Tanguy Jacopin

Questioning the corporate responsibility (CR) department alignment with the business model of the company

Purpose – This paper seeks to question the corporate responsibility (CR) department alignment with the business model of the company to provide some insights concerning the strategic focus of the CR department, the necessity or not to align the CR department to the business model of the company, and the ability to incorporate CR into the organization as competitive advantage from a specific business model.Design/methodology/approach – The capacity to discern some key success factors between the alignment of the CR department with the rest of the organization is done in three stages. The methodology sets the emphasis first, on the cognitive process approach of CEOs as strategists and second, on the cognitive process approach of the CR department using in both cases the Kase et al. framework. The third stage consists in crossing the results of the two first stages in a matrix where the alignment and misalignment cases are studied.Findings – The findings show that embedding CR into the organizations is one o...

CEOs as leaders and strategy designers : explaining the success of Spanish banks

Much management discussion has taken place on whether strategy is centrally designed or emergent-based on the bottom up process, whether motivated management teams can replace the leadership of top executives, whether MBA-trained corporate planners make up for the absence of strategically-minded CEOs, and whether operational factory management techniques such as the Kaizen movement have an effect on strategy, and so on. Spain and some of its industries appear to offer answers to these discussions since from a relatively small economy such world-class competitors have come to prominence in recent times, as Grupo Santander, BBVA, Telefonica, Zara and others. Based on our research on Spanish retail banks we conclude that their success is owed essentially to excellent CEOs aided by adequate deregulatory measures and well-defined business models, etc., which confirm the necessity for leadership figures, whilst not excluding necessary support from other management levels to implement strategy.

Introduction and Overview of Book

Spain’s economy, with its nominal 2005 Gross Domestic Product (GDP) estimated at US

Generic Business Model in Spanish Retail Banks

1,126 billion, is ranked 9th in the world; dwarfed by the United States at US

The Great Leap of Spanish Banks, 1987–2005: A Profit-Arithmetic (PA) Approach

12,456 billion, Japan at US

Santander’s Business Model

4,567 billion and Germany at US

Business Model of BBVA — Banco Bilbao Vizcaya Argentaria

2,795 billion, according to the International Monetary Fund1 (IMF).

Why NGOs Matter for the Success of Sports Events? The Case of the America's Cup

In the introduction and overview to this book we touched on the generic business model identified between Spanish banks, in this Chapter we will consider this in more detail.

Value Creation and Sport Management: Value creation in two of the most prestigious Spanish football clubs

In the first chapter we raised the question of why the Spanish banking industry came to the forefront of the international competitive arena, and we undertook to provide an explanation. Our theory is that a common generic business model (albeit with some variations by banks) was adopted by the successful retail banks in Spain, and we believe that this may explain their emergence onto the world-banking stage.

National context and profit strategy of the sport entity

In Chapter 3, Business Model, we described and analysed the generic model (or ‘ideal type’) of the most successful Spanish retail banks. In this chapter, we now explore our theory that Santander uses a Profit-Arithmetic (PA) model that follows the strategic course set by the top executives, namely, Emilio Botin and Alfredo Saenz.1 and 2 This claim helps to explain the success of the bank, and assumes that the ability of Santander to remain focused on retail banking is based on three factors — a penchant for size and growth, operational efficiency, and IT systems.3