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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.
- By
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.
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 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.
- By
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.
- By
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 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.
- By
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 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.
This case describes how Xerox is leading a business transformation effort to support its ambition of global leadership. Xerox built its recovery strategy in the mid-1980s on a single-minded dedication to total quality management.
This case series describes Rank Xerox's efforts to meet the challenges of the 90s with an ambitious logistics strategy to achieve high levels of customer satisfaction and market share, while enabling the Rank Xerox organization to operate productively to maintain its competitive edge.
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Reference 4560
Published 01 Aug 1995
Topic Operations
Region Europe
Industry Computer Software, Computer Hardware
This case series describes Rank Xerox's efforts to meet the challenges of the 90s with an ambitious logistics strategy to achieve high levels of customer satisfaction and market share, while enabling the Rank Xerox organization to operate productively to maintain its competitive edge.
This case series describes Rank Xerox's efforts to meet the challenges of the 90s with an ambitious logistics strategy to achieve high levels of customer satisfaction and market share, while enabling the Rank Xerox organization to operate productively to maintain its competitive edge.
- By
Reference 4560
Published 01 Aug 1996
Topic Operations
Region Europe
Industry Computer Software, Computer Hardware
This case series describes Rank Xerox's efforts to meet the challenges of the 90s with an ambitious logistics strategy to achieve high levels of customer satisfaction and market share, while enabling the Rank Xerox organization to operate productively to maintain its competitive edge.