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2nd Marketing Day: Back to School

The ESADE Alumni Marketing Club is pleased to invite you to their 2nd Marketing Day: Back to School''.

Marketing has changed tremendously in recent years. Come back to school for a day. Come to ESADE for the 2nd Marketing Day and three Executive Education talks by ESADE professors: your opportunity to keep pace with major developments and new aspects of marketing, and discover how to become more proficient in new skills of vital importance for business success.

Marketing Day is a unique opportunity for Marketing Club members to spend some time developing their professional skills. It’s also a great chance to catch up with other members and share experiences during coffee breaks and lunch.



08.30 – 9.15     Accreditations

09.15 – 9.30     Presentation
Marco Bertini, associate professor and director of the ESADE Department of Marketing

09.30 – 11.30    Talk by Andrés Cuneo, associate professor in the ESADE Department of Marketing

11.30 – 12.00     Coffee break

12.00 – 13.00     Talk by Ivanka Visnjic, associate professor in the ESADE Department of Operations, Innovation and Data Science

13.00 – 14.00     Talk by Oriol Iglesias (Lic&MBA 98 / PhD 06), associate professor in the ESADE Department of Marketing

14.00 – 14.15     Closing speech
Isabel Ferrer (ADE Lic&MBA 95), president of the ESADE Alumni Marketing Club

14.15 – 15.30     Lunch


Fighting commoditisation and growing globally. Nespresso case study. Andrés Cuneo

Radical market changes and the onset of new consumer habits around the globe are reshaping competition in many industries. In a world where consumers care less and less about brands, and low-cost operators are gaining ground, it is increasingly difficult to create value by making products stand out. These challenges will be analysed in this talk whilst discussing the Nespresso case study.

By late 2011, Nespresso had achieved unpreceded success and turnover of more than CHF 3.5 billion. Since then several challenges have jeopardised the company’s competitive edge. The 1,700 patents protecting the Nespresso system began to expire and the market share of new manufacturers of capsules compatible with Nespresso machines began to soar. Nespresso’s growth and market share were seriously threatened. The Nespresso case study will provide a platform for discussing the main tactics for preventing market commoditisation, how to make a brand great again, and how to use a multi-market strategy to leverage growth.

The Executive Education format of this session means that all participants are expected to have read the case study beforehand. By discussing and analysing different approaches, we will cover some of the factors that are reshaping industries and look at ways of continuing to create value for consumers and business.


Andrés Cuneo

Andrés Cuneo is an associate professor in the Marketing Department at ESADE Business School, where he teaches Marketing Strategy and Brand Management to MBA and MSc students and executives. Andrés holds a PhD in Management Sciences (Marketing), an MSc in Marketing and an MBA from ESADE Business School. He has also provided management and faculty training at business schools in the USA and Europe including IESE Business School, Harvard Business School and HEC Paris. Prior to joining the ESADE faculty, he was a full-time professor in the business school at Universidad Adolfo Ibanez in Chile, his country of origin, where he was also head of the MBA programmes. He also gives classes on programmes in conjunction with business schools including SDA Bocconi (Italy), UCLA (USA) and Georgetown (USA). He regularly gives classes and seminars about global marketing and branding at other business schools in Latin America, including Brazil, Argentina, Mexico and Peru.

Prior to joining the Academy, Andrés worked in the business world in marketing and sales, mainly in FMCG multinationals. Some of his business experience stems from the world of consulting and the projects he carried out for companies in different countries and industries including FMCG, telecom and manufacturing. For the most part of his career he has worked in Europe and Latin America.

His research interests are related to the development of brands and their importance for consumers and companies. He is currently researching the development of distribution brands (MDD / PLB) in different types of products and countries, and their impact on the competitive dynamics between manufacturers and distributors. His research has been published in academic journals including the Journal of International Marketing, European Journal of Marketing, Journal of Marketing Management, and Journal of Product and Brand Management.


The new firm: combining products, services and digital to achieve customer outcomes. Ivanka Visnjic

For most manufacturing and software companies, a significant part of their business already concerns services associated with their products. Many executives wonder whether there is anything after services. The answer is yes. A select group of companies are already charting the territory of outcome-based and digitalized services that deliver more value to customers. This represents growth and profit potential for the company, providing that the risks involved are understood and managed well.
We will discuss:

•    Why companies set out to shift towards outcome-based services 
•    The journey companies take, including the shift to digital
•    The risks of outcome strategy and when it does (not) pay off
•    Examples of companies that have succeeded or failed


Ivanka Visnjic

Ivanka completed her PhD at KU Leuven (Belgium). She holds a Master in Advanced Business Studies (KU Leuven) and a Master in Business and Economics (University of Novi Sad, Serbia). She is currently an assistant professor in the Department of Operations and Innovation Management at ESADE. She is also a visiting professor at Cambridge University, where she is the head of the Cambridge Service Alliance business model project, an inter-university platform dedicated to service management research.
Ivanka’s research lies at the intersection between innovation, operations management and entrepreneurship and currently focuses on innovation in the business model employed for the supply of complex services and service-product systems.

Examples include the emergence of smart cities and the role of construction and facility management service providers; the transformation of robust infrastructure ecosystems, such as rail transport and public-sector water and energy companies; and the onset of IT service strategies and methods. During her PhD, Ivanka researched the tendencies of durable equipment manufacturers to expand their business model into the provision of related services and the development of lifelong solutions.

Ivanka’s research is based on close collaboration with the manufacturing industry. Her current research in the Cambridge Service Alliance is carried out in a partnership with IBM and BAE Systems, and involves constant research interaction and consultations with a wide variety of partners in the aforementioned sectors. Her doctorate was commissioned by the senior management of a global equipment manufacturer and has helped shape the company’s service strategy. Prior to her academic career, Ivanka worked for McKinsey & Co, where she specialized in product innovation strategies in the pharmaceutical industry and took part in several projects for big pharma companies.


The three-wave brand strategy: profitable and sustainable growth. Oriol Iglesias

One of any brand’s main goals is to achieve profitable, sustainable growth. But this calls for executives with a two-fold focus, now and in the future, or even a three-fold focus if they want to be leaders in the industries where their brands compete. It’s also essential to know what sort of innovation strategy could maximise profits in mature markets and drive new opportunities in the future. Unfortunately, our research shows that most companies invest in the wrong innovation portfolio and are therefore unable to increase their ROI or boost their future growth. In this talk, Professor Iglesias will explain how brands can achieve profitable, sustainable growth by applying the three-wave brand strategy.


Oriol Iglesias

Oriol Iglesias is an associate professor in the ESADE Department of Marketing. Member of the Executive Committee of the European Marketing Academy, the Scientific Committee of the Special Group in Brand, Identity and Corporate Reputation at the Academy of Marketing (UK), the editorial board of the Journal of Brand Management (USA), and the Scientific Committee of the Global Brand Conference. At ESADE, he was the director of the Department of Marketing Management and the ESADE Brand Institute, and has worked on teaching and consultancy programmes for Telefónica, Banco Santander, Deutsche Bank, Sara Lee, Carlson Wagonlit, Orange, Bassat Ogilvy, PricewaterhouseCoopers and Dade Behring, and other companies. From 2000 to 2007, he was a partner and director of Wakaa Networks, a consultancy firm specialised in marketing. In parallel, he was also a partner and director of El Terrat Online, the on-line division of the television, theatre, and entertainment producer El Terrat. Previously, he was the senior consultant and then deputy director of ATI-Markefin (a consultancy firm in service marketing). He began his career in the Marketing Department at Xerox.

This event will take place in English and Spanish. Seats are limited and are available on a first come, first served basis.

No cancellations will be accepted within 48 hours of the event.

See you there!

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