The EEI, through its faculty members, participate transversally in 10 ESADE programs from undergraduate courses (BBA), to MSc Programs in Management, Executive Education and customized courses, contributing to transferring cutting-edge knowledge on the fields of new venture creation, family business, social entrepreneurship & impact investing, entrepreneurial finance and growth & internationalization strategies.
ESADE offers diverse and innovative programs in education:
The EEI develops an important activity writing business cases in the fields of New venture creation, Growth and internationalization Strategies, Entrepreneurial Finance, Family Business and Impact investing & social entrepreneurship.
These cases are used to provide an outstanding teaching experience to ESADE students through real and close experiences of entrepreneurs strongly linked to the ESADE community (alumni, collaborators, etc.).
Since 2017, the ESADE Entrepreneurship Institute has had its own section on The Case Center website. The Case Center is dedicated to advancing the case method worldwide, sharing knowledge, wisdom and experience to inspire and transform business education across the globe.
The EEI has also been awarded recently with the EFMD Case Writing prize with the Scytl Case. We are also a founding member of the CLADEA-BALAS case consortium and we are regularly present in the NACRA Conference.
The EEI has documented the cases of outstanding stories such as Privalia, Veritas, Scytl, KeraJet, BioCentury, WuakiTV, AB-Biotics, etc.
Cases by the ESADE Entrepreneurship Institute published in Harvard Business Publishing
In 1998, Jose Vicente Tomas, founded KERAjet, the first company in the world to develop inkjet printing technology and equipment for the ceramic industry. Even though KERAjet was located in Castellón, the heart of the Spanish ceramic industrial district, none of the main companies believed in the viability of developing inkjet technology as a new decoration technique for the industry. So, they rejected collaborating with him. A few months later he was able to convince Ferro, an American multinational specialized in producing ceramic glazes and colors, to work together. As a result, Ferro provided the necessary knowledge and experience in the development of inks and was also in charge of the commercialization of the machinery and inks. Meanwhile, KERAjet focused on the development of the technology and machinery, as well as the software applications needed for design and inks’ management.However, in 2003 Ferro decided to stop collaborating with KERAjet due to the wide range of problems and costs the adaptation of inkjet technology was generating among the small number of clients they had. Determined to continue, they had three options: They could approach their neighbors again, which implied changing their attitude. The second option was accepting a collaboration agreement that Seiko, a Japanese company made to them; And the third option was selling KERAjet to a multinational company. Which was the best option for KERAjet?
In 2001, Carles Rovira, an ESADE Business School undergraduate, with experience in consulting, and Andreu Riera, a pioneer in research on e-Voting security, co-founded Scytl, a spin-off of the main European research group on electronic voting security. The founders struggled during the early stage of the company as they adapted outcomes from the academic world to market needs and sought clients. In 2004, two things were to mark a turning point for Scytl. One was the first customer - a Swiss canton - to sign up for the company's online voting system. The second was the recruitment of Pere Valles as Scytl's Managing Director to lead the company's international expansion. Since then, Scytl's revenues grew at an annual average rate of 60% and the company gained the financial support of eight leading venture capitalists, who among them owned 80% of the company in 2015. In August 2014, after closing its fourth round of VC financing, Pere Valles revealed that the company was considering an IPO on the Nasdaq in 2016. Many questions were still open, the first being whether this was the best option for Scytl and its investors. Furthermore, was the company ready for an IPO? Besides, there were other options available. Most venture-backed tech companies exit through a trade sale. A big multinational software company with a strong public sector practice could be interested in acquiring Scytl. Another option, given the size of Scytl in 2015, with approximately EUR70 million in revenues and 600 employees, was to sell the company to a private equity fund.
The Scytl case won the EFMD Case Writing Competition 2016:
the case, written by Eugenia Bieto, Luisa Alemany and Lourdes Urriolagoitia of the EEI, won the case competition of the EFMD 2016 in its Entrepreneurship category. The award was presented on June 7, 2017 at the EFMD Annual Conference in Berlin. The Scytl case was already recognized by The Case Center and was published in the Case Folio - The IUP Journal of Management Case Studies December 2016.
ESADE case study on Veritas receives international recognition from NACRA
A case study written by Alfred Vernis, Associate Professor in the Department of Strategy and General Management at ESADE, and Lourdes Urriolagoitia, Researcher at the ESADE Entrepreneurship Institute (EEI), has received international recognition as the winner of the Ruth Greene Memorial Case Award. This award was presented by the North American Case Research Association (NACRA) to the authors of the year’s best non-North American case study at the organisation’s annual conference in Chicago, Illinois (USA).
Educational programs offer the possibility to students to develop a business plan as a final course project. EEI has over 100 tutors to mentor these projects. Our tutors are recognized practitioners and have a track-record expertise in various fields, functions and professional sectors.
Our business plan mentors supervised:
2016-17 academic year
The EEI commits to the highest standards of quality of mentorship through a curated process of selection and training of business plan tutors as well as an effective coordination of their tutoring activity and quality performance.