|
|
|
|
Alphabetically : X
- To include an item in your complimentary custom book, click the item's Add link.
If there is a View link next to an item, you can view the pages by clicking on the link.
- To review the list of items you have selected so far, click on the word Review in the progress bar above.
 X PRIZE Foundation: Revolution Through Competition
|
|
|
|
| 31 pp.
| Case
Author(s): Phills, James A., Jr.; Hoyt, David W.
Publication Date: 02/06/2007
Product Type: Case (Field)
Publisher: Stanford University
HBS Number: SI90
Geographic Setting: United States
Subjects: Education; Energy; Incentives; Innovation; Medicine; Philanthropy; Social issues; Transportation
Academic Discipline: Social enterprise & ethics
Product Description: In October 2004, SpaceShipOne rocketed into space, winning the $10 million Ansari X PRIZE. This competition for the first privately funded, manned spaceflight was organized by the X PRIZE Foundation, and attracted 26 competitors, who had spent more than $100 million in pursuit of the prize. The success of SpaceShipOne generated intense media and public interest. Many of the competitors for the Ansari X PRIZE also planned to continue their efforts to develop commercial spaceflight businesses. After this success, Peter Diamandis, founder and CEO of the X PRIZE Foundation considered the future of the foundation. He saw three options: shutting down, continuing with a focus on space, or creating a “world-class prize institute that uses the prize-incentive model to solve today’s grand challenges.” He chose the third alternative, with the vision of developing 10-15 prize competitions. The foundation chose to work on fields including space, medicine and genomics, energy and transportation, education, and other social challenges. Describes lessons learned about prize competitions through the Ansari X PRIZE program. Discusses issues in creating and operating a successful competition, as well as the advantages of using incentive prizes, including bringing new thinking to bear on difficult problems and paying out only when an important goal is accomplished (paying for results, not effort). Poses several problems facing the Foundation as it begins to focus on fields outside of space: could prize competitions work in f
Source: Harvard
|
| X-BSC: IMPROVING KEY ACCOUNT MANAGEMENT AT COGNIS
|
|
|
|
| 27 pp.
| Case
Kaufmann, L; Michel, A; Endres, R; Koch, M; Rodenjohann, A; Wilkes, A
Publisher: WHU Otto Beisheim School of Management
Distributor: ecch (www.ecch.com) Reference: 605-035-1 Language: English
Category: Production and Operations Management Data source: Field research
Product Year: 2005
Geo location: Germany Industry: Chemical Size: 3 billion euros sales Timing: 2004
Topics: Balanced scorecard; Cross-balanced scorecard (X-BSC); Supplier management; SCM (supply chain management); Key account management; Customer satisfaction; Chemical; Customer orientation; Customer care; CRM (customer relationship management); Performance mea
Abstract: The case investigates how Cognis, a specialities chemicals company, can increase its profitability by enhancing sales in its key account management with the use of a cross-balanced scorecard (X-BSC). The department?s Head, Juergen Scherer, and two of his Key Account Managers, Sandra Mueller und David Kramer, provide insight into the activities of the company?s global key account management. After describing internal issues (performance expectations, organisational aspects) and providing a brief industry overview, the question of how key account management should be improved, is explored. This is done against the formal backdrop of the balanced scorecard (Norton/Kaplan), the supplier-relationship management tool X-BSC and the practical case presentation of the different customer types that Cognis serves. By bringing together customer requirements and the tool?s functions, students learn about key account management, balanced scorecard concepts (in particular the X-BSC) and the chemical industry. A teaching note supplement ?605-035-9? is available to accompany the teaching note.
Source: ecch
|
| X-IT and Kidde (A)
|
|
|
|
| 13 pp.
| Case
Author(s): Bagley, Constance E.; Lane, David
Publication Date: 09/26/2002 Revision Date: 05/20/2003
Product Type: Case (Library)
Publisher: Harvard Business School
HBS Number: 803041
Number of Employees: 2 Gross Revenue: $500,000 revenues
Event Year Start: 1997 Event Year End: 1999
Subjects: Contracts; Intellectual capital; Patents; Entrepreneurship; Legal aspects of business; Ethics
Academic Discipline: Entrepreneurship
Supplementary Materials: Supplement, (803056), 6p, by Constance E. Bagley, David Lane; Case Teaching Note, (804075), 6p, by Constance E. Bagley; Case Teaching Note, (806185), 8p, by Constance E. Bagley
Product Description: Involves a start-up, X-IT Products LLC, whose founders had designed an innovative, lightweight, and easy-to-use — yet strong — escape ladder. After X-IT had filed a patent application for the ladder in the United States, X-IT was approached by Kidde PLC, one of the largest vendors of fire protection products in the world. Negotiations to license X-IT’s invention or to buy X-IT ensued. The parties entered into a confidentiality agreement, which gave Kidde‘s patent counsel access to X-IT's confidential patent application for the narrow purpose of reporting to Kidde whether the patent claims were weak or strong. After the X-IT founders saw Kidde representatives displaying a ladder at a major trade show that was almost identical to X-IT's ladder, X-IT's CEO had to decide what to do next. Although suing Kidde for violating the confidentiality agreement was an option, X-IT barely had sufficient cash to fill orders, not to mention pay attorney fees.
Source: Harvard
|
|
|
|
| 13 pp.
| Case
Author(s): Bagley, Constance E.; Lane, David
Publication Date: 09/26/2002 Revision Date: 05/20/2003
Product Type: Case (Library)
Product Description: Involves a start-up, X-IT Products LLC, whose founders had designed an innovative, lightweight, and easy-to-use — yet strong -- escape ladder. After X-IT had filed a patent application for the ladder in the United States, X-IT was approached by Kidde PLC, one of the largest vendors of fire protection products in the world. Negotiations to license X-IT’s invention or to buy X-IT ensued. The parties entered into a confidentiality agreement, which gave Kidde‘s patent counsel access to X-IT's confidential patent application for the narrow purpose of reporting to Kidde whether the patent claims were weak or strong. After the X-IT founders saw Kidde representatives displaying a ladder at a major trade show that was almost identical to X-IT's ladder, X-IT's CEO had to decide what to do next. Although suing Kidde for violating the confidentiality agreement was an option, X-IT barely had sufficient cash to fill orders, not to mention pay attorney fees.
HBS Number: 9-803-041
Industry Setting: Fire fighting and protection Number of Employees: 2 Gross Revenues: $500 million
Event Year Start: 1997 Event Year End: 1999
Subjects: Contracts; Entrepreneurship; Ethics; Global Research Group; Intellectual property; Legal aspects of business; Patents
Academic Discipline: Entrepreneurship
Source: Harvard
|
| XANSA (A)
|
|
|
|
| 21 pp.
| Case
Lingblad, M; Hood, N; Birkinshaw, J
Publisher: London Business School
Distributor: ecch (www.ecch.com) Reference: 302-065-1 Language: English
Category: Strategy and General Management Data source: Published sources
Product Year: 2002
Geo location: London Industry: IT services Size: Medium Timing: 2000
Topics: Strategy; Merger and acquisition; Strategic change
Abstract: This is the first of a two-case series (302-065-1 and 302-066-1). This case describes the current strategic challenges facing Xansa, a medium-sized IT services company headquartered in the UK. Under its former name, FI Group, the company had grown successfully during the 1990s as a major supplier of IT outsourcing services. Faced with a changing marketplace, FI Group had undertaken a series of bold acquisitions in the late 1990s. Now, in mid-2000, the company faced the challenge of integrating these acquired companies in an uncertain marketplace, while also considering its future growth options outside the UK. A further challenge was how to do all of this without damaging the distinctive culture and organisation that had made the company so successful over the last decade.
Source: ecch
|
| Xbox Launch in Korea
|
|
|
|
| 23 pp.
| Case
Author(s): Draganska, Michaela; Descamps, Frederic; Pennya, Christopher
Publication Date: 08/01/2002 Revision Date: 04/25/2003
Product Type: Case (Field)
Publisher: Stanford University
Product Description: In August 2002, Microsoft approached the one-year anniversary of its video game console, the Xbox. The first wave of console systems were available in the United States, Japan, Europe, and Australia, and the second wave of rollouts was targeted for Asian markets: Korea, Taiwan, Hong Kong, and Singapore. Dan Adelman, business development manager for the Xbox, and Brenda Ng, Xbox’s consumer strategy and research manager, considered the marketing data for the Korea launch. They needed to analyze the findings of the first report and to identify issues to resolve in a second, follow-up marketing study. Over the course of the next few months, Adelman and Ng would direct the Xbox team in identifying console purchase drivers and deciding what segments of gamers to target and the message to send to the target segments.
HBS Number: M303
Geographic Setting: KoreaIndustry Setting: computer softwareNumber of Employees: 47,000Gross Revenues: $32,187 million
Event Year Start: 2002Event Year End: 2002
Subjects: Computer industry; Entertainment industry; Market entry; Market positioning; Market research; Market segmentation; Marketing strategy
Academic Discipline: Marketing
Source: Harvard
|
| XcelleNet, Inc. (A)
|
|
|
|
| 17 pp.
| Case
Bradley, Stephen P.; Nolan, Richard L.; Leonard, James
XcelleNet, a $35 million system software company based in Atlanta, was founded in 1986 to address the computing needs of a class of remote and mobile users and data that were rarely connected to a network. Though the clear first mover and leader in the remote enterprise computing segment in 1996, XcelleNet and its market had been stalled by successive waves of networking technology—remote LAN Access, Groupware, and the Internet/Intranet. The company’s founder and CEO, Dennis Crumpler, must formulate a strategy for capitalizing on XcelleNet‘s first-mover advantage and responding to the opportunities created by these emerging technologies.
HBS Number: 9-796-189 Type: Case (Field)
Publication Date: 6/28/1996 Revision Date: 1/20/1999
Geographic Setting: North America Industry Setting: system software Number of Employees: 250 Gross Revenues: $35 million revenues
Event Year Start: 1995 Event Year End: 1996
Subjects: Competition; Industry analysis; Software; Strategy formulation
Supplementary Materials: Supplement (Field), (9-799-028), 10p, by Stephen P. Bradley, Kelley Porter
Source: Harvard
|
| Xedia and Silicon Valley Bank (A)
|
|
|
|
| 24 pp.
| Case
Gompers, Paul A.; Biotti, Jon M.
Xedia, a networking equipment manufacturer that helps provide high-speed Internet service for corporate clients through access routing, wants a bridge loan to fund daily operations until it raises its next round of equity financing. Teaching Purpose: Analyzes the negotiation behind the bridge loan and alternate forms of financing, other than venture capital, for young companies.
HBS Number: 9-298-119 Type: Case (Field)
Publication Date: 3/13/1998 Revision Date: 12/2/1998
Geographic Setting: Littleton, MA Industry Setting: networking equipment Number of Employees: :50 Gross Revenues: $2 million revenues
Event Year Start: 1997 Event Year End: 1998
Subjects: Banking; Computer industry; Entrepreneurial finance; Entrepreneurial management; Equity financing; Financing; Negotiations
Supplementary Materials: Supplement (Field), (9-298-122), 3p, by Paul A. Gompers, Jon M. Biotti; Supplement (Field), (9-298-121), 3p, by Paul A. Gompers, Jon M. Biotti; Supplement (Field), (9-298-120), 4p, by Paul A. Gompers, Jon M. Biotti; Teaching Note, (5-299-076), 20p, by Paul A. Gompers
Source: Harvard
|
| XELIBRI: A SIEMENS MOBILE ADVENTURE
|
|
|
|
| 18 pp.
| Case
Kaufmann, L; Clemens, F; Hagen, H; Hedderich, F; Sassmann, H
Publisher: WHU Otto Beisheim School of Management
Distributor: ecch (www.ecch.com) Reference: 303-074-1 Language: English
Category: Strategy and General Management Data source: Field research
Product Year: 2003
Geo location: Germany Industry: Mobile communication device industry Size: Euros 84,016 million net sales, 426,000 employees Timing: 2003
Topics: Marketing; Brand management and branding; Europe, Germany market entry; Innovation, entrepreneurship; Entrepreneurial management; International management and international business; General management and strategy; Product management and pricing; Choice of distribution channels; Fashion, telecommunication and mobile phone; Strategy implementation; Competition and competitive strategy; Industry analysis; New product category
Abstract: This case study is situated in the mobile communication devices industry and presents the launch of a new mobile phone brand of Germany’s Siemens AG, under the brand name Xelibri, in 2002. Xelibri‘s objective was to develop a fashion-based value proposition in the mobile phone market. The story is centered on 34-year-old George Appling, President of Xelibri, who had been hired from McKinsey & Company to conceive a comprehensive strategy for creating a new product category in the saturated mobile phone market. At the time of the case, first steps to introduce this new product category have already been taken, while other issues, such as pricing, are open for discussion and shall be resolved by the students. To provide them with background information, the case study gives a description of the development of the mobile phone market and Siemens' position in it. It also gives an overview of the importance of Xelibri's performance for Siemens' mobile phone business and explains the initial steps to set up the new
Source: ecch
|
|
|
|
| 21 pp.
| Case
Kaufmann, L; Clemens, F; Hagen, H; Hedderich, F; Sassmann, H
Publisher: WHU Otto Beisheim School of Management
Distributor: ecch (www.ecch.com) Reference: E303-074-1 Language: Spanish
Category: Strategy and General Management Data source: Field research
Product Year: 2003
Geo location: Germany Industry: Mobile communication device industry Size: Euros 84,016 million net sales, 426,000 employees Timing: 2003
Topics: Marketing; Brand management and branding; Europe, Germany market entry; Innovation, entrepreneurship; Entrepreneurial management; International management and international business; General management and strategy; Product management and pricing; Choice of distribution channels; Fashion, telecommunication and mobile phone; Strategy implementation; Competition and competitive strategy; Industry analysis; New product category
Abstract: This is a Spanish translation of the case ’303-074-1‘. This case study is situated in the mobile communication devices industry and presents the launch of a new mobile phone brand of Germany's Siemens AG, under the brand name Xelibri, in 2002. Xelibri's objective was to develop a fashion-based value proposition in the mobile phone market. The story is centered on 34-year-old George Appling, President of Xelibri, who had been hired from McKinsey & Company to conceive a comprehensive strategy for creating a new product category in the saturated mobile phone market. At the time of the case, first steps to introduce this new product category have already been taken, while other issues, such as pricing, are open for discussion and shall be resolved by the students. To provide them with background information, the case study gives a description of the development of the mobile phone market and Siemens' position in it. It also gives an overview of the importance of Xelibri's performance for Siemens' mobile phone bu
Source: ecch
|
| XenSource
|
|
|
|
| 30 pp.
| Case
Author(s): Leslie, Mark
Publication Date: 08/09/2007 Revision Date: 06/25/2008
Product Type: Case
Publisher: Stanford University
HBS Number: E267
Geographic Setting: Washington; Silicon Valley; United Kingdom
Subjects: Pricing strategy; Sales strategy; Start-ups; Open source software; Software development; Virtual environments
Academic Discipline: Operations management
Supplementary Materials: Case, (E267B), 1p, by Mark Leslie; Supplement, (E267C), 1p, by Mark Leslie, Katherine Rudolph-Bose; Case Teaching Note, (E267TN), 6p, by Mark Leslie
Product Description: After significant changes in management, strategic direction and product focus, XenSource, a virtualization software start-up that relies on open source code, faces key decisions regarding the pricing and packaging of its products, a challenge which is compounded by two additional factors: the tension with all of the trappings of open source and the objective to catch / overtake the established incumbent, VMware.
Source: Harvard
|
|
|
|
| 30 pp.
| Case
Author(s): Leslie, Mark
Publication Date: 08/09/2007 Revision Date: 06/25/2008
Product Type: Case
Publisher: Stanford University
HBS Number: E267
Geographic Setting: Washington; Silicon Valley; United Kingdom
Subjects: Pricing strategy; Sales strategy; Start-ups; Open source software; Software development; Virtual environments
Academic Discipline: Operations management
Supplementary Materials: Case, (E267B), 1p, by Mark Leslie; Supplement, (E267C), 1p, by Mark Leslie, Katherine Rudolph-Bose; Case Teaching Note, (E267TN), 6p, by Mark Leslie
Product Description: After significant changes in management, strategic direction and product focus, XenSource, a virtualization software start-up that relies on open source code, faces key decisions regarding the pricing and packaging of its products, a challenge which is compounded by two additional factors: the tension with all of the trappings of open source and the objective to catch / overtake the established incumbent, VMware.
Source: Harvard
|
| XenSource (B)
|
|
|
|
| 1 pp.
| Case
Author(s): Leslie, Mark
Publication Date: 06/25/2008 Revision Date: 09/30/2009
Product Type: Case
Publisher: Stanford University
HBS Number: E267B
Geographic Setting: California; United Kingdom
Subjects: Market planning strategy; Marketing strategy; Start-ups; Open source software
Academic Discipline: General management
Supplementary Materials: Supplement, (E267C), 1p, by Mark Leslie, Katherine Rudolph-Bose; Case Teaching Note, (E267TN), 6p, by Mark Leslie
Product Description: After significant changes in management, strategic direction and product focus, XenSource, a virtualization software start-up that relies on open source code, faces key decisions regarding the positioning and packaging of its products, a challenge which is compounded by two additional factors: (1) the tension with the open source element and how to best go to market with that element and (2) the start-up’s objective to catch / overtake the established incumbent in the virtualization space, VMware.
Source: Harvard
|
| XenSource (C)
|
|
|
|
| 1 pp.
| Case
Author(s): Leslie, Mark; Rudolph-Bose, Katherine
Publication Date: 06/25/2008 Revision Date: 09/30/2009
Product Type: Supplement
Publisher: Stanford University
HBS Number: E267C
Geographic Setting: Washington; Silicon Valley; United Kingdom
Subjects: Pricing strategy; Sales strategy; Start-ups; Open source software; Software development; Virtual environments
Academic Discipline: Operations management
Supplementary Materials: Case Teaching Note, (E267TN), 6p, by Mark Leslie
Product Description: After significant changes in management, strategic direction and product focus, XenSource, a virtualization software start-up that relies on open source code, faces key decisions regarding the positioning and packaging of its products, a challenge which is compounded by two additional factors: (1) the tension with the open source element and how to best go to market with that element and (2) the start-up’s objective to catch / overtake the established incumbent in the virtualization space, VMware.
Source: Harvard
|
| XEROX (HONG KONG): SALES ACTIVITY MANAGEMENT PROCESS (A)
|
|
|
|
| 25 pp.
| Case
Newson EFP; Zhao M
The sales director of Xerox (Hong Kong) has a vision to transform sales force management processes which would require radical changes to both the organization and the information technology infrastructure. The design includes a company-widedatabase to be available to the sales force by remote access through Intranet/Internet. From this database the sales force could manage their territory using notebook computers while travelling, working at client sites, sitting in meetings, ortalking on the phone. At the time of sale, they could check inventory, quote prices, notify delivery or service schedules, and make billing arrangements. Successful implementation of the plan requires the sales director to overcome financialconstraints, ingrained habits, traditional cultural values, an inadequate information technology infrastructure, and the effects of the change beyond the sales organization. The purpose of this case is to present the challenges of planning andimplementing a major technology initiative in a cross-cultural setting. The student is expected to outline an implementation plan. A (B) case is available as a follow-up, case 9B00E002. Industry: Electric & Electronic Equipment Supplies Issues: Computer System Implementation, Generating Profit from New Technology, Information Systems, Decision Support Systems Location: Hong Kong Size: Large organization Year of event: 1997 Level: Undergraduate/MBA Revised: Ivey #: 9A99E015
Source: Ivey
|
| Xerox and Fuji Xerox
|
|
|
|
| 29 pp.
| Case
Author(s): Gomes-Casseres, Benjamin; McQuade, Krista
Publication Date: 02/15/1991 Revision Date: 12/08/1992
Product Type: Case (Field)
Product Description: Describes the growth and development of Fuji Xerox, Xerox’s joint venture in Japan, and the evolving relationship between Fuji Xerox and Xerox. Focuses on the technological development of Fuji Xerox, and on the contributions that Fuji Xerox has made to Xerox‘s competitive position worldwide. Presents a number of options for modifying the relationship between Xerox and Fuji Xerox in the future, when the two firms will face increasingly serious competition from global competitors. Fuji Xerox is a $4 billion company and arguably one of the most successful joint ventures ever between an American and Japanese firm. In some ways the evolution of Fuji Xerox has been a microcosm of the broader United States-Japan relationship.
HBS Number: 9-391-156
Geographic Setting: Japan, United States Industry Setting: electronics (copiers)
Company Size: Fortune 500 Gross Revenues: $18 billion revenues
Event Year Start: 1962 Event Year End: 1990
Subjects: Competition; International business; International trade; Japan; Joint ventures; Technological change
Academic Discipline: Business & government
Supplementary Materials: Teaching Note, (5-794-007), 34p, by Benjamin Gomes-Casseres; Case Video, (9-792-514), 16 min, by Benjamin Gomes-Casseres; Case Video, (9-794-519), 8 min, by Benjamin Gomes-Casseres; Supplement (Library), (9-703-009), 4p, by Debora Spar, Benjamin Gomes-Casseres
Source: Harvard
|
| Xerox Corp.: The Customer Satisfaction Program
|
|
|
|
| 23 pp.
| Case
Author(s): Menezes, Melvyn A.J.; Serbin, Jon D.
Publication Date: 01/10/1991 Revision Date: 01/12/1993
Product Type: Case (Field)
Product Description: In August 1990 the president and executive vice president of Xerox are reviewing the progress made on its customer satisfaction program. The emphasis placed on the program, the success of the program to date, and the drive to achieve the corporate goals of customer satisfaction motivate this review. At Xerox customer satisfaction is the number one priority, ahead of return on assets (ROA) and market share. The case focuses on analyzing the strategic role of the customer satisfaction program, its goals, and the action steps for implementation. Also described are the customer satisfaction measurement system, the data analyses, and follow-up. To increase customer satisfaction and to drive the organization to higher levels of performance top management believes that Xerox should offer a satisfaction guarantee. Market research has been conducted on customer responses to four different types of guarantees. A decision has to be made regarding the type of guarantee to introduce.
HBS Number: 9-591-055
Geographic Setting: United States Industry Setting: copiers/office equipment
Company Size: Fortune 500 Gross Revenues: $17.6 billion revenues
Event Year Start: 1990 Event Year End: 1990
Subjects: Corporate strategy; Customer relations; Customer service; Marketing strategy; Office equipment
Academic Discipline: Marketing
Supplementary Materials: Teaching Note, (5-593-027), 22p, by John A. Quelch, Thomas J. Kosnik; Case Video, (9-592-506), 2 min, by Xerox Corp.
Source: Harvard
|
| Xerox Technology Ventures: March 1995
|
|
|
|
| 25 pp.
| Case
Lerner, Joshua
Robert Adams, president and CEO of Xerox Technology Ventures (XTV), confronts several changes in his organization. Established by the Xerox Corp. to invest in fledgling organizations, XTV is now being offered the opportunity to undertake buyouts of many of Xerox’s units. Teaching Purpose: To illustrate the opportunities and challenges that face corporate venturing operations.
HBS Number: 9-295-127 Type: Case (Field)
Publication Date: 3/17/1995 Revision Date: 3/29/1998
Geographic Setting: El Segundo, CA Industry Setting: venture capital Number of Employees: :3
Event Year Start: 1995 Event Year End: 1995
Subjects: Corporate governance; Corporate strategy; Development stage enterprises; Entrepreneurial finance; Financial management; Silicon Valley; Venture capital
Supplementary Materials: Supplement (Library), (9-298-109), 2p, by Joshua Lerner; Teaching Note, (5-298-152), 11p, by Joshua Lerner
Source: Harvard
|
| Xerox: Design for the Environment
|
|
|
|
| 25 pp.
| Case
Vietor, Richard H.K.; Murray, Fiona E.S.
In 1990, Xerox undertook an "Environmental Leadership Program" designed to make Xerox an industry leader in non-polluting operations, recycling, and products actually designed for the environment. This effort flowed naturally out of the system of total quality management developed at Xerox in the 1980s. Under the new program, Xerox planned to design its products for complete reuse, remanufacturing, and recycling. This effort entailed a complete redesign of the company’s product-delivery system, from initial designs, to materials acquisition, to manufacturing, marketing, and after-sales service.
HBS Number: 9-794-022 Type: Case (Field)
Publication Date: 1/7/1994 Revision Date: 5/4/1995
Geographic Setting: United States Industry Setting: distributing media
Company Size: Fortune 500 Number of Employees: 99,000 Gross Revenues: $18 billion revenues
Event Year Start: 1990 Event Year End: 1990
Subjects: Environmental protection; Manufacturing strategy; Pollution control; Recycling; Total quality
Supplementary Materials: Teaching Note, (5-795-084), 10p, by Richard H.K. Vietor
Source: Harvard
|
| Xerox: Outsourcing Global Information Technology Resources
|
|
|
|
| 32 pp.
| Case
Author(s): Applegate, Lynda M.; Davis, Kevin
Publication Date: 04/04/1995 Revision Date: 06/03/2002
Product Type: Case (Field)
Publisher: Harvard Business School
HBS Number: 195158
Geographic Setting: United States
Event Year Start: 1993 Event Year End: 1993
Subjects: Innovation; Organizational change; Information & technology; Suppliers; Computer systems
Academic Discipline: General management
Supplementary Materials: Case Teaching Note, (196055), 13p, by Richard L. Nolan; Case Teaching Note, (196086), 4p, by F. Warren McFarlan
Product Description: In order to increase revenues, develop new technologies, and manage information technology more efficiently, Xerox decided to sign a 10-year, $3.2 billion contract with Electronic Data Systems (EDS). This case describes the events that preceded Xerox’s decision to outsource information technology.
Source: Harvard
|
|
|
|
| 32 pp.
| Case
Author(s): Applegate, Lynda M.; Davis, Kevin
Publication Date: 04/04/1995 Revision Date: 06/03/2002
Product Type: Case (Field)
Product Description: In order to increase revenues, develop new technologies, and manage information technology more efficiently, Xerox decided to sign a 10-year, $3.2 billion contract with Electronic Data Systems (EDS). This case describes the events that preceded Xerox’s decision to outsource information technology.
HBS Number: 9-195-158
Geographic Setting: United States Industry Setting: copiers
Company Size: Fortune 500
Event Year Start: 1993 Event Year End: 1993
Subjects: Computer systems; Information technology; Innovation; Organizational change; Suppliers
Academic Discipline: General management
Supplementary Materials: Teaching Note, (5-196-055), 13p, by Richard L. Nolan; Teaching Note, (5-196-086), 4p, by F. Warren McFarlan
Source: Harvard
|
| Xi’an International University: The Growth of Private Universities in China
|
|
|
|
| 23 pp.
| Case
Author(s): Kirby, William C.; Shih-Ta Chen, Michael ; Manty, Tracy Yuen; Wong, Keith Chi-ho
Publication Date: 01/19/2009
Product Type: Case (Field)
Publisher: Harvard Business School
HBS Number: 309074
Geographic Setting: China Gross Revenue: US $40 million
Event Year Start: 2008 Subjects: Expansion; Business growth; Growth strategy
Academic Discipline: General management
Supplementary Materials: Case Teaching Note, (310109), 3p, by F. Warren McFarlan
Product Description: Huang Teng founded Xi’an International University (XAIU) as a private institute of higher education in 1992. Throughout its ensuing years, the school filled a niche and met the demand of students who did not test into one of China‘s public institutions. In 2008, it was seeking to grow by aggressively pursuing opportunities in other provinces and municipalities. Huang's plan was to franchise his university throughout China. However, in pursuing this strategy in Beijing, Shanghai and Guangzhou, China's largest cities, Huang was not receiving warm responses. Local officials feared XAIU would jeopardize the survival of locally-run, private universities, and competition among private universities was heating up as institutions from the United Kingdom and Hong Kong partnered with public universities to form joint-ventured “independent colleges.” Buoyed by the success of XAIU, Huang was confident that despite these setbacks, his franchise model would work. But was an alternative plan of expanding into second or third tier cities compromising too much of the groundwork that had already been laid, would it jeopardize XAIU's funding opportunities, and finally, would it hurt the academic quality and integrity XAIU had built up at home?
Source: Harvard
|
| Xilinx, Inc. (A)
|
|
|
|
| 18 pp.
| Case
Author(s): DeLong, Thomas J.; Darwall, Christina
Publication Date: 06/12/2003 Revision Date: 01/25/2006
Product Type: Case (Field)
Product Description: Is it possible to create a great business and a company? Wim Roelandts sets out, in the context of Xilinx, to create a high-performance organization without sacrificing the human dimension. Roelandts experiences additional pressure when the company is affected by a downturn in business.
HBS Number: 9-403-136
Geographic Setting: California Industry Setting: Semiconductor industry Number of Employees: 2,600 Gross Revenues: $1 billion revenues
Event Year Start: 2001 Event Year End: 2001
Subjects: Downsizing; Human resources management; Organization; Organizational change; Organizational design; Organizational structure; Restructuring
Academic Discipline: Organizational behavior & leadership
Supplementary Materials: Supplement (Field), (9-403-137), 6p, by Thomas J. DeLong, Christina Darwall
Source: Harvard
|
|
|
|
| 8 pp.
| Case
Author(s): Godes, David B.; Ofek, Elie
Publication Date: 01/05/2004 Revision Date: 03/01/2004
Product Type: Color Case
Product Description: XM Radio has beaten its rival, Sirius, to market and has become the first source for satellite radio. Documents major aspects of XM Radio’s launch strategy, including the ads it used. Early reports from partners and consumers are very positive. If nothing else, XM Radio has proven that people will pay for radio. Nonetheless, its performance has revealed that the market for this product is not exactly what the company might have thought. Provides data that allow students to rethink the initial strategy in light of this fact. Allows the class now to view the problem from the perspective of the industry leader. Teaching Purpose: To examine business model selection, new product launch strategy, pricing, and marketing strategy. Includes color exhibits. May be used with: (9-504-009) XM Satellite Radio (A).
HBS Number: 9-504-065
Industry Setting: radio
Event Year Start: 2002 Event Year End: 2002
Subjects: Broadcasting industry; Business models; Competition; Decision making; Marketing strategy; Pricing; Product introduction; Services; Technology
Academic Discipline: Marketing
Supplementary Materials: Teaching Note, (5-504-082), 21p, by David B. Godes, Elie Ofek
Source: Harvard
|
| XUMA
|
|
|
|
| 14 pp.
| Case
Author(s): McAfee, Andrew; Herman, Kerry
Publication Date: 04/20/2001 Revision Date: 03/13/2003
Product Type: Case (Field)
HBS Number: 9-601-170
Geographic Setting: California Industry Setting: software Company Size: start-up Number of Employees: 100 Gross Revenues: $20 million revenues
Event Year Start: 1999 Event Year End: 1999
Subjects: Business to business; Consulting; Enterprise systems; Internet; Outsourcing; Silicon Valley; Software
Academic Discipline: Operations management
Supplementary Materials: Teaching Note, (5-603-033), 13p, by Andrew McAfee, Sarah Macgregor
Product Description: XUMA is a Silicon Valley start-up that builds customized eBusiness software suites for its corporate clients. This market is crowded with large players including the major consulting and systems integration companies. To date, building these suites has been a very labor intensive process, which starts essentially from scratch with each new customer. As a result, the suites are expensive and time-consuming to develop, and the companies that construct them function largely as “body shops.” XUMA is attempting a very different approach. Its founders believe that the software components that make up eBusiness suites have become much like the hardware components that make up a computer; self-contained, modular, and easy to interconnect. They therefore seek to make XUMA an “assembly line” for eBusiness solutions, putting together these components (using proprietary software “glue”) rapidly and cheaply. If they succeed at this, they will have divorced the price they can charge for their solutions from the cost of building them. Teaching Purpose: Poses the fundamental question of whether software, in the era of the Internet, can be assembled the way most physical products have been assembled since the Industrial Revo
Source: Harvard
|
| XXI CENTURY AIRBUS: LIVING THROUGH YESTERYEARS CONTRADICTIONS
|
|
|
|
| 28 pp.
| Case
de Sa, L — Lean Development Structure
Tournut, J — Toulouse Business School
Distributor: ecch (www.ecch.com) Reference: 408-019-1 Language: English
Category: Human Resource Management and Organisational Behaviour Data source: Published sources
Product Year: 2008
Geo location: Europe (France, Germany, UK) Industry: Aerospace Size: 57,000 employees Timing: 2006-2007
Topics: Multinational management; Corporate governance; Ethics; Corporate culture; Corporate integration; Management incentives; Leadership; Organisational architecture; Organisational behaviour; Talent and resources; Politics and business
Abstract: After a record order intake year in 2005, 2006 was prone to be a fine year in the aerospace industry, and especially for Airbus and its mother company EADS (European Aerospace & Defence and Space Company). However, events in 2006 suddenly changed this European champion, courted and praised by all Western European politicians and beyond, into a company entangled in corporate scandals, apparently not able to co-ordinate internally and having inflicted on shareholders a massive stock hit by at minimum 30%. Scandals ranged from: (1) strange political affairs namely in the Clearstream case; (2) power struggles for the top job resulting in bitter fights and resented executive and political behaviours; to (3) the exercise of stock-options by executives and senior management in what was apparently a massive insider-trading affair, directly or indirectly backed by some of the main founding countries’ governments. Critical failures in the ability to co-ordinate spiked in the A380 programme as it developed more than 2 years delay to deliveries. This resulted in a 3 billion euros immediate hit on the 2006 EADS bottomline, turning a 10% profit margin company into a loss-making one. The payback threshold for the A380 programme business case doubled. T
Source: ecch
|
| Xyberspace Consulting, Inc.
|
|
|
|
| 9 pp.
| Case
Author(s): Lynch, Luann J.
Darden ID: UVA-C-2152
Published: 11/15/2000
Copyright Year: 2000
Subject Area: Accounting and Control
Keywords: control systems; cost accounting; cost allocation
Teaching Note: UVA-C-2152TN
Abstract: Xyberspace Consulting, Inc., is reconsidering the allocation of the costs associated with its Training and Educational Services Group (TESG), a shared-services or support department to its user departments. Currently, the company uses a single departmental rate to allocate actual training costs to the user groups, using the user groups’ actual usage of TESG resources. The company is exploring whether it should allocate TESG fixed and variable costs separately, whether it should use budgeted or actual allocation rates, and whether it should allocate costs based on budgeted or actual usage. This case is intended to give students exposure to allocating shared-services or support-department costs, understanding the implications of different allocation strategies, and evaluating whether and how allocation systems can facilitate strategy implementation.
Source: Darden
|
|
|
|
| 9 pp.
| Case
Author(s): Lynch, Luann J.
Darden ID: UVA-C-2152
Published: 11/15/2000
Copyright Year: 2000
Subject Area: Accounting and Control
Keywords: control systems; cost accounting; cost allocation
Teaching Note: UVA-C-2152TN
Abstract: Xyberspace Consulting, Inc., is reconsidering the allocation of the costs associated with its Training and Educational Services Group (TESG), a shared-services or support department to its user departments. Currently, the company uses a single departmental rate to allocate actual training costs to the user groups, using the user groups’ actual usage of TESG resources. The company is exploring whether it should allocate TESG fixed and variable costs separately, whether it should use budgeted or actual allocation rates, and whether it should allocate costs based on budgeted or actual usage. This case is intended to give students exposure to allocating shared-services or support-department costs, understanding the implications of different allocation strategies, and evaluating whether and how allocation systems can facilitate strategy implementation.
Source: Darden
|
|
|
|
|