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15 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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      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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                                  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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                                      Xerox (France 2000): A Race Without a Finish Line

                                      By  Soumitra Dutta,  Enver Yucesan
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                                      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.

                                        Published 01 Jan 1998

                                        Reference 4737

                                        Topic Strategy

                                        Region Europe

                                        Industry Business Supplies and Equipment,  Computer Hardware

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                                        Xerox (France 2000): A Race Without a Finish Line

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                                        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.
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                                          Rank Xerox (A)

                                          By  Yves L. Doz
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                                          These cases aim to contribute in our understanding of strategic change in transnational corporations. Case A describes the prevailing conditions within the company and the industry and presents three alternative organization structures. Case A (Epilogue) describes the recommended model. Case B considers the different ways it was implemented across Europe.

                                            Published 08 Jan 1995

                                            Reference 4501

                                            Topic Strategy

                                            Region Europe

                                            Industry Computer Hardware

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                                            Rank Xerox (A)

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                                            These cases aim to contribute in our understanding of strategic change in transnational corporations. Case A describes the prevailing conditions within the company and the industry and presents three alternative organization structures. Case A (Epilogue) describes the recommended model. Case B considers the different ways it was implemented across Europe.
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                                              Rank Xerox (A Epilogue)

                                              By  Yves L. Doz
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                                              These cases aim to contribute in our understanding of strategic change in transnational corporations. Case A describes the prevailing conditions within the company and the industry and presents three alternative organization structures. Case A (Epilogue) describes the recommended model. Case B considers the different ways it was implemented across Europe.

                                                Published 08 Jan 1995

                                                Reference 4501

                                                Topic Strategy

                                                Region Europe

                                                Industry Computer Hardware

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                                                Rank Xerox (A Epilogue)

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                                                These cases aim to contribute in our understanding of strategic change in transnational corporations. Case A describes the prevailing conditions within the company and the industry and presents three alternative organization structures. Case A (Epilogue) describes the recommended model. Case B considers the different ways it was implemented across Europe.
                                                  View case