https://hdl.handle.net/20.500.12328/18 2026-06-01T09:54:59Z https://hdl.handle.net/20.500.12328/5340 Cash-Based Social Assistance, Dignity and Emotional Wellbeing: A Qualitative Case Study of A+Familias Monfort Fabregat, Isabel This study explores how cash-based social assistance delivered through prepaid debit cards influences dignity, autonomy, emotional wellbeing, and financial decision-making among vulnerable families. While existing literature has mainly focused on economic outcomes such as poverty reduction or financial inclusion, less attention has been given to the psychosocial effects of monetary assistance, particularly in high-income European contexts. This research addresses that gap through a qualitative case study of A+Familias, a Spanish non-profit organisation that combines prepaid debit cards with continuous social accompaniment and personalised support. The study followed a two-phase qualitative design: an exploratory focus group with beneficiary women and a confirmatory phase consisting of five semi-structured interviews with beneficiaries and staff members. Data were analysed using the Gioia methodology. The findings show that prepaid debit cards generate effects beyond immediate financial relief. Participants associated this form of assistance with greater dignity, increased autonomy in daily decision-making, and improved emotional wellbeing, particularly due to the reduction of stigma compared to traditional in-kind aid. Emotional support, personalised attention, and continuous accompaniment emerged as key factors explaining these outcomes. At the same time, structural barriers such as housing instability, legal insecurity, and limited access to employment limited the long-term effectiveness of the intervention. Interpreted through the Capability Approach, the study shows that financial support alone is insufficient; its real impact depends on the structural and relational conditions that allow beneficiaries to transform resources into meaningful capabilities. The research contributes qualitative evidence from the Spanish context and supports a more human-centred understanding of social protection, aligned with Sustainable Development Goal 1 (No Poverty). 2026-01-01T00:00:00Z https://hdl.handle.net/20.500.12328/5339 Expansion Strategy for Infinitum Through the Creation of a Premium Event-Focused Jewelry Line Verdeny Rivero, Jennifer The present Final Degree Project develops and assesses the launch of Infinitum: Shared Milestones, a premium event-focused jewelry line within Infinitum, a Spanish digital demi-fine jewelry brand. The main objective of this paper is to evaluate whether this brand extension is a viable and scalable growth opportunity that can generate sustainable economic value, supported by market validation, as well as by solid financial projections, therefore going beyond conceptual attractiveness. To synthesize the core logic of the proposed business model, the Business Model Canvas of the premium line is presented below. The proposal addresses a clearly identified market opportunity in the jewelry sector. While traditional fine jewelry remains highly priced and out of reach for many people, mass-market jewelry frequently falls short in durability and symbolic value. Hence, there is a growing demand for jewelry products that combine sentimental significance, perceived quality and affordable pricing. This demand is especially noticeable in the context of life events such as weddings, baptisms and first communions, occasions characterized by a higher willingness to pay and a strong gifting component. The proposed premium line, Infinitum: Shared Milestones, is therefore positioned as an accessible premium solution that bridges the gap between mass-market and traditional fine jewelry, presenting a distinctive value proposition aligned with market trends and consumer preferences. The business model is based on a digital, asset-light structure that operates under a direct-to-consumer (DTC) e-commerce model and relies on social media channels like Instagram and TikTok, as well as search-based traffic. Its value proposition revolves around emotionally significant, event-focused jewelry with personalized engravings, symbolic packaging and a compelling narrative centred on converting ephemeral moments into lasting memories. The cost structure is predominantly variable, relying on outsourced production and flexible marketing expenditure, allowing Infinitum to minimise its fixed costs, lower financial risk and scale gradually in line with demand. The analysis integrates primary and secondary research together with a Minimum Viable Product (MVP) validation procedure. On the one hand, from a macro viewpoint, the jewelry market and particularly the demi-fine segment, shows consistent growth driven by evolving consumer preferences for affordable premium products with sentimental value. On the other hand, from a micro viewpoint, primary research and MVP testing offer solid empirical validation, demonstrating a high level of consumer interest in eventtailored jewelry, a clear willingness to pay for higher quality products and a favorable perception of premium extensions within established brands. Additionally, the concept's commercial viability is reinforced by the simulated purchase environment, confirming that genuine purchase intention is generated when the proposal is showcased in a realistic digital context. The market strategy follows a phased approach that aligns with demand seasonality and consumer behavior. Initial efforts include content creation, supplier coordination and platform preparation, succeeded by a systematic marketing activation that incorporates emotive storytelling, product-focused communication and conversion-driven campaigns. To ensure alignment with the customer decision-making process, marketing expenditure is concentrated in the months prior to peak event periods. The strategy creates a multichannel acquisition model that combines organic content, user-generated content, selective paid media and partnerships with specialized ateliers and occasion-wear retailers so as to strike a balance between reach, credibility and cost efficiency. From a financial perspective, the forecasts show a realistic and steadily growing trajectory. The first financial year mirrors a partial commercial cycle, whereby sales are concentrated in peak event months after the initial setup phase. In spite of this, the business reaches early-stage profitability thanks to its high gross margins and low cost structure. As the business grows, performance stabilizes and expands, driven by enhanced brand awareness, effective marketing and the formation of strategic partnerships. The model operates under a low-capital intensity structure that allows for growth to be financed by means of its internal resources, lowering financial risk and improving long-term sustainability. Despite the project's strong potential, a number of risks have been identified, including limited brand recognition outside of the founder's network, limitations on product tangibility in an online setting and demand volatility associated with event seasonality. Targeted mitigation strategies, such as improved visual content, pre-order systems, demand-driven production and a phased launch strategy, are implemented to address such risks and ensure controlled growth and alignment with real market conditions. Regarding the project’s impact, it is in line with the eighth Sustainable Development Goal: Decent Work and Economic Growth. Not only does it foster economic growth by developing a scalable digital business model with revenue potential and long-term job creation, but it supports decent work too through the formalization of supplier relationships, adherence to European material and safety regulations and the incorporation of specialized external services. Moreover, adopting a demand-driven, lowinventory production approach contributes to a more efficient use of resources and helps reduce overproduction. In conclusion, the study confirms the proposal to be a strategically coherent, operationally feasible and financially viable project. The endeavour is a credible and promising growth opportunity, supported by industry trends and empirical confirmation, as well as by a scalable and low-risk business model. Even though certain obstacles are yet to be overcome, especially with regard to brand awareness and online product perception, these are addressable within the suggested framework, thus supporting the implementation of the project in a phased and controlled manner. 2026-01-01T00:00:00Z https://hdl.handle.net/20.500.12328/5338 Estudio estratégico sobre la expansión de Revolut en Emiratos Árabes Unidos: Análisis de viabilidad en el mercado de banca digital El presente Trabajo Final de Grado analiza la viabilidad de la entrada de Revolut en Emiratos Árabes Unidos (EAU) mediante el desarrollo de un plan de empresa que combina análisis estratégico, validación empírica y planificación operativa y financiera. El objetivo del trabajo es evaluar si la expansión de Revolut a EAU constituye una gran oportunidad real para la compañía, especificando en qué condiciones regulatorias, estratégicas y operativas podría encontrarse durante el proceso para poder llevarlo de forma sostenible. El proyecto parte de la identificación de una oportunidad relevante en el mercado emiratí. EAU presenta un entorno favorable para el desarrollo de plataformas financieras digitales, debido a su alto nivel de digitalización, la solidez de su sistema financiero y el dinamismo de su economía. A ello se suma el peso de la población expatriada, que genera una demanda significativa de servicios financieros internacionales, especialmente en transferencias multidivisa, pagos globales y soluciones digitales eficientes. A pesar de ello, el análisis también muestra que se trata de un mercado exigente. La presencia de entidades bancarias consolidadas, junto con el crecimiento de fintechs locales, configura un entorno competitivo en el que la confianza, el cumplimiento normativo y la estabilidad del proveedor se convierten en factores clave para su adopción. La propuesta de valor de Revolut se basa en ofrecer una plataforma financiera digital capaz de integrar en una única solución servicios que actualmente aparecen fragmentados, como las transferencias internacionales, el cambio de divisa y los pagos digitales. Esta propuesta se dirige principalmente a expatriados y residentes con actividad financiera internacional en EAU, que a día de hoy recurren a distintos proveedores para gestionar sus operaciones. La validación del proyecto, realizada a través de entrevistas en profundidad y una encuesta cuantitativa, refuerza la existencia de esta oportunidad. Los resultados reflejan una demanda real de soluciones más ágiles para transferencias internacionales y gestión multidivisa. Al mismo tiempo, muestran que la adopción de una nueva plataforma financiera sería progresiva y dependería, sobre todo, de la confianza que genere la entidad y de su grado de cumplimiento regulatorio. A partir de este análisis, el siguiente plan de empresa plantea una estrategia de entrada gradual. A corto plazo, el objetivo sería validar la entrada en el mercado mediante una oferta centrada en servicios financieros internacionales con una operativa 100 % digital, priorizando la obtención de la licencia regulatoria, la adaptación tecnológica y la construcción de confianza. A medio plazo, la propuesta se orientaría a consolidar la base de usuarios y ampliar progresivamente la oferta de servicios. A largo plazo, la aspiración sería evolucionar hacia una propuesta de banca digital más completa y consolidarse como una plataforma relevante dentro del ecosistema financiero emiratí. El Plan de Acción define los objetivos para cada una de estas etapas, junto con un plan de marketing orientado a la captación de usuarios digitales, un plan operativo centrado en la adaptación tecnológica y el cumplimiento normativo, y un plan de contingencia enfocado en la gestión de riesgos críticos. Por su parte, la proyección financiera a cinco años plantea un crecimiento gradual, con pérdidas iniciales controladas y una evolución favorable hacia la rentabilidad a partir del tercer año. Desde el punto de vista de la inversión, el proyecto requiere una inversión inicial estimada de 7 millones de euros, destinada principalmente a regulación, tecnología y estructura operativa, así como una inversión adicional en fases posteriores para impulsar el crecimiento. La financiación se plantea fundamentalmente a través de recursos internos del grupo Revolut, lo que refuerza la viabilidad del proyecto y reduce la necesidad de financiación externa en las primeras etapas. En relación con los Objetivos de Desarrollo Sostenible, este trabajo se alinea principalmente con el ODS 8 (trabajo decente y crecimiento económico) y el ODS 9 (industria, innovación e infraestructura). Por un lado, la entrada de Revolut puede contribuir a una mayor eficiencia del sistema financiero y facilitar el acceso a servicios financieros internacionales más ágiles, especialmente para la población expatriada. Por otro, el proyecto impulsa la innovación en el sector financiero mediante la expansión de soluciones digitales y contribuye a la modernización de las infraestructuras financieras en EAU. A nivel personal y académico, este trabajo me ha ayudado a entender con más profundidad que una expansión internacional no depende solo de detectar una oportunidad atractiva, sino de saber leer bien el mercado, adaptarse a su regulación y construir una propuesta que realmente encaje con el contexto local. También me ha permitido reforzar capacidades que considero especialmente valiosas para mi desarrollo profesional, como el análisis estratégico, la evaluación de mercados, la interpretación de información cualitativa y cuantitativa y la capacidad de trasladar todo ello a una propuesta de negocio estructurada. Asimismo, en base a este trabajo, la entrada de Revolut en EAU resulta viable desde un punto de vista estratégico, siempre que se tengan en cuenta factores clave como la adaptación regulatoria, la construcción de confianza y la adaptación del modelo al mercado local. Más que replicar directamente su modelo en otros mercados, Revolut tendría que construir una entrada alineada con las características del entorno emiratí, dónde la confianza, el cumplimiento normativo y la eficiencia digital resultan imprescindibles para su implementación. 2026-01-01T00:00:00Z https://hdl.handle.net/20.500.12328/5337 Corporate Purpose Consistency: A Quantitative Analysis of External Communication and Employees’ Internal Perception Vilá Nobell, Andrea This dissertation examines the consistency between the external communication of corporate purpose and employees’ internal perception of purpose. Although many organisations communicate purpose as part of their corporate identity, it is not always clear whether this external discourse reflects how purpose is actually perceived inside the organisation. For this reason, the study analyses the relationship between external purpose communication and internal employee perception, and also explores whether stakeholder-oriented purpose communication is associated with stronger internal perception. A quantitative, cross-sectional and correlational design was applied to a sample of 64 companies. Internal perception was measured through aggregated employee survey data based on three dimensions: managerial coherence, personal alignment and colleagues’ coherence. External communication was assessed through a rating developed for this study and applied to two official corporate channels: the corporate website and LinkedIn. The rating considered the presence, visibility and business connection of purpose, as well as stakeholder orientation. The results show no statistically significant relationship between internal perception of purpose and external communication, either on the corporate website or on LinkedIn. This suggests that making purpose visible externally does not necessarily imply that it is more strongly perceived internally. Stakeholder orientation also shows only a limited association with internal perception, with one significant negative relationship between stakeholder orientation on the website and perceived managerial coherence. Overall, the study contributes to the literature by showing that corporate purpose should be analysed both as an external communication practice and as an internal organisational experience. The project contributes to SDG 8, Decent Work and Economic Growth, by highlighting the importance of employee perception and meaningful organisational practices in purpose-driven companies. 2026-01-01T00:00:00Z