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21 cases found.

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

    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

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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

        Topic Entrepreneurship

        Region North America

        Industry Computer Software,  Computer Hardware

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

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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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          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

            Topic Strategy

            Region Europe

            Industry Computer Hardware

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            Rank Xerox (A) : Global Transfer of Best Practices

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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

                Topic Strategy

                Region Europe

                Industry Computer Hardware

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

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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

                    Topic Strategy

                    Region Europe

                    Industry Computer Hardware

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                    Rank Xerox (C): The Success of Telesales

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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

                        Topic Strategy

                        Region Europe

                        Industry Computer Hardware

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

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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

                            Topic Strategy

                            Region Europe

                            Industry Computer Hardware

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

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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

                                Topic Strategy

                                Region Europe

                                Industry Computer Hardware

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

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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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                                  Fuji Xerox and the Xerox Corp.: Turning Tables?

                                  By  Yves L. Doz,  Mark Hunter
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                                  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.

                                    Published 01 Jan 2003

                                    Reference 5097

                                    Topic Strategy

                                    Region Global

                                    Industry Computer Hardware

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                                    Fuji Xerox and the Xerox Corp.: Turning Tables?

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                                    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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                                      Balancing Demand and Supply at NEC Computers International

                                      By  Luk Van Wassenhove
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                                      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.

                                        Published 30 Sep 2002

                                        Reference 5049

                                        Topic Operations

                                        Region Europe

                                        Industry Computer Hardware

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                                        Balancing Demand and Supply at NEC Computers International

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                                        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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                                          Managing Product Returns at Hewlett Packard

                                          By  Luk Van Wassenhove,  Daniel R. Guide,  Neeraj Kumar
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                                          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.

                                            Published 16 May 2002

                                            Reference 4940

                                            Topic Operations

                                            Region North America

                                            Industry Printing,  Computer Hardware

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                                            Managing Product Returns at Hewlett Packard

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                                            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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                                              Pixtech, Inc

                                              By  Yves L. Doz,  Peter Smith Ring,  Stefanie Lenway,  Thomas Murtha
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                                              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.

                                                Published 01 Jan 1998

                                                Reference 4754

                                                Topic Strategy

                                                Region Europe

                                                Industry Business Supplies and Equipment,  Computer Hardware

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                                                Pixtech, Inc

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                                                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.
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