Inside Strategy
A space where we analyze key strategic decisions made by major brands and companies.
We will explore and break down the most relevant factors that should have been considered when making decisions, the debates the team likely had before adopting them, and we will use methodologies and strategic models to analyze them.
Room Mate Hotels- How to evolve the naming to accompany the growth of the business
In 2005, Enrique ‘Kike’ Sarasola, a former Olympic athlete, founded Room Mate Hotels in Madrid. With no experience as a hotel entrepreneur but with a lot of experience as a customer, he launched an innovative chain aimed at people who travel to big cities to get to know and explore them. Kike started from two premises that this target shared: ‘People are going to explore the city and therefore don't spend so much time in the hotel’. ‘The best way to visit a city is to go and see a friend who lives there’. Based on these premises and with the customer always at the centre, the Room Mate Hotels value proposition and customer experience was built around 6 key elements: Central hotels: because...
Why has CEPSA changed its name to Moeve?
This is the first analysis from Inside Strategy, a space where we will analyse the key strategic decisions of major brands and companies. We explore the possible internal debates of the teams that made the decision, by imagining the factors they must have taken into account. We begin with Cepsa's decision to change its name to Moeve. Introduction: Cepsa becomes Moeve: a facelift or a new era? According to the press release of 30 October, "Cepsa has today announced a change of name to Moeve". In reality, it is not just a change of name, but also the entire visual identity of the brand (logo, colours, graphic resources, etc.). They have even incorporated a sound identity. This is called...
Colvin – the online florist that revolutionized an industry, but wanted to grow too fast
This month we analyze Colvin, a company that I have followed since its foundation. First as a consumer, attracted by its value proposition, and then from a professional point of view, due to its disruptive business model. We will focus mainly on its growth strategies. Colvin has recently been going through a rough patch: it has failed to meet growth expectations, which has made it difficult to raise capital (after years of highly successful rounds) and this has led to internal restructuring, such as layoffs and the replacement of the founders as CEOs. One learns from difficulties, and I admire Colvin's courage in trying to change the rules of a sector as traditional as flowers. That's why...
