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21 cases found.
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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Reference 6337
Published 13 Feb 2019
Topic Strategy
Region Europe
Industry Computer Software, Industrial Automation, Computer Hardware
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.
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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Reference 6113
Published 29 Jun 2015
Topic Entrepreneurship
Region North America
Industry Computer Software, Computer Hardware
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.
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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Reference 5138
Published 03 Jan 2004
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.
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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Reference 5138
Published 03 Jan 2004
Topic Strategy
Region Europe
Industry Computer Hardware
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.
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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Reference 5138
Published 03 Jan 2004
Topic Strategy
Region Europe
Industry Computer Hardware
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.
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.
- By
Reference 5138
Published 30 Mar 2004
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.
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.
- By
Reference 5138
Published 30 Mar 2004
Topic Strategy
Region Europe
Industry Computer Hardware
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.
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.
- By
Reference 5138
Published 30 Jun 2004
Topic Strategy
Region Europe
Industry Computer Hardware
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.
In the early 1960s Fuji-Xerox is formed as a joint venture of two leading US and Japanese firms. Over time the venture acquires increasing autonomy, as its strategic vision, quality improvement expertise, and innovative capabilities render its most active parent, Xerox, increasingly dependent on its success.
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Reference 5097
Published 01 Jan 2003
Topic Strategy
Region Global
Industry Computer Hardware
In the early 1960s Fuji-Xerox is formed as a joint venture of two leading US and Japanese firms. Over time the venture acquires increasing autonomy, as its strategic vision, quality improvement expertise, and innovative capabilities render its most active parent, Xerox, increasingly dependent on its success.
In order to deal with volatility in demand and uncertainty in supply, NEC-Computers International (NEC-CI) instituted a demand and supply balancing process. The main objective of this process was to minimize losses due to mismatch in demand and supply.
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Reference 5049
Published 30 Sep 2002
Topic Operations
Region Europe
Industry Computer Hardware
In order to deal with volatility in demand and uncertainty in supply, NEC-Computers International (NEC-CI) instituted a demand and supply balancing process. The main objective of this process was to minimize losses due to mismatch in demand and supply.
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.
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Reference 4940
Published 16 May 2002
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.
The case describes the web of alliances that PixTech, a small entrepreneurial start-up in France, has built to accelerate the development and exploitation of a new technology in the area of flat screen displays.