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34 case(s) found.

Which Ecosystem for INSEAD VR Initiative?

By  Andrew Shipilov,  Brian Henry,  Alon Epstein
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The director of the INSEAD Virtual Reality Immersive Learning Initiative, Daniel Landau, must decide what brand of VR headsets to buy for the school and its four campuses. It comes down to a choice between VR devices made by Oculus or PICO Interactive: which is better suited for his small team to create content and deploy it from their hub?

    Published 03 May 2021

    Reference 6661

    Length 12 page(s)

    Topic Strategy

    Region Global

    Industry Computer Hardware

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    Which Ecosystem for INSEAD VR Initiative?

    By  Andrew Shipilov,  Brian Henry,  Alon Epstein
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    The director of the INSEAD Virtual Reality Immersive Learning Initiative, Daniel Landau, must decide what brand of VR headsets to buy for the school and its four campuses. It comes down to a choice between VR devices made by Oculus or PICO Interactive: which is better suited for his small team to create content and deploy it from their hub?
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      Scortex: Bringing a Machine Learning-based Industrial Solution to Market

      By  James Costantini,  Dawn Jarisch
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      Scortex, a young start-up based in Paris, has developed an applied artificial intelligent (AI) solution for an industrial setting, combining hardware and machine learning. Its CEO is wondering how best to deploy the €1.8 million C-round financing it has raised.

        Published 13 Feb 2019

        Reference 6337

        Length 16 page(s)

        Topic Strategy

        Region Europe

        Industry Computer Software,  Industrial Automation,  Computer Hardware

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        Scortex: Bringing a Machine Learning-based Industrial Solution to Market

        By  James Costantini,  Dawn Jarisch
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        Scortex, a young start-up based in Paris, has developed an applied artificial intelligent (AI) solution for an industrial setting, combining hardware and machine learning. Its CEO is wondering how best to deploy the €1.8 million C-round financing it has raised.
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          Hewlett-Packard Boardroom Simulation: A Governance Drama - Participant's Guide

          By  Randel Carlock,  Elin Williams
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          This governance simulation is a role-play between a powerful, charismatic chair-CEO and an equally powerful and demanding board of directors. The aim is to achieve the respective characters' goals and find the best possible and most workable outcome for all the stakeholders involved given the circumstances.

            Published 29 Jun 2015

            Reference 6113

            Length 15 page(s)

            Topic Entrepreneurship

            Region North America

            Industry Computer Software,  Computer Hardware

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            Hewlett-Packard Boardroom Simulation: A Governance Drama - Participant's Guide

            By  Randel Carlock,  Elin Williams
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            This governance simulation is a role-play between a powerful, charismatic chair-CEO and an equally powerful and demanding board of directors. The aim is to achieve the respective characters' goals and find the best possible and most workable outcome for all the stakeholders involved given the circumstances.
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              INTEL in Costa Rica: A Success Story?

              By  Lourdes Casanova,  Daniel Traca,  Michael Hilb ,  Florencia Roitstein
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              Costa Rica has been widely praised for its policies to attract R&D intensive multinational firms to invest in the country. Most notably, it succeeded in attracting Intel in a global competition among 15 nations. This investment put Costa Rica on the map as an excellent destination for high tech manufacturing.

                Published 09 Jan 2005

                Reference 5307

                Length 12 page(s)

                Topic Economics & Finance

                Region Other Regions

                Industry Information Technology and Services,  Computer Hardware

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                INTEL in Costa Rica: A Success Story?

                By  Lourdes Casanova,  Daniel Traca,  Michael Hilb ,  Florencia Roitstein
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                Costa Rica has been widely praised for its policies to attract R&D intensive multinational firms to invest in the country. Most notably, it succeeded in attracting Intel in a global competition among 15 nations. This investment put Costa Rica on the map as an excellent destination for high tech manufacturing.
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                  Rank Xerox (A) : Global Transfer of Best Practices

                  By  Gabriel Szulanski,  Gary M. Deutsch,  Joanna Fueyo
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                  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.

                    Published 03 Jan 2004

                    Reference 5138

                    Length 15 page(s)

                    Topic Strategy

                    Region Europe

                    Industry Computer Hardware

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                    Rank Xerox (A) : Global Transfer of Best Practices

                    By  Gabriel Szulanski,  Gary M. Deutsch,  Joanna Fueyo
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                    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.
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                      Rank Xerox (B) : Is "Telemarketing" the Answer?

                      By  Gabriel Szulanski,  Michael Casaburi
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                      Fournier rejected Carlos’ request to re-implement Wave II. Carlos visited Colombia and Dubai to determine whether to apply their telephone selling approach (“Telemarketing”) elsewhere. Carlos had to decide whether to tell Fournier of Dubai’s revolutionary tool that could transform Rank Xerox’s sales operations or put the idea aside.

                        Published 03 Jan 2004

                        Reference 5138

                        Length 8 page(s)

                        Topic Strategy

                        Region Europe

                        Industry Computer Hardware

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                        Rank Xerox (B) : Is "Telemarketing" the Answer?

                        By  Gabriel Szulanski,  Michael Casaburi
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                        Fournier rejected Carlos’ request to re-implement Wave II. Carlos visited Colombia and Dubai to determine whether to apply their telephone selling approach (“Telemarketing”) elsewhere. Carlos had to decide whether to tell Fournier of Dubai’s revolutionary tool that could transform Rank Xerox’s sales operations or put the idea aside.
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                          Rank Xerox (C): The Success of Telesales

                          By  Gabriel Szulanski,  Michael Casaburi
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                          Carlos obtained Fournier’s approval to implement “Telesales” (i.e., Carlos’s renamed version of Dubai’s Telemarketing). Telesales was successful within a year of launch. Success factors were: project’s IT aspect; salespeople’s acceptance of using computers; salespeople not resisting potential added control of Telesales; and offering of a complete package.

                            Published 03 Jan 2004

                            Reference 5138

                            Length 4 page(s)

                            Topic Strategy

                            Region Europe

                            Industry Computer Hardware

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                            Rank Xerox (C): The Success of Telesales

                            By  Gabriel Szulanski,  Michael Casaburi
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                            Carlos obtained Fournier’s approval to implement “Telesales” (i.e., Carlos’s renamed version of Dubai’s Telemarketing). Telesales was successful within a year of launch. Success factors were: project’s IT aspect; salespeople’s acceptance of using computers; salespeople not resisting potential added control of Telesales; and offering of a complete package.
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                              Rank Xerox (A): Global Transfer of Best Practices (Condensed)

                              By  Gabriel Szulanski,  Gary M. Deutsch,  Joanna Fueyo
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                              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.

                                Published 30 Mar 2004

                                Reference 5138

                                Length 4 page(s)

                                Topic Strategy

                                Region Europe

                                Industry Computer Hardware

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                                Rank Xerox (A): Global Transfer of Best Practices (Condensed)

                                By  Gabriel Szulanski,  Gary M. Deutsch,  Joanna Fueyo
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                                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.
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                                  Rank Xerox (B): Is "Telemarketing" the Answer? (Condensed)

                                  By  Gabriel Szulanski,  Michael Casaburi
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                                  Fournier rejected Carlos’ request to re-implement Wave II. Carlos visited Colombia and Dubai to determine whether to apply their telephone selling approach (“Telemarketing”) elsewhere. Carlos had to decide whether to tell Fournier of Dubai’s revolutionary tool that could transform Rank Xerox’s sales operations or put the idea aside.

                                    Published 30 Mar 2004

                                    Reference 5138

                                    Length 3 page(s)

                                    Topic Strategy

                                    Region Europe

                                    Industry Computer Hardware

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                                    Rank Xerox (B): Is "Telemarketing" the Answer? (Condensed)

                                    By  Gabriel Szulanski,  Michael Casaburi
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                                    Fournier rejected Carlos’ request to re-implement Wave II. Carlos visited Colombia and Dubai to determine whether to apply their telephone selling approach (“Telemarketing”) elsewhere. Carlos had to decide whether to tell Fournier of Dubai’s revolutionary tool that could transform Rank Xerox’s sales operations or put the idea aside.
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                                      Rank Xerox (C): The Success of Telesales (Condensed)

                                      By  Gabriel Szulanski,  Michael Casaburi
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                                      Carlos obtained Fournier’s approval to implement “Telesales” (i.e., Carlos’s renamed version of Dubai’s Telemarketing). Telesales was successful within a year of launch. Success factors were: project’s IT aspect; salespeople’s acceptance of using computers; salespeople not resisting potential added control of Telesales; and offering of a complete package.

                                        Published 30 Jun 2004

                                        Reference 5138

                                        Length 2 page(s)

                                        Topic Strategy

                                        Region Europe

                                        Industry Computer Hardware

                                        View case

                                        Rank Xerox (C): The Success of Telesales (Condensed)

                                        By  Gabriel Szulanski,  Michael Casaburi
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                                        Carlos obtained Fournier’s approval to implement “Telesales” (i.e., Carlos’s renamed version of Dubai’s Telemarketing). Telesales was successful within a year of launch. Success factors were: project’s IT aspect; salespeople’s acceptance of using computers; salespeople not resisting potential added control of Telesales; and offering of a complete package.
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                                          Rank Xerox : Global Transfer of Best Practices (A) (French)

                                          By  Gabriel Szulanski,  Gary M. Deutsch,  Joanna Fueyo
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                                          Carlos Camarero fut chargé du projet interne Vague C de Rank Xerox. La Vague I (visant à améliorer le chiffre d’affaires) fut un succès alors que la Vague II (visant à redéfinir les processus de vente) fut décevante. C.

                                            Published 31 May 2005

                                            Reference 5138

                                            Length 16 page(s)

                                            Topic Strategy

                                            Region Europe

                                            Industry Computer Hardware

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                                            Rank Xerox : Global Transfer of Best Practices (A) (French)

                                            By  Gabriel Szulanski,  Gary M. Deutsch,  Joanna Fueyo
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                                            Carlos Camarero fut chargé du projet interne Vague C de Rank Xerox. La Vague I (visant à améliorer le chiffre d’affaires) fut un succès alors que la Vague II (visant à redéfinir les processus de vente) fut décevante. C.
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                                              Rank Xerox : Is "Telemarketing" the Answer? (B) (French)

                                              By  Gabriel Szulanski,  Gary M. Deutsch,  Joanna Fueyo
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                                              B. Fournier rejeta la demande de Carlos Camarero de remettre en oeuvre « La Vague II ». C. Camarero se rendit en Colombie et à Dubaï pour déterminer si leur démarche de ventes par téléphone, appelée « télémarketing », devait être appliquée ailleurs. Il lui fallut décider s’il devait dire à B.

                                                Published 31 May 2005

                                                Reference 5138

                                                Length 9 page(s)

                                                Topic Strategy

                                                Region Europe

                                                Industry Computer Hardware

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                                                Rank Xerox : Is "Telemarketing" the Answer? (B) (French)

                                                By  Gabriel Szulanski,  Gary M. Deutsch,  Joanna Fueyo
                                                Add to cart extra
                                                B. Fournier rejeta la demande de Carlos Camarero de remettre en oeuvre « La Vague II ». C. Camarero se rendit en Colombie et à Dubaï pour déterminer si leur démarche de ventes par téléphone, appelée « télémarketing », devait être appliquée ailleurs. Il lui fallut décider s’il devait dire à B.
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