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La Madrilena, footwear and sport goods' retailer, operated 18 stores -under La Madrilena brand for shoes and Quonam for sports- in Argentina's Patagonia region. This case describes the company's situation in May 2014, when Argentina experienced significant macroeconomic uncertainty as a result of strong local currency devaluations and greater foreign exchange availability restraints enforced in December 2013. Domestic prices rose at a rapid pace, and an economic downturn loomed ahead. Against that backdrop, La Madrilena's management team pondered a decision to start or delay remodeling work on a real estate property in Esquel, a city in Patagonia, that required an investment of ARS 5 million (equivalent to USD 625,000 at the time). After describing La Madrilena's background and operations, the case focuses on the design of financial performance management reports and provides extensive information on the company's economic and financial performance over the past five years.

Marco Marketing Consultants was a company based in Argentina with activities in several Latin American countries (Argentina, Brazil, Chile, Colombia, Peru, and Mexico) and China, specialized in field marketing services mainly in the technology retail industry called 3C: computer, communication, and electronic consumption items. Dated at the end of 2014 and from the perspective of its president and founder Pablo Ceballos, the central question posed by the case is, what direction should Marco Marketing Consultants take? In order to do so, it is necessary to evaluate if the strategy developed by Marco since its inception was still competitive or if it should face drastic changes and start generating another type of strategic profile. The case describes the initial growth of the company since its creation in 1995, its subsequent international expansion, and the challenges that arose as the company grew, became more professional, and - simultaneously - the industry transformed and matured.

DMD Compresores was an Argentine SME specialized in industrial compressed air solutions. This case describes the company´s attempts to adapt to a new setting that hindered its path to sustained business and organizational growth. As DMD compressor sales became stagnant and profit margins were impaired by rising local costs, the company faced two new major challenges: 1) changing its culture based on using services to support sales to providing sustainable services, and 2) introducing and revising management systems to suit its new business model. What was his CEO missing as he looked for a way out of the crisis? How can they manage the key issues in order to align people and systems towards the execution of an adapted business model?