Posts Tagged ‘IE School of Communication#8217;

9
Jan

Chloe Younes, wishes you a Happy New Year.

Written on January 9, 2014 by Eric Rivas in News

CHLOE YOUNES

The 1st term of the Master programs at IE School of Communication is gone, now the students are back from christmas vacation and during the break, Chloe Alexandra Younes, candidate of the #MCC posted a note in her Facebook account entitled, “2013 – Closing Statement <3″

She talks about her first months experience here at Madrid as a student of IE Business School, she writes in a marvelous, and very honest way… I couldn’t feel more related and so I asked her permission to share this with you guys. I hope you all like it!

2013 – Closing statement <3

December 31, 2013 at 3:18pm – Chloe Alexandra Younes “Master in Corporate Communication”

When 2013 began I asked myself a question; which went along these lines:

What am I going to do this year to flourish, to grow more – as an individual?

I decided that I wanted to excel this year. I decided to apply for my Masters.

So I did. I applied for my Masters in Corporate Communication at the IE Business School in Madrid.

As the days started to pass I began to feel frustrated with the burden and anticipation of receiving an interview, let alone an acceptance!

I eventually received THE e-mail from this highly prestigious university – which requested interviews con mi via Skype! YAY! How exciting was that?

I eventually got the acceptance letter I had so eagerly been awaiting!

I knew then and there that this was an opportunity I would not miss out on- not for anything – not for anyone.

BUT….

Before taking the decision to take that leap of faith and leave everyone and everything I ever knew – little did I know that I was making one of the finest decisions of my life. At first it was daunting. It was daunting in such a way that I had constant panic attacks; I had a zillion questions, questions which I had no answers to; I feared the unknown so bad it made me anxious.

I was afraid to leave my dogs. I was afraid to leave the remarkable people and friends whom I loved with every inch of my pumping heart. I was afraid to leave the family whom I was down-right dependent on – and to be thrown into a sphere of uncertainties.

I had no idea what Spain had in store for me.

I had no idea what sort of friends I would encounter;

Would they be kind?

Would we connect? And if so, on what level?

Today, 3 months into Masters, and one year from 2013: I stand proud to say: I did it.

I left everything behind and I did it; I left. I left Beirut. I left everything and everyone I ever cared for.

But here’s the deal: In doing so, I grew tremendously.

I have to point out though: it got harder before it got easier.

“A comfort zone is a beautiful place, but nothing ever grows there”

WAIT, THERE’S MORE…

Not only did I have to adapt to an entire new city, language and culture. I had to deal with a tough and heart-wrecking break up which at the time, thought would demolish me.

But it did not, on the contrary – it made me tougher.

It made me realize that only the strong survive.

It made me realize that when you think it’s bad, It’s not THAT bad – and when it’s THAT bad – it could always be worse.

It made me realize that you have no idea how durable you are capable of being until you are required to fight.

Resilience is key and acceptance is king.

So, ANYWAY … In taking that step, that step that had terrified me for the longest time – I became a fiercer person. I became a different person; a person I never thought I would grow to be.

So far, I’ve crossed paths with genius professors; I made the most savvy, witty and entertaining friends (SHOUT OUT TO ALL* MY FAVORITE-OUT-OF-THIS-WORLD-TO-DIE-FOR MCC’ERS). I left each class richer than ever before. I became familiar with the Spanish culture. I began learning the Spanish language! I was exposed to evermore diverse cultures and evermore diverse values; which is one of the great wonders of globalization.

And this is only the beginning. The very end of 2013, and the beginning of the very interesting journey of 2014 –

 

If I have one piece of advice for anyone today, it would be this:

Take a step outside your comfort zone – you will be surprised by the outcomes.

You will be overwhelmed with what you could accomplish.

You will grow; and what a wonderful feeling it is to grow.

 

I hope you all accomplish great things in this 2014 –

I hope you don’t forget to be RAW*

I hope you don’t forget to DREAM*

 

¡Feliz año Nuevo a todos!

“Cheers to a new year, and another chance for us to get it right”

P.S: A Big thank to my MCC’ers and everyone whose been there – for literally ROCKING* the past 3 months with me and a big thank you in advance – because I expect nothing less from such awesome* people like you – for the coming months!

Let’s do this! (I can’t tag everyone but I do mean this for everyone!)

Chloe Alexandra Younes

9
Jan

MVDM, GRABBING OPPORTUNITIES BY THE HORNS

Written on January 9, 2014 by Eric Rivas in News

MVDM - Venture LabDo the words “careers”  “networking” and/or “personal branding” remind you of something? If you are an IE student these words might sound like a broken record in your sub-conscience, and it is because of the school’s commitment of helping students and alumni to take full advantage of their professional and academic opportunities.

Right at the beginning of our program the Careers department counsels each of us on how to turn our career ambitions into personal branding expressed into a unique résumé, and so on, into a better professional with outstanding career skills. We’ve been told many times that networking can be our second diploma here at school, and a professor told us that even a church can be a great place for networking purposes. This might sound a little bit overwhelming, but is true, and personally, I love it. I think that if you want to be successful in this new, changing and innovative global environment, you should consider building a consistent and distinguishing professional brand.

IE is full of opportunities; this idea of helping us to be better professionals isn’t tied only by the Careers department, the whole Uni runs with this promise. A couple of days ago, our Dean, Begoña González-Cuesta, along Vincent Doyle, our Academic Director, announced to us, the students of the Master in Visual and Digital Media the terms and guidelines of our final project for the 2nd term.

We survived our first term and it was tough, but by far, I’ve been very happy with the whole learning experience. In December 12th, the IE School of Communication board arranged collaboration between the Master in Visual and Digital Media and the Venture Lab. We had a pitch session with a variety of start-up teams competing for our skills and expertise in order for us to work with them as Visual and Digital Media Brand Managers. Once we ranked the projects based on our criteria and appeal, our duty becomes putting in practice everything we’ve been learning throughout the program in a real, innovative and creative business project. Each group will create a full advertising campaign, a brand and corporate identity, and/or a social media strategy.  (CAAAN’T WAIT)

Hence, this partnership will be a great opportunity for us to become what we really want to be as Visual and Digital Media students, we are going to find a job opportunity in the startup that we are willing to consult, and not only that, this whole idea of creating something that will be in the market makes it a lot more exciting and fulfilling.  Right now, I invite you to grab every opportunity this new year bring, and by that I mean by the horns!

Eric Rivas

21
Sep

Future of Communication Vol.1: “HateBrain”

Written on September 21, 2013 by mhasegawa in News

the_sentinel_project

Hatebase is an open technology platform for monitoring and analyzing regionalized hate speech. This project was developed by  Mobiocracy and The Sentinel Project for Genocide Prevention. Masaaki Hasegawa, alumni of the Master in Visual Media had a chance to interview with Mr. Timothy Quinn, CTO of OMX, in order to explore the objective and the future vision of this unique project. Why do people tweet “Hate Speech”?

MH:  Thank you for taking the time. To better understand who are not familiar with this project, would you describe what is the objective of this unique project?

TQ: Hatebase is an open technology platform for monitoring and analyzing regionalized hate speech. It was built to assist government agencies, NGOs, research organizations and other philanthropic individuals and groups use hate speech as a predictor for regional violence. Language-based classification, or symbolization, is one of a handful of quantifiable steps toward genocide.

MH: It is obvious that words have strong power and impact on communication between people. Why you are focusing on hate speech instead of praise?

TQ: There’s thankfully very little risk to oppressed groups and populations targeted by praise. Just as crime statistics better inform law enforcement than the everyday actions of law-abiding citizens, and emergency room data is more useful for combating pandemics than studying healthy people walking past the hospital, hate speech is a more actionable source of data for us at the Sentinel Project in our efforts to mitigate the risk of genocide.

MH: How did you come with the idea of making Hatebrain?

TQ: We should first clarify what Hatebrain is: Hatebrain is an automated social media engine which we recently deployed as an enhancement of our Hatebase platform. The idea for creating Hatebrain was born of the need to parse large amounts of Twitter data without human moderation. Since turning on Hatebrain, we’ve accrued over 25,000 real-time geotagged hate speech sightings.

the concept of thinking photo from Shutterstock

 

the concept of thinking photo from Shutterstock

MH:  Why it is important to collect the information about location?

TQ: Location is critical for using hate speech as an early warning indicator of regionalized conflict. Without location, hate speech may be informative but it isn’t particularly helpful.

MH: Is there any tendency related to geography, time, or weather that people can tend to tweet something negative?

TQ: We haven’t attempted to correlate our data with weather or time of day, but we believe there’s a strong potential correlation with geography once you normalize for population, Internet connectivity and Twitter adoption. There’s a great opportunity here for individuals and organizations to identify further correlations by leveraging our open dataset at hatebase.org/connect_api.

MH: Is there any pattern you have found in hate speech, such as words mostly used?

TQ: A good place to look for this sort of information is in our published statistics: http://www.hatebase.org/popular (bear in mind, however, that this is currently still raw data rather than normalized data).

MH:  Why people blame on others, speak ill of someone, and often become very aggressive to say something negative?

TQ: There’s no shortage of theory on the persistence of human aggression, but it’s not implausible that aggressive behavior and externalization of subpopulations would have conferred an advantage in our evolutionary past. It’s difficult, however, to cleanly separate biological determinism from cultural, sociological or psychological factors: history is rife with examples of hate speech flourishing in environments of particular social and political instability.

MH: Like some videos and articles become viral, emotional moment and words can be infected from one person to another. Is it possible to arouse certain emotion by intentionally spreading words or speech?

TQ: The epidemiologic metaphor is apt: hate speech is most insidious when it relies upon a tacit acknowledgement of the acceptability of externalization. The disease spreads when the body’s immune system is compromised.

MH:  It seems that it would be difficult to use direct negative expression as people become more connected each other. Do you think the way to express something negative will be more indirect or ambiguous?

TQ: Unfortunately, the opposite is probably true — as our means of connecting with each other have diversified, so too have our opportunities for disparagement. If anything, social media emboldens hate speech through social feedback loops.There are very few biases which, no matter how absurd or invidious, won’t achieve validation from someone.

MH:  What would be the future project once you have achieved the objective of this project?

TQ: The Sentinel Project is currently working on our next software product, which is an open source rumour management platform called WikiRumours. Our goal is to mitigate escalation of conflict by intercepting misinformation and disinformation.

6
Sep

Talented young vol.1: To live your own life

Written on September 6, 2013 by mhasegawa in News

alisaAlisa Ueno is producer of one of the most famous Japanese fashion brands, Fig & Viper, which is now getting attention of celebrities and young people around the world.  We had a chance to have an interview with her, and she shared the story behind her success and the secret to realize what you think.

 

 

 

 

MH: First of all, let us know about the brand’s concept and vision.

AU: We are unique and create original design for clothes. You cannot find similar products at any other places and they are products that you can enjoy, regardless of your age. Our clothes allow a person to be different from the person they are on typical days when they are working in an office wearing an uniform. We understand that we do not compete with fast fashion brands such as H&M and we differentiate our brand from them in that we are comparatively expensive for young people but worth the price. We put emphasis on originality and providing quality clothing.

 

MH: How did you come to find your own brand without any experience in the industry.

AU: When I was around 19 years old, my mentor encouraged me to jump into this field. At that time, I was working as a professional model as well as attending university and working a part-time job. I had no fear due to my age and I was not as serious as I am now. It is just that I happened to get involved in starting up this brand, to tell you the truth.

 

MH: What was the first step that you took to start your own brand? What was the biggest challenge?

AU: The first step was understanding the fashion business and where our label fit. I spent time thinking about what people were willing to pay and how to design decent, unique items. I had a great deal of knowledge in terms of the fashion industry, including fashion brands, as I was fond of shopping and often found points to improve in clothes that I bought. Thus, I aimed at designing something that I would be fully content with from the viewpoint of the buyer. My colleagues sometimes advised me to design something more commercial, from a business view point, but I never compromised on design because the label represents my personal brand value and image. Our consumers are likely to purchase items that I wear and then post on my blog. My colleagues gradually came to rely on my design. Over the course of two years, I came to understand the balance between my own preference and market demands.

 

MH: You and your brand have been on the cutting edge since the beginning and now the industry follows you. What has enabled you to achieve this? 

AU: Most importantly, compared to huge companies, one advantage is that our business has relatively less operational process and that enables us to be more creative and challenge the status quo. On the other hand, our weak point is bringing our business to scale because we only have six people, including me, except four for clerks in our brick n’ mortar stores. We manage to deal with everything. Personally, I believe that relationship and the strong bond between employees strongly influences our performance. In fact, all people in our company trust each other as if we are a family. This point is obviously different from the huge companies in which people are working as a small part of the big organization. All the people in Fig & Viper share a common vision and feel that every single behavior has an impact on the brand. 

 

MH: Though various kinds of media have covered your brand, your company does not have a formal public relations team. How did you achieve such huge media exposure?

 AU: It is because we have focused on our brand idea that I mentioned above, since our beginning, and that has made our brand quite different and outstanding in the industry that leads media to pay attention. The most important thing is doing something different from others and being interesting. Mass media are eager to know something they do not know. In fact, we have never promoted our brand and items to mass media. Needless to say, I appreciate stylists and media who have taken up our brand and I would like to contribute to their business somehow in the future by making my brand bigger.  

 

MH: You have effectively used SMS such as Facebook, Twitter, and Instagram to communicate with the market. What effect does it have on your brand?

AU: Frankly speaking, in this industry social media currently has stronger power and influence on consumer behavior than magazine or mass media. In fact, I access the most valuable information through social media, sharing information with people around the world.  Instagram, especially, has an amazingly huge influence on our brand. For example, the reason that we decided to deliver our products to foreign countries is that a great number of people are following me on Instagram. I like the concept of social media that you can instantly connect with people all over the world and it has potential to make your business unbelievably huge. 

 

MH:  After just a couple or years your brand has collaborated with Steve Aoki, who is one of the world’s top DJs. Rita Ora has shared your brand items on her Instagram and Chili from TLC has given attention to your brand. What is the key to getting such great celebrity endorsements?

AU: It could be my personality! I think it is very important to say and share what you want and like. It is true that I have been in the environment which is closer to those celebrities than other industries but I have kept saying “I love Steve Aoki” that brought about the opportunity to participate in his brand’s catalogue as a model. This one time chance ended up bringing another  business opportunity with him, a collaboration with his brand. I just keep saying and sharing and more opportunities come to me. Beside that, language plays an important roll especially in the Japanese market, because not so many young Japanese people speak other languages, including English, and thus my ability to speak another language is obviously an advantage over others. I have never stayed in foreign countries longer than two weeks but I can communicate with people around the world in English. This shows that the language barrier can be overcome by your own effort and that is why I keep studying English. I do not want to lose any opportunity because of lack of effort. English let me connect with people all over the world. It is critically important.    

 

MH: No matter how busy you are, you keep changing guise and traveling around the world. What is the reason that the producer of Fig&Viper is always so progressive?

AU: My aim is to lead people all of the time so that they do not get bored. I do not want to be considered an old-fashioned product/ You know, you get one shot at life and we will all die someday. There is no escaping that reality. Traveling allows you to encounter people and experiences that you have never imagined. I am eager to know what I do not know and encounter the type of people whom I have never met. It is not based on some intricate calculation or strategy, but personal preference that is my character and personality. I love myself. 

 

MH: It is sometimes challenging and controversial to put some symbols which contain religious meaning into design, particularly when your expanding your business overseas. 

AU: It is true that I need to think more about the meaning of symbols that I have depicted in my design from the viewpoint of branding. Japanese consumers are indifferent about religion and symbols. For example, it is considered rude to position the cross upside-down abroad but it is not an issue here in Japan. However I respect other cultures and their way of thinking. As the brand has become global, I have studied the history and the meaning behind symbols in order to design clothes that are visually beautiful but do not offend anyone. Possibly, our next design focus will be “words”. 

 

MH: You shared an interesting expression, “Live as you would publish your own autobiography in the future”. Give some advice for people who are having a hard time being themselves.

AU: Just do it!! I think people who do not take action would not listen to my advice because they compromise with their life. I believe that it is important to design every single day to be interesting and exciting, to make the most of your own life with the limited time that we all have. You do not have to write something negative in your own autobiography.  Do not be afraid of failure and making mistakes. Your life will be happier in the end if you believe that everything would enrich your life. The most important thing is to keep an open mind and let things happen to you.

Instead of feeling envious of successful people, be a successful person. You are the person who can give up or make changes in your life.

2
Sep

Entrepreneurship vol.4: Beyond the boarder

Written on September 2, 2013 by mhasegawa in News

sokhoSokho Trinh is co-founder of Deparz, which is a new online business focused on services for Expatriates and students, offering you a chance to get in touch with people in the country you are moving to, to help you with anything you may need. He shared valuable information gained from his real experience as an entrepreneur.

 

 

1. What is your background and career path or your interesting life story?

ST: I was born and raised in France. From Chinese parents who were born and raised in Cambodia, who managed to escape the Khmer Rouge during the Pol Pot Regime in the 70`s in Cambodia. I have lived and worked in 3 continents and I can speak 8 languages. I studied my MBA at IE Business School, and before that I studied an MA in International Trade, majored in Asian Business Engineering in France. Originally I studied languages at the prestigious Grande Ecole in Paris: Langues’O and at the University of Paris XII. I also studied a term at the MBA Luxury at the ESSEC Business School, in Paris.

 

2. Why did you move to London?

ST: I moved to London for both professional and personal reasons. London is a vibrant city. I try to absorb its energy and re-use it in my life. I have a group of close friends. I live with my partner and we both enjoy meeting with our dear ex fellows from IE Business School. Above all, London offers you this magical cultural scene, mingled with a cosmopolitan crowd. This is why I would describe London as cosmopolitan and not International. Finally, this is a stunning city which may feed your ambitions – Be it personal, cultural, entrepreneurial. You may experience the stunning global start up vibe, or climb the corporate ladders.

I don’t like this city, I am loving it!

 

3. How did you come up with the idea of helping people particularly who would move to London?

ST: My co-founder and I faced the terrible pain of having to look for a decent and value for money place when we moved to London. Rents are so expensive, flats are taken in no time, and honestly, while being abroad it is almost impossible to sign a flat unless you are in London in person!

 

4. What was the first step to make the idea happen?

ST: Because we started from the pain of finding a place to live in London, we wanted to understand how a solution could be articulated around killing this pain. We started with a full business plan which, I think was probably not necessary at the beginning of our start up journey. We should probably have tried to do a light version of the business plan, and we should have focused on quickly building our prototype website. I think that, if I was asked to do that again, I would probably have used a “lean” start up approach. This first steps took us many months.

 

5. What was the biggest difficulty in the beginning stage to monetize your business model?

ST: It was hard for us to find the right quantity of clients to be matched with the right quantity of assistants. I also think that trying to monetize the site without having a proper success stories to share with the users also was a barrier to monetization. Also, what will be extremely hard is to find the point of liquidity where transactions (people posting requests and assistants responding) are going to be self-feeding themselves in a sufficient quantity to cover all our costs and eventually generate benefits.

 

6. Why this business model is focusing on 3 things: accommodation, work, and language instead of focusing on one of those?

ST: We ran the site in beta as a test during 7 months. From the data we analysed “accommodation” represented 70% of the needs expressed by our users, 20% were related to job search, and 10% to a language related issue faced by both students and professionals expatriates who are not sponsored by their companies. Therefore we decided to focus on these 3 categories, to address the pains expressed by our users, offering them an “all-in-one” solution.

 

7. Whereas the internet allows people to connect each other and to reach a great amount of information instantly, it is hard to strengthen your presence on the Internet. What is your strategy in terms of getting people scattered around the Internet together in your service?

ST: We current follow a phased approach. Even though, Deparz.com aims at being internationalized, we need to first test our concept. This is why our phase 1 is a “Proof of Concept” where we only focus on helping the French and the Spanish to relocate and/or to properly settle down in London. Once the results will prove acceptable we will extend our solution towards others markets. We plan to resort to mostly online marketing to gain visibility with the clients (people who move abroad) and a mix of online and offline to communicate with the assistants. A business development team will help find the professional assistants.

 

8. What is your future vision regarding work and personal life?

ST: I am extremely conscious about the importance of work-life balance. It simply makes you enjoy the little “joys” of your life. I like to think that I am Passionate individual, with a capital “P”.  I sing, I practice photography, and I used to act. I play badminton, and enjoy a good glass of wine with some nice Jazz music. One of my biggest passions is to travel. I visited over 50 countries. My motto in life is: “Live your life with Passion”

 

30
Jul

DESING THINKING: HOW TO SUCCESSFULLY COMBINE DESIGN AND STRATEGY? 


Written on July 30, 2013 by Begoña González-Cuesta in News

COMUNICACIONDESING THINKING: HOW TO SUCCESSFULLY COMBINE DESIGN AND STRATEGY?

Virtual Master Class – ANDREW McCARTHY

Consultant, manager, designer and associate professor of the Master in Visual Media at IE School of Communication

DATE: July 30th *17:00 *Madrid local time REGISTER: carla.szemzo@ie.edu

Today there is no dichotomy between thinking and design in multinational corporations. The market isn’t asking for choices. It is asking for options. Some companies want only strategy, some only design, many want both. There is a stronger demand among companies in Asia for design and a growing demand among organizations in the US and Europe for the design of brands and strategy. But again, most companies want both.
-Bloomberg Business Week

If you want to hear about the latest trends on Design Thinking, we invite you to participate in the Virtual Master Class conducted by Andrew McCarthy. He is a professor of Design Thinking, a creative consultant, manager, designer and a professor of the Master in Visual Media at IE School of Communication.

ABOUT THE SPEAKER

Andrew Peter Wallace McCarthy is a designer, innovation consultant and Design Thinking facilitator. He studied philosophy, political science, and the history of science and mathematics before becoming a creative director. Andrew has worked in his native New York and internationally as an art and creative director in multinationals and advising corporations on creativity, strategy, innovation processes, and Design Thinking. He also teaches the same as an Associate Professor at IE in Madrid, Spain. Andrew is an innovation, design, and user advocacy officer with a handful of startups and tech development companies. He speaks and moderates at conferences and his voice has been featured in ads and audiobooks.

26
Jul

 

hernando

Hernando Salazar is a co-founder of  Fábrica Maravillas, which is a brew pub located in the center of Madrid, Spain. Certainly, it has been so successful that they have been currently under the pressure to increase the capacity of production even after a couple of times of capacity increment. Masaaki Hasegawa, from Master in Visual Media, class of 2013, had a chance to explore the key factors that have made them successful. 

 

MH: First of all, let me know more about you. You are IE alumni?

HS: I am an IE alumni of International MBA, class of 2005. I am originally from Colombia, and used to work for the marketing department in Diageo, which is one of the biggest spirits and wine producers in the world, before taking master. Then I came to Spain in 2004 to take MBA in IE. After graduation, I worked for BBVA in Switzerland as a relationship manager in the private banking sector for almost 3 years. After that, I decided to do business on my own and came back to Spain to find an opportunity to achieve it. From then, I have been in several entrepreneurial projects. Since then, I have been working as an entrepreneur last 3 years.

 

MH: And how did you come up with this great idea of having a craft brewery in the center of Madrid?

HS: It was like an accident. At the time I got involved this business, I was doing my other entrepreneurship project, called Housie, which helps International young people, including IE students, find accommodation and information in Madrid. One of master brewers that I knew then had the original idea and business plan but they did not have any specific financial plan and know-how to embody it, and I started working with them to help them develop the financial plan and provided advice from the viewpoint of business, gradually started giving some ideas about vision, and ended up being part of this project.

 

MH: Why did you decide to take a responsibility to manage the company instead of just consulting or investing money into the business?

HS: First of all, this project, craft brewery, was novelty in Madrid, and people in the project had passion with it. Initially, I just provided some advices but the time when they actually needed to raise money to launch business, it was not easy for them to find an investor to raise the amount of capital that they needed. I sort of rose my hand to be an investor as well because I already had tasted the beer they brewed and felt this would be successful. Then, we became a partner and I started being in the project in depth because I love their passion for this business.

 

MH: What was the first step to make your business realized?

HS: The first step was somewhat related to mentality. It was like facing the fact that “From now on, there is no way back”. It is easy to invest money into the existing business that is already structured that you simply need to observe management and numbers. But, as for the business that is just started, it is like just crossing your fingers that consumer would like your product and service. In fact, it was required to spend almost 2 years to get the business started due to procedure and preparation such as doing paper works, building machines to brew beer, and getting the license. So the first step was making our mind to take the whole risk that you would spend your time and capital asset for this project.

 

MH: Why you chose Madrid, Spain to launch your business?

HS: I particularly like Madrid, Spain and this neighbor Malasaña. People often argue that Spain is now in the crisis and is not currently a proper location to do business. But, I have grown up in the country with crisis all the time, and so for me this is not crisis. Beside, if you start your business in the difficult condition like that of in Spain now, the condition surrounding your business just can be better in the future. In fact our business has never been in red, so the current situation is normal for us and we think we could have cultivated survival skills. Whatever happens next in the economy, it can be positive factor for us.

 

MH: Did you have any specific difficulties when you launched your business? 

HS: At the time when launched this business, no one had experienced this business model before in Madrid. For example, even for brewing machine and tanks, we needed to customize its size to be placed in this location, center of Madrid, meeting the local requirements and regulation, and it was hard to find someone who would be able to deliver it. Also, we had complicated issues in terms of the operating license because beside it is not easy to gain the license, the concept of our business was novel at that moment here that is difficult to be explained well to the authority. 

 

MH: You mentioned that the concept of this business was novel in Madrid, Spain, when you get it started. How did you market it? 

HS: We did not market that is a part of the strategy we have. We spent 2 years to develop and improve our business model that we went over it, including concept and numbers, many times. We presented our business model to many different kinds of people and they often input their experience and ideas. So at the time when we launched the business, our business model was already well thought and sophisticated that is part of initial success. And location, having brewpub in the center of Madrid, itself is already marketing. The whole concept of business that people can see brewer and tanks is our best marketing structure. Mass media are always around the center that is easy to have them come to here, and also our customer themselves promote our place, putting picture on Facebook and all those kinds of SNS, to share their experience here with their friends. 

 

MH: After 8 month of success, what is your current challenge? 

HS: The current challenge is the next step what we are going to do next. For example, our initial plan was not just serving craft beer inside the bar but also producing beer for abroad. However, the consumption of beer here easily exceeded our initial expectation that we are unable to sell beer to other places. We have already increased the capacity and we are planning an additional capacity increment this year, but then it would reach the maximum manufacturing capacity at this location. Thus our next challenge is how we can put Fábrica Maravillas to the next stage of growth. Needless to say, we would be bigger. The question is how. So we have been currently discussing about what options we can take like, franchising, licensing, join venture, and how that strategy would influence on our brand value. We are supposed to set on next step after this summer. Compared to the potential size of the craft beer industry in Spain, our current distribution capacity is quite small. To make it bigger, we need to contemplate the measure to enlarge it. 

 

MH: Do you have some future vision?

HS: We would like to make people know beer as they know about wine. People living here know a lot about wine that is part of culture, but people seldom select and order specific kind of beer and just say “caña” instead. By educating consumer to have more knowledge on beer, we believe that it would be able to generate additional demand of craft beer and we see the potential to expand our business further. Here Fábrica Maravillas provides people with an opportunity to discover craft beer, which is completely different from mass manufactured one, that is designed for customer to learn beer every time they come here. It is a great challenge to change consumer behavior in the market through providing a distinct customer experience. 

 

MH: What you have learned in International MBA helps you manage your business now?

HS: Yes exactly. Especially at the beginning stage of the business, it helped me a lot. For example, when we were developing the business plan, I definitely translated what I learned in IE into our business model development and improved from an idea to the sophisticated business model, including financial model. Initially, whereas the idea and business plan was unique, it lacked a well-developed financial strategy and plan, and what I have learned in IE is absorbed into this business. It was the first as well as direct input from MBA. 

 

MH: Give us a message for future entrepreneurs.

HS:  First of all, do not think you cannot do good business as long as you do not have a completely new idea.  Even if you do not have any idea, just keep looking for it. It does not have to be sophisticated one but can be basic one. It is understandable because media are eager to take up some interesting novel idea to get an attention. But you can even do business with basic concept like selling bread. Once you get an idea, tell it to everybody. Don’t worry about copying. If somebody can copy it quickly, chances are someone has already done it. A lot of first stage entrepreneurs protect their idea and are less likely to share their idea with people for the fear of being stolen by someone. But no one would actually quit his or her job to copy your idea. People love to help you, and so share your idea with others. 

20
Jul

Ken Segall  (http://kensegall.com)

 “Insanely Simple”

 Closely working with Steve Jobs for both NexT and Apple, for over 12 years, Ken Segall is credited for the person who put the “i” in iMac and led the awarded legendary campaign “Think Different”, and is the author of  “Insanely Simple”, that is about how simplicity influenced on Apple to innovate and develop. Masaaki Hasegawa, student of Master in Visual Media, had a chance to explore the secrets behind the concept of “Insanely Simple”.

kensegall

MH:  Thank you for giving us to have this interview with you. First of all, let us know more about you. How did you come to work in advertising industry?

KS: It’s a long story! Before I went to college, I took an aptitude test that suggested I had an aptitude for advertising. I chose advertising as my major, but moved to a different major in my very first year. It wasn’t until seven years after I graduated college, after trying my best to make it as a musician, that a friend suggested that I should look into advertising. So I took a job in the production department at Chiat/Day in Los Angeles. Only then did I discover that there was such a thing as a creative department, and that I might be a good copywriter. I took two night courses to put together a portfolio of ads and moved to New York to get my first job as a writer. It’s ironic that after all those years, I ended up in the very profession that my college aptitude test suggested.

 

MH: You are known as the person who created the “Think different” campaign for the Apple.. It is very impressive because this TV advertisement did not try to appeal through products or to persuade consumers to buy, but stimulated people to make action, and change their behavior. It seems that you applied the concept of “Think different” to this campaign itself too. How did you get this idea?

KS: The “Think different” campaign was born of the efforts of a small, talented group of people. Steve Jobs had just returned to Apple as the “interim CEO” and the company was in dire financial condition. There would be no new computers for at least six months, so the first order of business was to put together a brand campaign that would tell the world that the spirit of Apple was alive and well. To us, the spirit of Apple was based in creativity. Never “one of the crowd,” Apple was for people who didn’t think like everybody else. That led to the idea of a campaign that celebrated people who changed the world because they had the passion and the drive to “think different” — to push the human race forward. We (the agency and Steve Jobs) believed that you can tell a lot about a person by the people they admire, and that was the principle of this campaign. By showing the world who Apple admires, we would say a lot about the company itself.

 

MH: Did people who were working for Apple that time, except for Steve Jobs, easily accept the idea of “Think Different”?

KS: Absolutely. The campaign was as much for the people who worked inside Apple as it was for the company’s customers. When Steve Jobs returned, he told us that he was thrilled to find that so many of Apple’s talented people had stuck around during the years when Apple seemed to be floundering. They still believed in what the company stood for and they had remained in their jobs in the hope that one day it would regain its momentum. When the “Think different” campaign launched, Steve sent out a companywide email explaining the campaign. He asked everyone — no matter what their position — to “think different” about their jobs and find new ways to do things better. There was an unmistakable feeling inside Apple that it was on the road to recovery, and thinking different was a big part of that.

 

MH: This ad was made when Apple was facing a severe situation. Did this campaign and ads also change the people in Apple who were working with you?

KS: We only worked with a small group of people inside Apple — Steve Jobs and the people he trusted to be involved in the marketing. Everyone in this group believed in Steve’s vision and was eager to be part of the effort to turn things around. I don’t think that the campaign necessarily “changed” them, but it helped all of us focus on the mission. It became a theme for us all.

 

MH: People thought differently from others when they were children, but they came to think similar to others through education. A lot of companies may think differently but become similar to other companies as they get bigger. 

KS: Very true. It is my belief that “processes” are to blame. Every company is a startup at some point, and at that time they behave very differently. They create processes in order to “institutionalize” success. They want to be able to repeat their successes in the future, and ensure that they can continue to succeed while employees come and go. The problem is, as companies get bigger, processes tend to take over. Some people are actually paid just to make sure that the processes run smoothly. That’s a big problem when creativity is a part of your business, because the process should never become more important than the idea flowing through it. Apple didn’t have that problem. Steve Jobs refused to act like a big company. He didn’t think that great ideas were born at big companies, so he snuffed out big-company behaviors whenever he encountered them. In the areas of innovation and marketing, he purposefully kept things very small.

 

MH: You mentioned that it is difficult for large companies to change the corporate culture inside because the existence of complex systems, and thus the CEO is the only person who can change it. In that respect, how Steve Jobs is different from other CEOs?

KS: Steve was very, very different from most CEOs. He refused to relegate responsibility when it came to the things he was passionate about — and marketing was one of those things. I’ve dealt with quite a few CEOs during my advertising career, but none of them even came close to the level of involvement that Steve demanded. He wasn’t dictatorial about it. That is, he didn’t bark commands and have all of us run off to do his bidding. He simply wanted to be a part of the marketing team, and be involved in the process. There were quite a few healthy debates. Sometimes Steve would get his way and sometimes he wouldn’t. He had respect for the opinions of talented people (though he did often engage in energetic debate). What made Steve really different was that he found time for things that other CEOs did not. He was passionate about so many details, and doing things “the right way.” I have no idea how he found the time, because when I was working with him he was CEO of both Apple and Pixar — either one of which would have consumed an ordinary man. Plus, he insisted on taking time out for his family. He had that kind of inexhaustible energy and commitment.

 

MH: Please let me know about your recent book, “Think Simple.” How did you come to believe that thinking simpler is important?

KS: It wasn’t something that hit me out of the blue. It was something I noticed over a long period of time working with Steve Jobs on NeXT and Apple. And it was something that was reinforced by my time working with more complicated companies, like Intel and Dell. I came to understand that Steve Jobs had this love of simplicity that affected his thinking on so many different levels. He would see everything through this “lens of simplicity,” and then apply his common sense to it. He struck down the things that were more complicated, whether they were part of a product’s design or part of the company’s organization. His way of looking at things was refreshing and pure, and he refused to compromise for anyone. It was when complexities started to interfere with Apple’s ability to move forward that he became the “rough” Steve Jobs that we’ve all heard about. It wasn’t that he was a mean person — he had an extreme passion for what he was building.

 

MH: I totally agree with your the idea of Think Simple. However, a lot of people tend to think in a complicated way. What do you think what makes them not think simple?

KS: That’s the big question, isn’t it. In my opinion, human nature works for and against simplicity. As human beings, we have an instinctive preference for simpler things. However, as human beings working in a business environment, we also love to compete and prove that we’re talented and smart. So I don’t hold individuals responsible for making things more complicated as much as I blame organizations for creating structures that involve too many people. By creating a complicated process, they invite more people into the process — which results in a classic case of “too many cooks in the kitchen.” In such circumstances, it’s difficult to keep things simple.

 

MH: Think Simple may require you to face the substance of things and to accept everything.

KS: For many people, this is scary because it is sometimes necessary to see what they do not want to see and face. A. I think that’s where leadership comes in. Not to denigrate other people’s talents, but business can’t be a free-for-all. Steve Jobs was a leader who had a vision. He led with strength and forced people to see the “truth.” Though it was difficult to work with him at times, it was also refreshing because he was asking you to put all of your effort into creating something great — and not worry about the things that distract other companies. Steve didn’t hide anything. He made you see the truth, no matter how uncomfortable it might make you feel.

 

MH: Think Simple may be a courageous decision for many people. For example, Think Brutal is not easy for many people for fear of being hated by others. To be this way, it would be necessary that all the members in the team share the idea that they work to achieve a certain goal?

KS: You are correct when you point out that people don’t naturally like to be “brutal” to one another. Most of us want to get stuff done, but also be kind and respectful to our colleagues. So when I talk about being brutal, I mean it in special sense. I only mean that honesty is a vital part of moving forward. Steve Jobs was obviously very good at getting people to focus on a single goal, and it’s important for any organization to have that kind of unity. Opinions will always differ, but agreement can be reached on the greater vision and the guiding values. At as a foundation for all the work, people should all understand the importance and value of simplicity. It will help them become more productive and happier in their work.

 

MH: Steve Jobs said “Remembering that you are going to die is the best way I know to avoid the trap of thinking you have something to lose.” And Mark Zuckerberg said “The biggest risk is not taking any risks.” Your idea “Think War” is close to taking risk in order to achieve goals?

KS: My “Think War” idea is actually more about not taking risk. It’s about knowing that the forces of complexity are always lurking in the shadows, and that you should take as few chances as possible — calling upon your most powerful weapons to ensure that your ideas emerge from the end of the process unscathed. But yes, at a higher level, I do agree that great things are never accomplished without putting yourself (or your company) at some degree of risk. Again, this is one of the things that made Steve Jobs special. He was willing to “bet the company” on new products that came with no guarantee of success. He followed his instincts.

 

MH: It is often the case that the people in large corporations lack a sense of purpose as one company and they focus on what is before them, such as promotion, pride, income and dignity. Think Simple sounds like sweeping all those things aside and finding what the most important is. 

KS: I think that’s true. If a company is good at practicing simplicity, everyone in the organization understands why they are doing what they are doing. They understand the mission and their role in that mission. But every company has a different culture and a different mission, so I try not to make blanket recommendations. I do believe that the love of simplicity can be a powerful part of any culture, and if it isn’t there already, it is well worth cultivating. Pursuing simplicity doesn’t mean putting aside other concerns — it means seeing everything through this lens of simplicity. If something seems too complicated, or lacking in common sense, it shouldn’t be ignored. Someone has to call it to others’ attention, or to try to fix it themselves.

 

MH: I think that the idea of “Think Simple” is not to think less, but think more about the core and essence of the things. For who have not read your book, would you please give me some hints to think simple?

KS: You are correct. Thinking simple is definitely not about thinking less. In fact, it’s usually much harder to distill one’s thoughts and efforts into something that registers quickly and clearly. This is what Steve Jobs was referring to when he talked about hard part of the process — “peeling away the layers of the onion” to get to the purest form of the idea. This takes a lot of thought and a lot of discipline. If I were to give out any hints, I’d start with what might be the most important one: rely on your common sense. Most of us can tell when ideas are being cluttered, or a creative idea is being whittled down into something mediocre. It’s our ability to keep ideas on track, and defend against the dark forces of complexity, that allows us to achieve simpler, more focused results. Equally important is our ability to minimize. This means not trying to do too many things at once, or to offer too many choices, or to accept an organization with unnecessary complexities. Understanding the importance of minimizing allows one to create a better organization, better products and services, and better communications.

 

MH: Thank you for taking your time to share your great ideas and experiences. We will share this interview with students from all over the world. 

KS: It is my pleasure! I’m happy to talk about these things with anyone, anytime. I can always be reached through the Contact form on my blog. Thank you, and keep flying the flag of simplicity!

 

14
Jul

Real Life at IE

Written on July 14, 2013 by Vanessa Dezem Baida in News

303832_4719196545086_1815621403_nMasaaki Hasegawa is a student at the Master in Visual Media and one of the those who actively work for student activities. Here, in the interview, he shares his experience and what he has learned at IE, looking back last 10 months. This is the real life at IE from the viewpoint of a student that is not mentioned in school brochure or website.

 

How was your educational experience at IE?

MH: It was quite interesting and valuable. As for Master in Visual Media, it is designed to cover both business side and creative side, so I could have learned a lot how to build a bridge between creativity and business. The greatest point of this aspect is that you can easily reach to professors from MBA that they do have over decade professional experience in business field, many of them are MBA holders, as well, as well as to creative genius from the creative industry like a professor who has worked with Madrid Fashion Week. In addition, it was great experience that there were many classes covering the new business fields, which is a combination of creativity and business, such as “Business Design”, “User Center Design”, and “Emotion Design”. In normal MBA, these fields are not covered since those fields are too young and one of its objectives is to maximize the value for several hundreds of people, and thus it takes time to adopt these kinds of area to MBA. This is one of the biggest advantages of Visual Media that you can access to the latest technological and business trends in the economy. 

 

Let us know your experience in IE that would help your professional career

MH: Being in IE has given so many opportunities to build relationships with various kinds of professionals. For example, I could have interviews with Rei Inamoto and Ken Segal. Rei Inamoto is chief creative officer at AKQA and one of the most creative people 50 in the world and Ken Segal has led the legendary promotion of Apple, “Think Different Campaign”. These people gave me opportunities not just because I worked hard but because IE has strong brand value. Also, I have organized several conferences in IE. For example, the head of asset management of Bank of New York Mellon and the director of Change.org Spain, which is a petition platform having 35 million users in the world. They had conferences in IE because IE possesses potent brand value and high quality students. In fact, after the conference in IE with Naotaka Fujii, head researcher of Riken Brain Science Institute, he got an offer for a project for Indian government. This shows that how networking inside IE has a great potential for your future career. Needless to say, I could have built this kind of amazing professional relationship with various kinds of people through activity in IE. 

 

How about your private life in Madrid? 

MH: Life outside school is also amazing. First of all, so many people can recognize IE so it was easy to explain myself to people living here. In addition to that, people in Madrid are open-minded people that you can make friends all the time you go out. In fact some of my best friends outside school are 15 years older than me but they pretty much accept me and we talk like old friend. Also, through living in Madrid, I came to realize that there are thousands of way of life that there is no common sense in terms of life style in Madrid and many people put emphasis on culture and enjoyment of life that enriches their life and personality. This is one of the most precious points that you can learn while living in Madrid. Personally, I have been training martial arts more than a decade and am doing that in Madrid too, belonging to the gym, Muay Thai Madrid, and I could have met many people have seen local life style on the course of training with them. Especially, when I recently joined a kickboxing competition, they gave me a great support that I could feel at one with them. 

 

How about student activities inside IE

MH: Beside club activity myself, there are many interesting activities, parties, and networking opportunities organized by students. One good example is IE Social Club, which organizes a weekly networking party for IE students over the boarder of masters that is held in local fancy restaurants and clubs. The president of this club, Selva Dilek Oztaskin is from Turkey but has lived in Madrid more or less 10 years and she knows all the important restaurants, bars, and clubs, and owners. Through this activity, you can build a relationship with people from different master and have an opportunity to know local life. Especially, during the semester, students are normally tied up with their own work and are less likely to have a chance to communicate with people in different major. Thus, this kind of networking opportunity would help you find interesting people in different area from yourself. Also, IE Net Impact clubs organizes various kinds of interesting events in which students are able to get along with those from different masters and great speakers.

 

What did you learn most in IE?

MH: What I have learned in IE most is that the importance of taking initiative that is not something that you can gain from just taking classes. As I mentioned above, I have had interview with more than 10 great people around the world and organized 3 conferences. Actually, when I came to Spain, I had no connection with anyone that I mentioned above and I started from scratch. However, by taking a step to a little bit outside from your comfort zone, collaborating with different kinds of people, and challenging something even if it seems ridiculous, I could have generated value to students in IE and professionals in business world. Through these experiences, I could meet a number of interesting people and build an attractive human network that is definitely an intangible important asset in my life. Furthermore, these activities have definitely added value on my career that I have gotten more than 5 internship offers from 3 different countries pretty much quickly.

 

What is your professional and personal plan for the future after the graduation?

MH: Personally, I am interested in the concept of new rich that is releasing yourself from the ordinary pattern of life like working from 9-17 and having your own life: time. Their life is free from the limitation of location and time and they are doing things that they are interested in most of their time. It sounds something like dream but, in fact, I have some friends who have built this type of life-style and who are also economically successful. Like what I have learned in IE, by taking initiative and having courage to take a first step, I believe that there are not so many things that are seriously impossible to realize. And in most of the cases, we tend to fall the trap of thinking that you have something to lose and you cannot do it because others do not do it. My motivation is to overcome this common sense and build up my own life-style in order to generate value from my own way of life. I do not think it is the stage that I can reach in a moment, but I strongly believe that it is worth trying. I would like to refer one quote of Steve Jobs to finish.

Your time is limited, so don’t waste it living someone else’s life. Don’t be trapped by dogma – which is living with the results of other people’s thinking. Don’t let the noise of other’s opinions drown out your own inner voice. And most important, have the courage to follow your heart and intuition. They somehow already know what you truly want to become. Everything else is secondary.”

11
Jul

Congratulations MCC 2012-13 intake!!!

Written on July 11, 2013 by Laura Illia in News

Last monday 8th of July 2013 students presented their final projects for the Master in Corporate Communicatio (MCC).  Clients this year were: Western Palace, McDonalds, Hoffman Group (Vitalia), and Air Europa (Globalia). Congratulations to all our student for their works!!

I would like to thank the coaches who followed students during these final works: Cristina Vicedo and Juan Briz.  Also, my appreciation goes to the members of the jury of this year for their valuable comment and their professionality: Pedro Cifuentes, Vincent Doyle and Tony Bing.

This year Maria de la Torre and Raquel Capellas (Weber Shandwick  – WS)  examined the different projects presented by  students from the program. They decided to give the IE-WS award to the team Globalia (Air Europa) : Christopher Meyer (Germany),  Aysel Omarova (Azerbaiyan), Julia Licheva; (Bulgaria), Estrella Jaramillo (Spain), Chiara Olimpieri (Italy) and Luisa Pittier (Venezuela). Congratulations!

Pictures final project MCC Academic year 2013

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