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9 case(s) found.
Schneider Electric has focused primarily on urban customers in the energy management space. The question is the extent to which it should prioritise rural opportunities for meeting the energy needs of the bottom of the pyramid, and whether these initiatives can be transitioned from subsidised social responsibility projects to self-sustaining businesses.
Reference 5888
Published 29 Oct 2012
Length 17 page(s)
Topic Responsibility
Region Asia
Industry Electrical/Electronic Manufacturing
Schneider Electric has focused primarily on urban customers in the energy management space. The question is the extent to which it should prioritise rural opportunities for meeting the energy needs of the bottom of the pyramid, and whether these initiatives can be transitioned from subsidised social responsibility projects to self-sustaining businesses.
By 2011, Schneider Electric has built a substantial uninterruptible power supply business in India by adapting global products. But another power backup opportunity - the inverter sector - is more India-specific. The question is whether to prioritize this and, if so, whether to build it organically or by acquiring an Indian competitor.
Reference 5882
Published 27 Jul 2012
Length 17 page(s)
Topic Strategy
Region Asia
Industry Electrical/Electronic Manufacturing
By 2011, Schneider Electric has built a substantial uninterruptible power supply business in India by adapting global products. But another power backup opportunity - the inverter sector - is more India-specific. The question is whether to prioritize this and, if so, whether to build it organically or by acquiring an Indian competitor.
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.)
Reference 5859
Published 27 Feb 2012
Length 6 page(s)
Topic Strategy
Region Asia
Industry Electrical/Electronic Manufacturing, Medical Devices
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.)
Founded by Noraini, a young Malaysian entrepreneur, by 2005 SIPRO Plastics is a leading manufacturer and assembler of plastic parts and components for the Malaysian auto and electronics industries.
Reference 5561
Published 30 Nov 2008
Length 20 page(s)
Topic Strategy
Region Asia
Industry Electrical/Electronic Manufacturing
Founded by Noraini, a young Malaysian entrepreneur, by 2005 SIPRO Plastics is a leading manufacturer and assembler of plastic parts and components for the Malaysian auto and electronics industries.
Compaq Computer Corp., like many manufacturers, faces operational choices that strongly influence the cost of capital engaged in inventory, customer response time, and potential product obsolescence. This case describes some key operations strategy choices regarding two types of inventory: operation inventory (e.g., flow) and tactical inventory (e.g., finished goods).
Reference 5317
Published 02 Jan 2006
Length 20 page(s)
Topic Operations
Region Asia
Industry Electrical/Electronic Manufacturing
Compaq Computer Corp., like many manufacturers, faces operational choices that strongly influence the cost of capital engaged in inventory, customer response time, and potential product obsolescence. This case describes some key operations strategy choices regarding two types of inventory: operation inventory (e.g., flow) and tactical inventory (e.g., finished goods).
Compaq Computer Corp., like many manufacturers, faces operational choices that strongly influence the cost of capital engaged in inventory, customer response time, and potential product obsolescence. This case describes some key operations strategy choices regarding two types of inventory: operation inventory (e.g., flow) and tactical inventory (e.g., finished goods).
Reference 5317
Published 02 Jan 2006
Length 26 page(s)
Topic Operations
Region Asia
Industry Electrical/Electronic Manufacturing
Compaq Computer Corp., like many manufacturers, faces operational choices that strongly influence the cost of capital engaged in inventory, customer response time, and potential product obsolescence. This case describes some key operations strategy choices regarding two types of inventory: operation inventory (e.g., flow) and tactical inventory (e.g., finished goods).
Following the Asian financial crisis, the General Manager of a diversified Malaysian Group finds his company in a dramatic financial situation. Yesterday very profitable, today he must take surgical measures if the company is to survive.
Reference 4822
Published 01 Jan 1999
Length 2 page(s)
Topic Strategy
Region Asia
Industry Real Estate, Telecommunications, Electrical/Electronic Manufacturing
Following the Asian financial crisis, the General Manager of a diversified Malaysian Group finds his company in a dramatic financial situation. Yesterday very profitable, today he must take surgical measures if the company is to survive.
Otis has negotiated two joint-venture contracts in Vietnam for the manufacture of elevators. The aim is to erect entry barriers and to build a service organisation before their competition. However, competition heats up immediately in a small, short-term oriented market suffering from regulatory uncertainties.
Reference 4561
Published 04 Jan 1996
Length 14 page(s)
Topic Strategy
Region Asia
Industry Electrical/Electronic Manufacturing
Otis has negotiated two joint-venture contracts in Vietnam for the manufacture of elevators. The aim is to erect entry barriers and to build a service organisation before their competition. However, competition heats up immediately in a small, short-term oriented market suffering from regulatory uncertainties.
Describes some of the organisational and administrative challenges of Matsushita - one of Japan's most successful multinationals - as it tries to respond to changes in the strategic requirements of its different businesses.
Reference 2041
Published 01 Jan 1987
Length 32 page(s)
Topic Strategy
Region Asia
Industry Electrical/Electronic Manufacturing, Consumer Electronics
Describes some of the organisational and administrative challenges of Matsushita - one of Japan's most successful multinationals - as it tries to respond to changes in the strategic requirements of its different businesses.
