggle” that it appears to be experiencing: lies, hatred and fear. Therefore the three pillars on which a new type of entrepreneurship should be based are seeking the truth, encouraging emotional education and taking risks.

After the opening speech, there was a round table on social enterprises, with participation from Oriol Pascual, director of Enviu Barcelona, Iván Caballero, founder of The Social Coin, and Francesc Sistach, managing director of Specialisterne Spain. With Toni Tió, founder of CiviClub, as moderator, these entrepreneurs called for a new way of doing things within companies, incorporating a clear creative and philanthropic dimension, where the benefits are not only economic, but also social and environmental.

Joan Melé at the opening session “Money and Conscience: Towards Value-Based Leadership”.

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Other speakers included Pau Relat, CEO of the Mat Holding group and president of the Chamber of Commerce Internationalisation

Bamboo Bikes Barcelona (BBB) won the workshop

Committee, who, in his session, spoke about the importance of the strategic challenge of internationalisation. He discussed the importance of global growth and the factors for entering other markets successfully.

The round table on business trends and opportunities, involving Yolanda Pérez, director of BStartup at Banc Sabadell, Jaume Baró, operations director of Empresa de Barcelona Activa and Toni Mascaró, director of eMascaró, was moderated by Ramón Pons, president of PIMEC Baix Llobregat. These experts in advising, funding and connecting entrepreneurs talked about emerging business trends and ideas that they have observed within their organisations, and about funding technology and open innovation. by two young people, Marc Navarra and Mariona Martínez, stuOn 9 April, a large number of students and entrepreneurs spent the day in the UIC’s Aula Magna.

dents from the Business Management and Production Systems Master’s Degree at the UIC, who applied the knowledge acquired during their studies. Based on their experiences, they want to introduce a new urban bicycle concept to Barcelona. “Marc’s passion for cycling and Mariona’s love of handcrafted items represent the essence and basis of this project”, say the creators of BBB. They believe in the quality of their products “as a key element in meeting the needs of our clients and creating unique models which can be personalised, with designs that ensure every bicycle is a real treasure”.

At the end of the afternoon session, Antonio González-Barros

An especially interesting contribution was the talk on networking

gave the closing speech, coinciding with the Alumni Gathering

by Rosaura Alastruey, director of Proyectos TIC, which ended the

held by the Faculty of Economic and Social Sciences, on this

Business Day morning session. Her practical, enjoyable and amu-

occasion particularly aimed at its former Business Management

sing session covered the potential advantages of networking in

students. In his session, González-Barros described the profile

order to promote yourself as a professional.

of a true entrepreneur: passionate, optimistic, generous and honest; prepared to take risks, with an ability to work hard, strong

In the afternoon there was a creative competition workshop in

willpower and common sense. In short, an action-focused per-

which business ideas were presented by applying Creative Pro-

son. He also referred to “schooled willpower”: in other words,

blem Solving (CPS) and Learning by Doing methodologies. The

working based on self-control, personal reflection and the abi-

workshop was led by Sergi Arjona, the director of Community An-

lity to adapt to one’s surroundings. To González-Barros, good

gel, and Patricia Sáez, a lecturer from the UIC Faculty of Economic

honest entrepreneurs must be capable of having confidence in

and Social Sciences. The winners were Bamboo Bikes Barcelona

themselves and in others, and manage to ensure that others can

(BBB), a Barcelona-based company which designs and manufac-

also find confidence in themselves.

tures environmentally-friendly bicycles using sustainable materials such as bamboo and natural fibres. This project was set up

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NEWS

At the end of our B Day event we also held an Alumni Gathering. Young entrepreneurs, professionals from highly diverse sectors and future businesspeople all came together at the UIC. After a talk entitled “Enjoy your job! And enjoy entrepreneurship!” given by Antonio González Barros, president of the Intercom group, there was also some time to network and mingle. Here are some photographs of the event.

View the video

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More photos on

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ALUMNI UIC Esther López

1. Your first job was in the Logistics Department in Bershka. Your job was to bill the merchandise that was to be sent to shops in the countries for which you were responsible, prepare all the necessary documentation, track the merchandise from billing to delivery at the correct shop and solve occasional problems that might arise during this process. What did you learn in that position?

Well, above all I learnt that it is very important to work in a job that you like and that motivates you, it’s not so much about where you work as what you do. I started in that department as an intern because I really like the world of fashion and I wanted to work in the Inditex group no matter what, whatever the position.

It was a great experience and I had the opportunity to meet some very professional people and see how a large company works from the inside. I quickly realised that what is really important is to work doing something you are passionate about.

2. At Henkel you spent slightly over a year working on market analysis and campaign preparation, which was a more senior position. Was it your first truly professional challenge? Did you have a mentor?

Yes, the experience at Henkel was really my first professional challenge. When I finished my business management degree at UIC I went to live in London for a year to improve my English and gain experience, and there I started to study for another degree (ITM). When I came

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back from England, an opportunity came up to work in Henkel’s

4. What plans do you have in the medium and long term?

marketing department, in the adhesives field; I spent a year as

Well right now my most immediate plan is to do a postgraduate

Assistant Brand Manager for the Pritt brand and it was an in-

course in digital marketing because I would like to learn more

credible experience. I worked with very professional people and

about this field. Marketing is an extremely dynamic job and I

learnt a lot from all of them, but especially from my boss, Anna

think it is very important to move with the market, as it is all too

Arimany. After the first year they offered me the chance to spend

easy to get left behind.

another year in the Trade Marketing Department and I accepted; it was really a great opportunity. In the end I only spent eight

In the long term I would like to be able to go and work in another

months in the Trade Marketing Department because I went to

country, a country in the Americas or Asia, although I would

live in Italy, but I also learnt a lot during those eight months.

also be happy with a European country; for me the important thing is to find out how other markets work.

3. You are currently in Trade Marketing for the DIY & Food channels. You have barely been there five months, but you

5. What do you remember about the UIC and how did your

will have seen that this is a strategic sector which is changing

time there help you?

a lot. What projects are you involved in? What things have

I have many memories of the UIC, all of them very good, from

you had to unlearn about marketing to handle the new cha-

my fellow students to the lecturers, as well as the individual

llenges of new media, the market and consumers? How have

attention: not being treated as just a number. I have always been

these aspects changed?

a very shy person and initially I found public speaking very diffi-

Yes, I am currently working as an executive for the DIY & Food

cult, it was a real nightmare for me. Yet I was aware that spea-

channels and I coordinate the development of marketing and

king in public was a basic skill for my career. At the UIC I had the

trade marketing campaigns, market analysis, and product ma-

opportunity to take a course in professional skills, where they

nagement, etc. I do a bit of everything. I have been in this posi-

taught us, amongst other things, to speak in public. I was able to

tion for a year and the truth is that I am very happy with it.

practice extensively during all the group presentations we did, and I also received support from my lecturers, especially Victor

Rather than unlearning marketing, instead I have had to unders-

Kuppers who was a great help in that aspect. As a result of this,

tand that the theories we were taught in university, although

I have successfully been able to handle the presentations I have

very important and very good as a foundation, well, when you

had to do in the professional world.

reach the employment market every company is its own world and each market is different. The most important thing is to know the market you work in well, know your target well, and be flexible and dynamic in order to adapt to what your market and your client require. It is also very important to look to the future and be able to adapt to changes and developments in the market.

Markets in particular are constantly changing, as are consumer shopping habits; for example, the online market is becoming increasingly significant and I think it is important for companies and professionals to be able to adapt to these changes.

My most immediate plan is to do a postgraduate course in digital marketing because I would like to learn more about this field.

Marketing is an extremely dynamic job and I think it is very important to move with the market, as it is all too easy to get left behind.

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ALUMNI UIC Marta Arespa

1. You started as a writer for Nuevas Tendencias, an economics magazine, writing about new trends in companies like General Motors, Toyota, Canon, Ikea and Xerox. What do you remember from that time and what did you learn from it?

I have very good memories of that time, since when I started to write in Nuevas Tendencias alongside Iñaki Vélaz I had recently arrived at the UIC. Going to university is a big step for every student, but I think that you don’t really realise this until several years have passed and you realise everything you learnt not only professionally, but also personally. Having the opportunity to read and write about such forward-thinking and innovative companies as General Motors, Canon or Ikea helped me to understand and have a different perspective on the creation and management of companies. Taking part in some articles in the Nuevas Tendencias economics magazine helped me understand that human capital combined with a good corporate strategy are fundamental to develop a brand and help it stand out. This later served me well in terms of helping me to understand the operation of VF Corporation, the American multinational where I currently work.

2. Later you trained as the manager of a RACC insurance office in a self-employed capacity, and were responsible for looking for customers, providing customer service and offering sales support. Your job was to analyse and provide products and services, and to organise and supervise administration activities to make the office more efficient. Is that where your incipient management career began? What issues were the most difficult to overcome?

Working as manager of the RACC office provided the foundations for my career as an entrepreneur; in reality this word defines me much better than “executive”. Having the opportunity to run my own business was something I had always been attracted to and it is what I had seen and experienced at home. I took my first steps into the world of work at RACC and learnt a lot as a result of the direct contact I had with clients.

Being self-employed as a young, entrepreneurial person with the enthusiasm to work is the best option if you are 100% dedicated to your business. But it is not as easy and attractive as it appears, for me the lack of help and information from the authorities is what makes the everyday work difficult. In this respect I think more facilities should be provided, and new companies set up by young people should be encouraged. This would be a clear investment in the future, although apparently it is not prioritised much in our country.

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reach a balance between sales and marke-

What I particularly appreciate is that I

3. . Several months in VF Corporation in

ting, two departments that are difficult to

learnt from professionals who guided and

Belgium providing administrative support

combine but which depend on each other.

taught me. They didn’t just give explana-

and in the sales department catapulted

tions in class and leave, but got involved

you into your current position within the

4. What projects are you involved in? What

with the students and helped us to unders-

same company. Could you explain to us

things have you had to unlearn about mar-

tand and explore the world we live in.

what the job of Trade Marketing Coordina-

keting to handle the new challenges of new

tor involves? Has this been your first real

media, the market and consumers? How

In May I will have been living in Antwerp

professional challenge? Did you have a

have these aspects changed?

for two years. For those who don’t know the

mentor?

Right now, amongst other projects I’m wor-

city, geographically it is located almost on

Working for an American multinational in

king on the Summer 2014 advertising cam-

the border with the Netherlands, in the Fle-

the textile sector is one of the best expe-

paign and the monthly promotions we have

mish-speaking part of Belgium. You could

riences I have had on a professional level.

in locations such as the Corte Ingles de-

say that Antwerp is the capital of Europe,

For the first year and a half I worked in the

partment stores or Kipling shops throughout

not the political or administrative capital

International Sales department, and later

Europe.

but the capital of fashion and diamonds.

in Retail. With the knowledge acquired in

The truth is that I have not had to unlearn

This is one of the reasons why I chose to live

these departments I was able to apply for

many things, quite the contrary. New media

in this city. I have always loved fashion and I

my current position, Trade Marketing Coor-

and new technologies require you to be up to

bore that in mind when making my choice.

dinator. In the Trade Marketing Department

date and adapt your knowledge in order to

we work on communication, brand and

make the most of it.

development strategy for Distributors, Key

They speak Flemish here, which is a dialect of Dutch. Really, the language is one of the

Accounts, Field Sales and Travel Retail

5. What plans do you have in the me-

major barriers when you arrive, but what

(duty free). We provide support to all mar-

dium and long term?

was most difficult for me was adapting to

kets to ensure Kipling brand accessories

I love fashion and at the moment I’m star-

the climate and the more Nordic mentality.

and bags have a value and position that is

ting work on a personal project connec-

in line with the product and target group.

ted to Spanish brands in Belgium, which

Apart from the fact that they speak a lan-

To many people, Kipling is just a school

is a real challenge. The truth is that li-

guage that is completely different from my

rucksack brand, but in reality its products,

ving abroad, even though it is sometimes

own, that I cannot relate to any other lan-

designs and collections have developed

hard and means being far from family

guage I learned at school, in the beginning

very quickly in recent years. We compete

and friends, provides a new perspective. If

I had problems understanding the time

not only in the “school” section, but we are

you are smart enough, opportunities that

schedule, since everything was three hours

also a strong brand in handbags and suit-

you did not expect before you arrived can

earlier: dinner at six o’clock and the shops

cases. It is a product that attracts millions

open up for you. In the end, you have to be

closed very early, a time difference that I

of consumers throughout the world, espe-

competitive in this world and have a little

don’t think I will ever adapt to.

cially in Asia and Latin America.

something that makes you different and

My mentor at VF is Ralph Bou Nader, the

unique.

International Sales Director. From the be-

It could very well be said that we don’t appreciate what we have until we have lost it.

ginning, Ralph taught me to understand

6. What do you remember about the UIC

But despite being far from home, the cold

the DNA of the brand and the product, and

and how did your time there help you?

and the many differences between us and

above all has taught me how to get closer

The truth is that if I had to choose a univer-

the Belgians, I recommend that everyone

to our target group. Thanks to him I have

sity again it would be the UIC. I think the

should travel and explore. What you learn,

been able to learn sales and negotiation

educational system and lecturers are of

the people you meet and the personal de-

strategies. This is something which is use-

very high quality, which is difficult to find in

velopment easily make up for the sacrifice.

ful to me in my day to day work in order to

other universities.

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OUR RESEARCH

INÉS ALEGRE TORT-MARTORELL

DOLORS GIL

TONI MORA

MIQUEL BASTONS

BEATRIZ LUCAYA

CARLOS REY

JASMINA BERBEGAL

FEDERIC MARIMON

PATRICIA SÁEZ

PEDRO GARCÍA DEL BARRIO

MARTA MAS

HUGO ZARCO

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PUBLICATIONS

INÉS ALEGRE Alegre, I.; Berbegal-Mirabent, J.; Sáez, P. (2014) “Emprendimiento y desarrollo sostenible” en el libro Creación de empresas y emprendimiento, Pearson Educación, S.A. JASMINA BERBEGAL Berbegal-Mirabent, J.; Solé Parellada, F. (2014) “Análisis del entorno”, en el libro Creación de empresas y emprendimiento, Pearson Educación, S.A. Berbegal-Mirabent, J.; Cantonnet, M.L. (2013) “La tendencia hacIa la servitización en la gestión de la prevención de riesgos laborales”, Book of Abstracts of the II International Conference on Business Servitization (Granada, Spain), Servitization 2013, 35-36.

PEDRO GARCÍA DEL BARRIO Garcia-del-Barrio, P. (2013) Costes de Contratación y Empresas de Trabajo Temporal. Una explicación de la disparidad regional en España, Economía 36 (72), 117-142.

DOLORS GIL Gil, D. (2013) Análisis del caos en series temporales financieras vía el estudio de atractores. Tesis doctoral.

BEATRIZ LUCAYA Lucaya, B. (2014) La pedagogía del esfuerzo en el ámbito familiar y su relación con el rendimiento académico.

Tesis doctoral.

FREDERIC MARIMON Buil, M.; Roger, M.; Marimon, F. (2014) The impact of SMS messages on young people’s participation in recycling campaigns, Comunicación y sociedad, 27, 161-182.

Alonso-Almeida, M.; Bernardo, M.; Llach, J.; Marimon, F. (2014) Building loyalty through functional and hedonic quality, Industrial Management & Data System, 114, 387-404.

Bernardo, M.; Llach, J.; Marimon, F.; Alonso-Almeida, M. (2013) The balance

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of the impact of quality and recovery on satisfaction: the case of e-travel, Total Quality Management & Business Excellence, 24, 1390-1404.

Petnji, L.; Marimon, F.; Casadesús, M. (2013) The contest determinant of delight and disappointment: a case study of online banking, Total Quality Management & Business Excellence, 24, 1376-1389.

Petnji, L.; Marimon, F.; Casadesús, M. (2013) Can ISO 9001 improve service recovery?, Industrial Management & Data System, 113, 1206-1221.

Aparicio, P.; Triadó, X.; Marimon, F. (2013) Relationship between Internationalization and Quality of University Research, Review of International Comparative Management, 14, 328-341.

Alonso-Almeida, M.; Marimon, F.; Bernardo, M. (2013) Diffusion of quality standards in the hospitality sector, International Journal of Operations and Production Management, 33, 504-527.

Llach, J.; Marimon, F.; Alonso-Almeida, M.; Bernardo, M. (2013) Determinants of online booking loyalties for the purchasing of airline tickets, Tourism management, 35, 23-31.

Marimon, F.; Llach, J. (2013) EOQ model: The case in which the placing of orders is rewarded, Human Factors and Ergonomics in Manufacturing & Service Industries, 23, 573-581.

MARTA MAS Martínez-Costa, C.; Mas-Machuca, M.; Benedito, E.; Corominas, A. (2014) A review of mathematical programming models for strategic capacity planning in manufacturing, International Journal of Production Economics, 153, 66–85.

Mas-Machuca, M.; Sainz, M.; MartinezCosta, C. (2014) A review of forecasting models for new products, Intangible Capital, 10(1), 1-25.

Mas-Machuca, M. (2014) The role of Leadership: The Challenge of Knowledge Management and Learning in Knowledge-Intensive Organizations, International Journal of Educational Leadership and Management, 2(1), 97-116.

Martinez, M.; Mas-Machuca, M.; Lusa, A. (2013) Integration of marketing and production decisions in aggregate planning: A review and prospects, European journal of industrial engineering, 7, 755-776.

Mas-Machuca, M. (2013) Handbook of research on competitive strategy, Management decision, 51(3), 697-701.

Mesa, D.; Martinez-Costa, C.; MasMachuca, M.; Uribe, F. (2013) Marketing en períodos de crisis: la influencia del marketing proactivo en el desempeño empresarial, Cuadernos de Administración, 26, 233-257.

TONI MORA Gil, J.; López-Casasnovas; Mora, T. (2014) Taxation of unhealthy consumption of food and drinks: an updated literature review, Hacienda Pública Española, 207(4), 117-138.

Mora, T.; Moreno, R. (2013) The role of network access on regional specialisation in manufacturing across Europe, Regional Studies, 47(6), 950-962.

Escardíbul, O.; Mora, T.; Villarroya, A. (2013) Peer effects on youth screen media consumption in Catalonia (Spain), Journal of Cultural Economics, 37(2), 185-201.

Mora, T.; Gil, J. (2013) Peer Effects in Adolescent BMI: evidence from Spain, Health Economics, 22(5), 501-516.

Mora, T. (2013) The association between adolescent height and student school satisfaction: Recent evidence from Catalonia, Economics and Human Biology, 11(2), 197-200.

Mora, T.; Escardíbul, J.O. (2013) Teachers gender and student achievement in mathematics: evidence from Catalonia (Spain), Journal of Education and Training Studies, 1(1), 39-46.

CARLOS REY Rey, C.; Cavallotti, R. (2013) Nuevas coordenadas éticas para la sociedad y sus instituciones, Prohom Edicions, Editor Miquel Bastons.

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CONFERENCES

INÉS ALEGRE

FREDERIC MARIMON

Alegre, I. (25-27/06/2014) The interplay of organizational identity and institutional logics: the case of work integration social enterprises, International Network of Business and Management Journals (INBAM) Conference.

Marimon, F.; Berbegal-Mirabent, J.; Mas-Machuca, M.; Santamaría, E. (8-10/07/2014) Trade off entre esfuerzo investigador y docente; factores para explicar la satisfacción del estudiante, XI Foro Internacional Evaluación de la Calidad de la Investigación y la Educación Superior.

Alegre, I. (2-4/09/2013) What do We Mean by Social Entrepreneurship?: A Definitional Analysis, International Social Innovation Research Conference (ISIRC).

Alegre, I. (2-4/09/2013) Overcoming the Tension between Conflicting Logics: The Importance of Mission Formulation, International Social Innovation Research Conference (ISIRC).

MARTA MAS Mas, M.; Berbegal-Mirabent, J.; Alegre, I. (25-27/06/2014) Worklife balance and its impact on organizational pride and job satisfaction, International Network of Business and Management Journals (INBAM) Conference.

JASMINA BERBEGAL Berbegal Mirabent, J.; Alegre, I.; De la Torre, M.R. (16/05/2014) El desarrollo de la capacidad crítica como herramienta para emprender, III Workshop de la Sección de Función Empresarial y Creación de Empresas de ACEDE. Berbegal-Mirabent, J.; Ribeiro-Soriano, D.E.; Sánchez García, J.L. (7-10/07/2014) University-industry partnerships for the provision of R&D services, III Global Innovation and Knowledge Academy (GIKA) Conference.

Berbegal-Mirabent, J.; Mas-Machuca, M.; Marimon, F. (810/07/2014) Trade off entre esfuerzo investigador y docente; factores para explicar la satisfacción del estudiante, XI Foro Internacional Evaluación de la Calidad de la Investigación y la Educación Superior.

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PROJECTS PEDRO GARCÍA DEL BARRIO Banco de Santander (2013) Estudio del Valor Mediático en la Fórmula 1. Monográfico: Massa versus Räikkönen: valor mediático y análisis cualitativo. Project carried out by MERIT social value. Dates for the Project: 1/09/2013 to 15/12/2013.

En la realización de este proyecto ha colaborado Javier Reguart Abelló (analista de MERIT social value), y los alumnos de la UIC: Adrián Guerrero, Adrià Canalda, Carlos Gramunt y Josep Maria Espina.

CARLOS REY Rey, C. (8/4/14) Conferencia sobre la unidad organizativa, Jornada de Innovación en Comunicación en Corporate Excellence.

HUGO ZARCO Zarco, H.; Marimon, F.; Alonso, M.; Bernardo, M.; Llach, J. (34/04/2014) Structural Equations Modeling (SEM): An Analysis of Consumers’ Word of Mouth Antecedents within the Service Industry, V Workshop in Operations Management and Technology. Organizado por la Sección de Dirección de Operaciones y Tecnología (ACEDEDOT) de ACEDE. University of Navarra.

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PRESS ARTICLES

MIQUEL BASTONS: 28/1/14 Las raíces éticas de la recesión económica, El Periódico de Catalunya.

BEATRIZ LUCAYA: 15/3/14 Recepta per aprovar a casa, La Vanguardia.

PATRICIA SAEZ: 19/4/14 Invesores buenos, La Vanguardia.

HUGO ZARCO: 26/11/2013 Las claves de un retorno por ahora selectivo, El Periódico de Catalunya.

25/3/14 Motor de arranque, El Periódico de Catalunya.

Be UIC

MASTERS AND POSTGRADUATES

MASTER’S DEGREE IN TECHNOLOGY, INNOVATION AND ENTREPRENEURSHIP

We live in the age of innovation and entrepreneurship. The Master’s Degree in Technology, Innovation and Entrepreneurship is a professional programme that trains people in initiating and managing projects in start-ups, SMEs and large companies of various sectors, ranging from highly technological to traditional in restructuring, or socially and environmentally responsible.

MASTER’S DEGREE IN MARKETING

Also, the programme is aimed at those people who pursue a career in consulting, academia, politics and research in innovation and technology-based companies. All of this in Barcelona, one of the world’s most entrepreneurial cities. The programme has a clearly practical focus which is materialised through case methodology, skills seminars, contact with professionals, the development of an individual project (Business Plan or Research Project), and the opportunity of doing a work placement in a start-up or an innovating company in Barcelona at the end of the programme.

In addition, the program includes a Study Mission in USA, a week to learn two of the most important innovation systems in the world: Boston and New York, with visits to the top universities Harvard, MIT, Babson College and Columbia University, visits to companies and relevant platforms for entrepreneurs and venture capitalists. www.uic.es/en/master-s-degree-in-entrepreneurship-innovationand-technology

This master’s degree programme focuses on markets, consumers and sales and is aimed specifically at developing the competitive profile needed to join the business world with the required skills and competencies. It differs from other master’s degree programmes which provide a theoretical rather than a practical foundation.

This master’s degree programme provides students with training in marketing skills and techniques, commercial research and sales development while preparing them for a demanding job market. The goal is for graduates to be able to join a company in the area of marketing and put to use immediately applicable knowledge and practices without the need for further work placements or grants. www.uic.es/en/master-degree-in-marketing#divPestana3

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SUMMER SCHOOL

Doing Business in Europe PROGRAM CONTENTS

MODULES

The Summer School is addressed to professionals and graduate students who want to improve their competencies and knowledge on a variety of topics regarding Europe’s environment and practices to do business. The program consists of ten modules taught in English, worth 6 credits in total. Each module consists of classroom lectures and a series of visits to companies that stand out by their excellence in the management of their design strategies.

• Governance in European Organizations • Managerial Skills • European Union Law • International Law • International Management and Strategic Alliances • Marketing Practices in Europe • European and Spanish Tax System • European and Spanish Financial System • Intercultural Management • Business Entrepreneuship

Information of Interest Course Calendar Programme coordinator Time distribution Requirements

From July 14th to August 1st, 2014.

Tuition fee: 1,950 Euros.

Hugo Zarco Jasso 4-hour morning sessions (2 hours per session) = 60 hours (3 US credits, 6 ECTS).

Sessions will include 4 visits to firms.

All modules are taught in English.

Application period: From April 1st to June 14th, 2014.

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