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6 case(s) found.
Global Transfer of Best Practices
Carlos Camarero led Rank Xerox's Wave C initiative. Wave I (to improve revenues) was successful and Wave II (to redefine sales processes) was disappointing. Carlos prepared to discuss with Rank Xerox's Managing Director (Bernard Fournier) Wave I's success, Wave II's failure, and lessons learned about best-practice transfer.
Reference 5138
Published 03 Jan 2004
Length 15 page(s)
Topic Strategy
Region Europe
Industry Computer Hardware
Global Transfer of Best Practices
Carlos Camarero led Rank Xerox's Wave C initiative. Wave I (to improve revenues) was successful and Wave II (to redefine sales processes) was disappointing. Carlos prepared to discuss with Rank Xerox's Managing Director (Bernard Fournier) Wave I's success, Wave II's failure, and lessons learned about best-practice transfer.
This is the fourth of a four-case series. At first glance, Hewlett Packard (HP) doesn't seem to be a family firm, but when push comes to shove - as it did during the controversial HP-Compaq merger - family matters. The case introduces the strategy that drove the merger, analyses Carly Fiorina's background and leadership style, and discusses the corporate culture of HP.
Reference 5064
Published 02 Jan 2006
Length 15 page(s)
Topic Strategy
Region North America
Industry Computer Software, Information Technology and Services, Computer Hardware
This is the fourth of a four-case series. At first glance, Hewlett Packard (HP) doesn't seem to be a family firm, but when push comes to shove - as it did during the controversial HP-Compaq merger - family matters. The case introduces the strategy that drove the merger, analyses Carly Fiorina's background and leadership style, and discusses the corporate culture of HP.
The case describes how Sylvia Davey, HP, handles the product returns for the printer division. It discusses product returns from a holistic business perspective starting with what affects consumer returns and how to influence this. It then discusses the reverse logistics and remanufacturing issues. Finally, it looks into how to create markets for the "as good as new" remanufactured products.
Reference 4940
Published 16 May 2002
Length 8 page(s)
Topic Operations
Region North America
Industry Printing, Computer Hardware
The case describes how Sylvia Davey, HP, handles the product returns for the printer division. It discusses product returns from a holistic business perspective starting with what affects consumer returns and how to influence this. It then discusses the reverse logistics and remanufacturing issues. Finally, it looks into how to create markets for the "as good as new" remanufactured products.
These cases aim to contribute in our understanding of strategic change in transnational corporations. Case A describes the prevailing conditions within the company and the industry and presents three alternative organization structures. Case A (Epilogue) describes the recommended model. Case B considers the different ways it was implemented across Europe.
Reference 4501
Published 08 Jan 1995
Length 24 page(s)
Topic Strategy
Region Europe
Industry Computer Hardware
These cases aim to contribute in our understanding of strategic change in transnational corporations. Case A describes the prevailing conditions within the company and the industry and presents three alternative organization structures. Case A (Epilogue) describes the recommended model. Case B considers the different ways it was implemented across Europe.
These cases aim to contribute in our understanding of strategic change in transnational corporations. Case A describes the prevailing conditions within the company and the industry and presents three alternative organization structures. Case A (Epilogue) describes the recommended model. Case B considers the different ways it was implemented across Europe.
Reference 4501
Published 08 Jan 1995
Length 3 page(s)
Topic Strategy
Region Europe
Industry Computer Hardware
These cases aim to contribute in our understanding of strategic change in transnational corporations. Case A describes the prevailing conditions within the company and the industry and presents three alternative organization structures. Case A (Epilogue) describes the recommended model. Case B considers the different ways it was implemented across Europe.
These cases aim to contribute in our understanding of strategic change in transnational corporations. Case A describes the prevailing conditions within the company and the industry and presents three alternative organization structures. Case A (Epilogue) describes the recommended model. Case B considers the different ways it was implemented across Europe.
Reference 4501
Published 08 Jan 1995
Length 18 page(s)
Topic Strategy
Region Europe
Industry Computer Hardware
These cases aim to contribute in our understanding of strategic change in transnational corporations. Case A describes the prevailing conditions within the company and the industry and presents three alternative organization structures. Case A (Epilogue) describes the recommended model. Case B considers the different ways it was implemented across Europe.
