Interview with Ramon Puente

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Analysis of Business Problems

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IESE Business School

Analysis of Business Problems

22 notes

Cours 5 sur 5 dans Specialization Foundations of Management

When does an opportunity to increase the bottom line become a liability for long-term brand sustainability and profitability? That is the question that GAS GAS, an off-road motorcycle manufacturer, is confronting. In this culminating course, it’s time to use the business tools you have learned throughout the specialization to solve this real business problem. To help you as you develop a solution to the GAS GAS dilemma, in the Capstone you will also learn a six-step analysis of business problems methodology. By the end of the course, you will understand how to weave together considerations from accounting, finance, marketing and organizational behavior in order to arrive at a sound decision that will positively impact the firm’s future.

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Course Overview and Week 1-Analysis of Business Problems: Capstone

Welcome! Before you start today's videos, please have a look at the syllabus. In this first session, I’ll introduce you to IESE’s six-step Analysis of Business Problems (ABP) methodology. This methodology is a very useful tool to help managers in their principal responsibility: making decisions. Because most business problems involve financial, technical and human issues, they are by nature complex. No matter how much thought you put into it, there is no “correct solution” and certainly no guarantee that your decision will yield the desired outcomes. Learning this six-step methodology is therefore a great help to many mangers as they take on their decision-making challenges, such as the one that GAS GAS faces. Objectives: To give learners a relevant and effective tool to make managerial decisions.

Introduction to Capstone1:44

What is Gas Gas? Company Promo Video3:17

1. Week 1 Intro1:23

2. The Role of the Manager3:37

3. Structured vs. Unstructured Problems7:26

4. Finding Solutions to Unstructured Problems7:24

5. Introducing Six Steps to Solving Problems7:13

6. Criteria and Alternatives6:02

7. From Analysis to Action4:00

8. Hamlet & Othello3:01

9. What’s Next2:01

Interview with Ramon Puente5:23

Rencontrer les enseignants

Carlos García Pont
Professor
Marketing Department

[MUSIC]

We brought here Ramon Puente who was the CEO of GasGas Motorbikes at the time of

the case.

Ramon is an industrial engineer.

An MBA from IESE from 1992,

went into the automotive industry.

Afterwards, developed the [INAUDIBLE] business and

logistics which was later acquired by an international logistics company.

And at that stage, he was asked by some of the investors

in GasGas if he would like to get into the company with them.

Hello Ramon.

We are glad that you could join us for this comment on the GasGas case.

Which you were leading,

you were the general manager of the place at that stage.

And I would love to know how did you get to be the general manager of GasGas and

what's your story to that.

>> Well, since I left in 1982 MBA in

the IESE, I was involved in the automotive industry mainly in big companies.

Until 2000 that I start up my own company on logistics for automotive industry.

And think 2007, one of the biggest logistic parties in the world

of automotive come to me about my company.

In 2008, I was looking for an opportunity based on my skills on industry.

And I realized that there was a company called GasGas that I thought at

the moment that was so close to the motorbike industry to automotive industry.

In the product, in the marketing, sales, etc.

And I was so interested in getting in the company.

And in 2008, I get into the company with two funds like Vector Capital and Egina.

>> Was it so close?

Did you really find that the automotive industry and

the off-road motorcycle industry were close or did you find it otherwise?

>> After eight years I can tell you that they are so far away, both industries.

>> So much for strategic analysis in a way.

>> From strategic analysis, from marketing, from sales,

from product development, they are far away.

Perhaps on road motorbikes are more close

to automotive industry basically if we're talking about Honda.

But the rest are so far.

The volume is out there,

we're talking about the approach of the managers and I've done the same.

>> So, how did this great opportunity come around?

>> Well, what I tried to get to establish when I enter into GasGas was to open

the relationship with all the people around this industry.

And one of the relationship I started was with the competitors.

And from the beginning of the relationship or from the beginning of this

conversation, the relationship with KTM was so good with their general manager.

Different meetings of the industry or

even some [INAUDIBLE] fare that we met.

We established good relation and

we start talking about potentially how we can collaborate together.

They were so interested in three wheel motorbike because

they told us three wheel motorbike is the best of the market.

The engine, the frame.

>> They were right.

>> They were right, yes.

Basically, because as KTM told us, they are ready to raise and

in trail, they are ready to raise was GasGas.

And when I was in GasGas, one of the big product that we had was an enduro,

that was 50% of the market that we cannot go to get any sales.

Because we didn't have the first advantage foe enduro.

Well, we would start talking and say, well, perhaps we can help you in that.

Perhaps, KTM can provide you with the four stroke engines.

And you can provide, based on your trail bike, KTM trail bike.

[MUSIC]

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