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34 cases found.

Eight Inc. and Apple Retail Stores

By  Anne-Marie Carrick,  Manuel Sosa
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On 15 May 2001, the first Apple retail store was opened to the public at Tysons Corner, Virginia, and the same day a second store was opened in Glendale, California. With retail branded experiences virtually unknown in the industry at the time, the decision to launch the Apple retail programme was greeted with scepticism.

    Published 31 Aug 2017

    Reference 6303

    Topic Operations

    Region North America

    Industry Electrical/Electronic Manufacturing

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    Eight Inc. and Apple Retail Stores

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    On 15 May 2001, the first Apple retail store was opened to the public at Tysons Corner, Virginia, and the same day a second store was opened in Glendale, California. With retail branded experiences virtually unknown in the industry at the time, the decision to launch the Apple retail programme was greeted with scepticism.
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      Eight Inc. and Apple Retail Stores (Japanese)

      By  Manuel Sosa,  Anne-Marie Carrick
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      On 15 May 2001, the first Apple retail store was opened to the public at Tysons Corner, Virginia, and the same day a second store was opened in Glendale, California. With retail branded experiences virtually unknown in the industry at the time, the decision to launch the Apple retail programme was greeted with scepticism.

        Published 22 Mar 2019

        Reference 6303

        Topic Operations

        Region North America

        Industry Electrical/Electronic Manufacturing

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        Eight Inc. and Apple Retail Stores (Japanese)

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        On 15 May 2001, the first Apple retail store was opened to the public at Tysons Corner, Virginia, and the same day a second store was opened in Glendale, California. With retail branded experiences virtually unknown in the industry at the time, the decision to launch the Apple retail programme was greeted with scepticism.
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          Simpson International (A) - Building an Organisational Strategy: How to Maximise Performance in a Diversified Global Company

          By  Douglas Frank,  Jonathan Day,  Gillian Saint Leger
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          The case describes Simpson International - a global diversified manufacturer of tools, security systems, and cooling and refrigeration equipment - and CEO Irene Lakatos' deliberations about the company's organization design.

            Published 30 Nov 2012

            Reference 5896

            Topic Strategy

            Region Global

            Industry Electrical/Electronic Manufacturing

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            Simpson International (A) - Building an Organisational Strategy: How to Maximise Performance in a Diversified Global Company

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            The case describes Simpson International - a global diversified manufacturer of tools, security systems, and cooling and refrigeration equipment - and CEO Irene Lakatos' deliberations about the company's organization design.
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              Simpson International (B): E-mail from the CEO

              By  Douglas Frank,  Jonathan Day,  Gillian Saint Leger
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              The case describes Simpson International - a global diversified manufacturer of tools, security systems, and cooling and refrigeration equipment - and CEO Irene Lakatos' deliberations about the company's organization design.

                Published 30 Nov 2012

                Reference 5896

                Topic Strategy

                Region Global

                Industry Electrical/Electronic Manufacturing

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                Simpson International (B): E-mail from the CEO

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                The case describes Simpson International - a global diversified manufacturer of tools, security systems, and cooling and refrigeration equipment - and CEO Irene Lakatos' deliberations about the company's organization design.
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                  Lean Manufacturing at FCI (A):The Global Challenge

                  By  Enver Yucesan,  Cynthia Laumuno
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                  Lean manufacturing is a production approach whereby expending resources for any goal other than the creation of value for the end customer is considered wasteful, and thus a target for elimination. The case discusses the deployment of lean principles at FCI, a global manufacturer of electronic connectors, as the principal catalyst in achieving a worldwide turnaround in two short years.

                    Published 25 Jun 2012

                    Reference 5864

                    Topic Operations

                    Region Global

                    Industry Electrical/Electronic Manufacturing

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                    Lean Manufacturing at FCI (A):The Global Challenge

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                    Lean manufacturing is a production approach whereby expending resources for any goal other than the creation of value for the end customer is considered wasteful, and thus a target for elimination. The case discusses the deployment of lean principles at FCI, a global manufacturer of electronic connectors, as the principal catalyst in achieving a worldwide turnaround in two short years.
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                      Lean Manufacturing at FCI (B): Deploying Lean at Nantong, China

                      By  Enver Yucesan,  Cynthia Laumuno
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                      Lean manufacturing is a production approach whereby expending resources for any goal other than the creation of value for the end customer is considered wasteful, and thus a target for elimination. The case discusses the deployment of lean principles at FCI, a global manufacturer of electronic connectors, as the principal catalyst in achieving a worldwide turnaround in two short years.

                        Published 25 Jun 2012

                        Reference 5864

                        Topic Operations

                        Region Global

                        Industry Electrical/Electronic Manufacturing

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                        Lean Manufacturing at FCI (B): Deploying Lean at Nantong, China

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                        Lean manufacturing is a production approach whereby expending resources for any goal other than the creation of value for the end customer is considered wasteful, and thus a target for elimination. The case discusses the deployment of lean principles at FCI, a global manufacturer of electronic connectors, as the principal catalyst in achieving a worldwide turnaround in two short years.
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                          How Apple’s Corporate Strategy Drove High Growth

                          By  W. Chan Kim,  Renee Mauborgne,  Oh Young Koo
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                          This case accompanies 1) a collection of business press articles; 2) two video clips; 3) a teaching note; 4) lecture slides. While the case and articles will be assigned as pre-reading, the video clips and lecture slides will be shown in the classroom by the instructor.

                            Published 31 Jul 2012

                            Reference 5860

                            Topic Strategy

                            Region North America

                            Industry Consumer Services,  Electrical/Electronic Manufacturing,  Online Media

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                            How Apple’s Corporate Strategy Drove High Growth

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                            This case accompanies 1) a collection of business press articles; 2) two video clips; 3) a teaching note; 4) lecture slides. While the case and articles will be assigned as pre-reading, the video clips and lecture slides will be shown in the classroom by the instructor.
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                              Building Cost Competitiveness at the New Philips: The Need for Collaborative Leadership

                              By  Subramanian Rangan,  Matthias Weidinger
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                              This case investigates how Philips became a globally integrated enterprise - how it “de-risked” its business and internationalized its supply chain (moving most production from Europe to Asia). The objective is to highlight the factors and analysis involved in “location cost economics.” (The case is developed around the leadership of INSEAD alumna and board member Barbara Kux.)

                                Published 27 Feb 2012

                                Reference 5859

                                Topic Strategy

                                Region Asia

                                Industry Electrical/Electronic Manufacturing,  Medical Devices

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                                Building Cost Competitiveness at the New Philips: The Need for Collaborative Leadership

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                                This case investigates how Philips became a globally integrated enterprise - how it “de-risked” its business and internationalized its supply chain (moving most production from Europe to Asia). The objective is to highlight the factors and analysis involved in “location cost economics.” (The case is developed around the leadership of INSEAD alumna and board member Barbara Kux.)
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                                  AUtube: Video-Based Knowledge Transfer within Alstom

                                  By  Katrina Maxwell,  Albert A. Angehrn
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                                  This case documents the conception, development and launch of an interactive enterprise video platform, AUtube, to support continuous learning and knowledge transfer within Alstom. This innovative journey is placed in the context of the collaboration opportunities, barriers and levers already present in the culture of this global industrial company.

                                    Published 28 Jun 2011

                                    Reference 5800

                                    Topic Operations

                                    Region Global

                                    Industry Electrical/Electronic Manufacturing,  Information Technology and Services,  Transportation/Trucking/Railroad

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                                    AUtube: Video-Based Knowledge Transfer within Alstom

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                                    This case documents the conception, development and launch of an interactive enterprise video platform, AUtube, to support continuous learning and knowledge transfer within Alstom. This innovative journey is placed in the context of the collaboration opportunities, barriers and levers already present in the culture of this global industrial company.
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                                      iPad vs. Kindle: e-books in the U.S. in 2010

                                      By  Karel Cool,  Petros Paranikas,  Thomas Cool
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                                      This case chronicles the development of the market for electronic books – the success of Amazon’s Kindle reading device, and Apple’s April 2010 launch of the iPad for e-book reading and also for watching videos, surfing the web, etc. The broader context is the book publishing industry and how e-books and e-readers affect its dynamics.

                                        Published 23 Feb 2011

                                        Reference 5775

                                        Topic Strategy

                                        Region North America

                                        Industry Publishing,  Electrical/Electronic Manufacturing

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                                        iPad vs. Kindle: e-books in the U.S. in 2010

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                                        This case chronicles the development of the market for electronic books – the success of Amazon’s Kindle reading device, and Apple’s April 2010 launch of the iPad for e-book reading and also for watching videos, surfing the web, etc. The broader context is the book publishing industry and how e-books and e-readers affect its dynamics.
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                                          Nokia and the New Mobile Ecosystem (A): Competing in the Age of Internet Mobile Convergence

                                          By  Wei-Ru Chen,  Javier Gimeno,  Maciej Workiewicz,  Juan Jose de la Torre
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                                          Nokia has dominated the mobile handset business for over 20 years. But as mobile technologies evolves and the consumer focus shiftsfrom handset design towards software and content platforms, it creates an opportunity for new players, such as RIM, Apple and Google, to enter the market and challenge Nokia’s position.

                                            Published 23 Apr 2012

                                            Reference 5678

                                            Topic Strategy

                                            Region Other Regions

                                            Industry Electrical/Electronic Manufacturing

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                                            Nokia and the New Mobile Ecosystem (A): Competing in the Age of Internet Mobile Convergence

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                                            Nokia has dominated the mobile handset business for over 20 years. But as mobile technologies evolves and the consumer focus shiftsfrom handset design towards software and content platforms, it creates an opportunity for new players, such as RIM, Apple and Google, to enter the market and challenge Nokia’s position.
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                                              Turnaround at Alstom (A)

                                              By  Philip Anderson
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                                              The case summarizes the history of ALSTOM from its inception to the brink of bankruptcy, charting the failure of initial rescue attempts and the arrival of a new CEO who succeeds in turning around the company.

                                                Published 31 Jan 2009

                                                Reference 5579

                                                Topic Strategy

                                                Region Global

                                                Industry Electrical/Electronic Manufacturing

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                                                Turnaround at Alstom (A)

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                                                The case summarizes the history of ALSTOM from its inception to the brink of bankruptcy, charting the failure of initial rescue attempts and the arrival of a new CEO who succeeds in turning around the company.
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