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Christoph Loch

Cleveland Cliffs Inc. and Lurgi Metallurgie GmbH - The Circored Project (A): Building a First-of-Its-Kind Iron Ore Reduction Plant

By  Christoph Loch,  Christian Terwiesch
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The two companies started in 1995 to develop a new breakthrough technology for converting iron ore into pure iron. The project was extremely challenging because of complexity (a three-way joint venture involving three countries) and uncertainty (new technology posing unforeseeable complications). The case describes the difficulties to make the technology work.

    Published 12 Jun 2002

    Reference 5040

    Topic Operations

    Region Global

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    Cleveland Cliffs Inc. and Lurgi Metallurgie GmbH - The Circored Project (A): Building a First-of-Its-Kind Iron Ore Reduction Plant

    Add to cart
    The two companies started in 1995 to develop a new breakthrough technology for converting iron ore into pure iron. The project was extremely challenging because of complexity (a three-way joint venture involving three countries) and uncertainty (new technology posing unforeseeable complications). The case describes the difficulties to make the technology work.
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      Cleveland Cliffs Inc. and Lurgi Metallurgie GmbH - The Circored Project (B): Turning a First-of-Its-Kind Iron Ore Reduction Plant into a Commercial Success

      By  Christoph Loch,  Christian Terwiesch
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      The two companies started in 1995 to develop a new breakthrough technology for converting iron ore into pure iron. The project was extremely challenging because of complexity (a three-way joint venture involving 3 countries) and uncertainty (new technology posing unforeseeable complications). The case describes the difficulties to make the technology work.

        Published 12 Jun 2002

        Reference 5040

        Topic Operations

        Region Global

        View case

        Cleveland Cliffs Inc. and Lurgi Metallurgie GmbH - The Circored Project (B): Turning a First-of-Its-Kind Iron Ore Reduction Plant into a Commercial Success

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        The two companies started in 1995 to develop a new breakthrough technology for converting iron ore into pure iron. The project was extremely challenging because of complexity (a three-way joint venture involving 3 countries) and uncertainty (new technology posing unforeseeable complications). The case describes the difficulties to make the technology work.
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          Dragonfly: Developing a Proposal for an Uninhabited Aerial Vehicle (UAV)

          By  Christoph Loch,  Arnoud De Meyer,  Stylianos Kavadias
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          IACo. is an aerospace company developing UAVs (Uninhabited Aerial Vehicles). The case describes the project of developing a bid for a large contract under severe time pressure. The case discusses project planning for rapid time-to-market.

            Published 05 Jan 2000

            Reference 4885

            Topic Operations

            Region Europe

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            Dragonfly: Developing a Proposal for an Uninhabited Aerial Vehicle (UAV)

            Add to cart popular award
            IACo. is an aerospace company developing UAVs (Uninhabited Aerial Vehicles). The case describes the project of developing a bid for a large contract under severe time pressure. The case discusses project planning for rapid time-to-market.
              View case

              Delta Electronics: Bringing the Computer into the Car

              By  Christoph Loch,  Michael Pich
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              Delta Electronics, an automotive supplier, moves from delivering components to integrated systems of hardware and software. The company is facing the entry of Sun's Java and Microsoft's Windows CE into automotive electronics. Delta must decide which of the two possible standards to follow, and understand how the entry of these software platforms changes its own competitive position.

                Published 02 Jan 2000

                Reference 4874

                Topic Operations

                Industry Automotive,  Electrical/Electronic Manufacturing

                Region North America

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                Delta Electronics: Bringing the Computer into the Car

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                Delta Electronics, an automotive supplier, moves from delivering components to integrated systems of hardware and software. The company is facing the entry of Sun's Java and Microsoft's Windows CE into automotive electronics. Delta must decide which of the two possible standards to follow, and understand how the entry of these software platforms changes its own competitive position.
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                  GemStone Inc: Measuring Research Performance

                  By  Christoph Loch,  Stylianos Kavadias
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                  The case describes how GemStone, a diamond producer, develops a set of performance measures for its research organization. Research performance measures are difficult to identify and implement because of uncertainty and delay of effects on business performance.

                    Published 01 Jan 2000

                    Reference 4893

                    Topic Operations

                    Region Other Regions

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                    GemStone Inc: Measuring Research Performance

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                    The case describes how GemStone, a diamond producer, develops a set of performance measures for its research organization. Research performance measures are difficult to identify and implement because of uncertainty and delay of effects on business performance.
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                      CargoLifter AG

                      By  Christoph Loch,  Arnd Huchzermeier
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                      The case describes the evolution of the start-up company CargoLifter from the concept, to secured finding and the beginning of large scale technical development. The company has proven the concept of a new logistics market, the transport of very heavy and oversized cargo with a newly developed airship.

                        Published 01 Jan 1999

                        Reference 4866

                        Topic Strategy

                        Region Europe

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                        CargoLifter AG

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                        The case describes the evolution of the start-up company CargoLifter from the concept, to secured finding and the beginning of large scale technical development. The company has proven the concept of a new logistics market, the transport of very heavy and oversized cargo with a newly developed airship.
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                          Acer Mobile Systems Unit (A) Time to Market Problem

                          By  Christoph Loch,  Robert Crawford
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                          Acer, one of the top five notebook computer manufacturers in the world, operates in an extremely fast moving market with product life cycles of 6 months. The company faced a crisis because of an unfavorable product mix and time-to-market delays costing them significant revenues. The A case describes the problem causes, and the B case outlines the multi-dimensional solution that the company took.

                            Published 01 Jan 1999

                            Reference 4825

                            Topic Operations

                            Region Asia

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                            Acer Mobile Systems Unit (A) Time to Market Problem

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                            Acer, one of the top five notebook computer manufacturers in the world, operates in an extremely fast moving market with product life cycles of 6 months. The company faced a crisis because of an unfavorable product mix and time-to-market delays costing them significant revenues. The A case describes the problem causes, and the B case outlines the multi-dimensional solution that the company took.
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                              Acer Mobile Systems Unit (B) Back on the Road to Growth

                              By  Christoph Loch,  Robert Crawford
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                              Please refer to part A for the abstract.

                                Published 01 Jan 1999

                                Reference 4825

                                Topic Operations

                                Region Asia

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                                Acer Mobile Systems Unit (B) Back on the Road to Growth

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                                Please refer to part A for the abstract.
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                                  Crossair - The Introduction of the Differential Global Positioning System (DGPS)

                                  By  Christoph Loch,  Mike Van Berkel
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                                  Crossair, a Swiss regional airline, has to decide on how to obtain a critical new technology, GPS. It can develop the technology in house (with a supplier) or source it from the open market in the year 2000. A discounted cash flow (DCF) analysis shows only a marginal benefit from developing the technology in house, which does not justify the management attention.

                                    Published 01 Jan 1998

                                    Reference 4751

                                    Topic Operations

                                    Region Europe

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                                    Crossair - The Introduction of the Differential Global Positioning System (DGPS)

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                                    Crossair, a Swiss regional airline, has to decide on how to obtain a critical new technology, GPS. It can develop the technology in house (with a supplier) or source it from the open market in the year 2000. A discounted cash flow (DCF) analysis shows only a marginal benefit from developing the technology in house, which does not justify the management attention.
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                                      Making Sense of Business Process Reengineering

                                      By  Christoph Loch,  Michael Pich
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                                      Business process reengineering (BPR) has been the most influential management movement of the 1990s. It has put management attention squarely on process specification, but has had little to say about process design evaluation. BPR design principles are often phrased as universal without qualifying when they are applicable and when not.

                                        Published 01 Jan 1998

                                        Reference 4750

                                        Topic Operations

                                        Industry Mechanical or Industrial Engineering

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                                        Making Sense of Business Process Reengineering

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                                        Business process reengineering (BPR) has been the most influential management movement of the 1990s. It has put management attention squarely on process specification, but has had little to say about process design evaluation. BPR design principles are often phrased as universal without qualifying when they are applicable and when not.
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                                          Product Development