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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
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.
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
Case Iansiti, Marco; Hart, Myra; Feinberg, Barbara Two entrepreneurs, Andrew Ive and Aldo DiBerlardino, are poised to launch their first product. The decisions they make will have a crucial impact on the future of their company. HBS Number: 9-698-084 Type: Case (Field) Publication Date: 4/3/1998 Geographic Setting: Unspecified Industry Setting: safety products Subjects: Consumer products industry; Enterprise management; Entrepreneurship; Innovation; New product marketing
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.
Case Hood, N; Birkinshaw, J Publisher: London Business School Distributor: ecch (www.ecch.com) Reference: 302-066-1 Language: English Category: Strategy and General Management Data source: Published sources Product Year: 2002 Geo location: London Industry: IT services Size: Medium Timing: 2000-2001 Topics: Strategy; Merger and acquisition; Integration; Organisation structure Abstract: This is the second of a two-case series (302-065-1 and 302-066-1). This case describes the situation facing Xansa in November 2001. Formerly known as the FI Group, Xansa is a major player in the UK outsourcing and IT consulting industry. The (A) case set in summer 2000, described the challenges faced by Hilary Cropper, the Executive Chairman, in re-branding the company as Xansa and integrating a series of large acquisitions. This case describes the integration process, and the issues that were encountered along the way. The current challenges facing the company are then discussed.
Case Hatch JE; Daschuk M A firm that designed, manufactured and marketed power supplies that received A.C. power as input and provided D.C. power as output was anticipating rapid growth and faced two alternatives: sell the firm now or continue to operate the firm with theassistance of mezzanine financing. The firm’s shareholders must determine which alternative is likely to be most attractive to current owners. (A related case is available, entitled Xantrex Technology Inc.: Expansion Initiative, case 9A96B050.) Ivey Number: 9A96B051 Publication Date: 7/10/1996 Revision Date: 30/08/2000 Geographic Setting: Canada/USA Industry Setting: Electric & Electronic Equipment Supplies Company Size: Medium organization Event Year Start: 1992 Subjects: Entrepreneurial Finance, Business Valuation, Mezzanine Financing Functional Area: Finance
Case Hatch JE; Daschuk M The owners of Xantrex Technology Inc. are negotiating an injection of equity capital of $3 million. Students are asked to design a deal which is acceptable to both the venture capitalists and the owners. They must also design an appropriateshareholders’ agreement. This case should be used in conjunction with “Xantrex Technology Inc.”, case 9A96B051. Ivey Number: 9A96B050 Publication Date: 7/10/1996 Revision Date: 27/10/1999 Geographic Setting: Canada Industry Setting: Electric & Electronic Equipment Supplies Company Size: Medium organization Event Year Start: 1996 Subjects: Entrepreneurial Finance, Venture Capital, Shareholder‘s Agreements, Business Valuation Functional Area: Finance
Case Melissa Schilling; Stephen Karl; Joshua J. Kittner This case is about Microsoft’s entry into the fiercely competitive arena of video game consoles with its Xbox. The case is designed to be able to conduct a complete strategic analysis, marketing strategy analysis, and technology strategy analysis. The industry context is a highly visible oligopoly where competitors have to be able to spend tremendous amounts on marketing and sell their consoles at or below cost in order to gain market share, because the profit is made on games. The industry also demonstrates strong network externalities. Courses: Business Policy/Strategy; Technological Innovation Management; Marketing strategy Topics: Network externalities; Corporate strategy; Competition;a Industry analysis; New product development;a Technology; Technological leapfrogging; Marketing strategy
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
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
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
Case Author(s): Gompers, Paul A.; Biotti, Jon M. Publication Date: 03/13/1998 Revision Date: 10/05/2001 Product Type: Supplement (Field) Product Description: Supplements the (A) case. Must be used with: (9-298-119) Xedia and Silicon Valley Bank (A). HBS Number: 9-298-120 Geographic Setting:Industry Setting: Subjects: Banking; Computer industry; Entrepreneurial finance; Entrepreneurial management; Equity financing; Financing; Negotiations Academic Discipline: Finance Supplementary Materials: Teaching Note, (5-299-076), 20p, by Paul A. Gompers
Case Author(s): Gompers, Paul A.; Biotti, Jon M. Publication Date: 03/13/1998 Revision Date: 10/05/2001 Product Type: Supplement (Field) Product Description: Supplements the (A) case. Must be used with: (9-298-119) Xedia and Silicon Valley Bank (A). HBS Number: 9-298-121 Geographic Setting:Industry Setting: Subjects: Banking; Computer industry; Entrepreneurial finance; Entrepreneurial management; Equity financing; Financing; Negotiations Academic Discipline: Finance Supplementary Materials: Teaching Note, (5-299-076), 20p, by Paul A. Gompers
Case Author(s): Gompers, Paul A.; Biotti, Jon M. Publication Date: 03/13/1998 Revision Date: 10/05/2001 Product Type: Supplement (Field) Product Description: Supplements the (A) case. Must be used with: (9-298-119) Xedia and Silicon Valley Bank (A). HBS Number: 9-298-122 Geographic Setting:Industry Setting: Subjects: Banking; Computer industry; Entrepreneurial finance; Entrepreneurial management; Equity financing; Financing; Negotiations Academic Discipline: Finance Supplementary Materials: Teaching Note, (5-299-076), 20p, by Paul A. Gompers
Case Johnson, R M; Byrne, F Publisher: London Business School Distributor: ecch (www.ecch.com) Reference: 398-062-1 Language: English Category: Strategy and General Management Data source: Unspecified Product Year: 1998 Version Date: April 2001 Geo location: Belgium Industry: Printing Timing: 1995-1996 Topics: Financing; Exit Abstract: This is the first of a four-case series (398-062-1 to 398-064-1 and
308-275-1). ’I want to make sure that we approach this in a professional manner‘ said Alphons Buts, COO of Xeikon, a Belgian digital printing company which was contemplating a possible Initial Public Offering (IPO) on the NASDAQ market in the US. Although an informal consensus had emerged over the previous months concerning an IPO in the near future, the Xeikon board now needed to make a formal decision to go ahead with the process. Was this the right time? How should they approach the process? How should they select a lead manager for the transaction?
Case Johnson, R M; Byrne, F Publisher: London Business School Distributor: ecch (www.ecch.com) Reference: 398-063-1 Language: English Category: Strategy and General Management Data source: Unspecified Product Year: 1998 Geo location: Belgium Industry: Printing Timing: 1995-1996 Topics: Financing; Exit Abstract: This is the second of a four-case series (398-062-1 to 398-064-1 and
308-275-1). The Xeikon board has a shortlist of four US investment banks for the lead manager role. The banks’ presentations have been uniformly impressive, although they differ in their initial views on the transaction and the company‘s valuation. A choice now has to be made. 'Which of the banks is the right one for the job,' Alphons Buts wondered.
Case Johnson, R M; Byrne, F Publisher: London Business School Distributor: ecch (www.ecch.com) Reference: 398-064-1 Language: English Category: Strategy and General Management Data source: Unspecified Product Year: 1998 Geo location: Belgium Industry: Printing Timing: 1995-1996 Topics: Financing; Exit Abstract: This is the third of a four-case series (398-062-1 to 398-064-1 and 308-275-1). ’I am not sure that it makes sense to go ahead at these kind of valuation levels,‘ commented one of the Xeikon Directors, informed that the company was likely to receive a valuation some $42 million less than had been discussed just a few weeks earlier.
Case Johnson, R M; Byrne, F Publisher: London Business School Distributor: ecch (www.ecch.com) Reference: 308-275-1 Language: English Category: Strategy and General Management Data source: Field research Product Year: 2008 Version Date: 09.08 Geo location: Belgium Industry: Digital printing Timing: 1995 Topics: Entrepreneurship; IPO (initial public offering) Abstract: This is the fourth of a four-case series (398-062-1 to 398-064-1 and 308-275-1). In mid-January 1996, a filing price of $10-12 was agreed for the Xeikon shares. The shares were finally priced at $15, and the transaction was over-subscribed by a factor of ten.
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
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
Case Bagdadli, S Publisher: SDA Bocconi Distributor: ecch (www.ecch.com) Reference: 405-040-1 Language: English Category: Human Resource Management and Organisational Behaviour Data source: Field research Product Year: 2005 Geo location: Italy Industry: Food and beverage Size: Approximately 600 employees Timing: 1998 Topics: HRM (human resource management); Career (lateral); Plateau; Flat organisations; Skill development; Compensation; Broad banding; Turnover Abstract: Xelor?s human resource (HR) managers are faced with a big problem. After conspicuous restructuring and delayering, the company?s top managers are coming to terms with the phenomenon of career plateau. HR managers fear a potential increase in voluntary turnover and moreover those few vacancies that do indeed exist cannot be filled with internal managers, since being in a flat structure managers have not had the opportunity to develop those skills needed to fill first and second level layers. You are one of the HR managers and have to solve these three problems, as an alternative, you are one of the plateaued managers and have to help the HR department solve the problem: (1) career plateauing; (2) development of skills in flat organisations; and (3) potential increase in turnover. The case develops in 1998, right after the restructuring has taken place. Although the company is now improving its economic results, there is not much time left to come up with solutions for high performing plateaued managers. Most of them want to know what their prospects will be in the company and whether or not to remain for an extended period of time.
Case Author(s): Leslie, Mark Publication Date: 08/09/2007 Revision Date: 06/25/2008 Product Type: Case (Field) Publisher: Stanford University HBS Number: E267 Geographic Setting: Silicon Valley; United Kingdom; Washington Subjects: Open-source software; Pricing strategy; Sales strategy; Software development; Start-ups; Virtual environments Academic Discipline: Operations management Supplementary Materials: Teaching Note, (E267TN), 8p, 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
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
Case Newson EFP; Yuan P Xerox Hong Kong had implemented two IT projects. Critical Business Information was being rolled out by the sales and marketing department for sales activity management. While the director of office systems operations was encouraged by theimprovement in the quality of information and its usefulness in planning and reporting sales activities, he also realized that significant effort would be required for Xerox Hong Kong to fully embrace the digital management system. This is afollow-up to Xerox (Hong Kong): Sales Activity Management Process (A), case 9A99E015. Industry: Electric & Electronic Equipment Supplies Issues: Information System Design, Computer System Implementation, Managing Implementation, Organizational Change Location: Hong Kong Size: Large organization Year of event: 1999 Level: Undergraduate/MBA Revised:Ivey #: 9B00E002
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
Teaching Note For use with 9-391-156 HBS Number: 5-794-007 Subjects: Competition; International business; International trade; Japan; Joint ventures; Technological change
Case Author(s): Spar, Debora; Gomes-Casseres, Benjamin Publication Date: 08/05/2002 Product Type: Supplement (Library) Product Description: Supplements the case. Must be used with: (9-391-156) Xerox and Fuji Xerox. HBS Number: 9-703-009 Subjects: Competition; International business; International trade; Japan; Joint ventures; Technological change Academic Discipline: Business & government
Case Author(s): Jick, Todd D.; Schlesinger, Leonard A.; Jo Publication Date: 10/02/1989 Revision Date: 05/29/1996 Product Type: Case (Field) Product Description: Describes the “Leadership Through Quality” effort undertaken by Xerox in the 1980s. Includes the history of Xerox in the 1970s and its need to make major changes in quality by the 1980s. Most of the remainder of the case details the step-by-step process by which Xerox created and designed the strategy called ‘’Leadership Through Quality’‘ to change its basic culture and its performance on quality from 1983-86. May be used with: (9-492-045) Xerox Corp.: Leadership Through Quality (B); (9-492-046) Xerox Corp.: Leadership Through Quality (C). HBS Number: 9-490-008 Geographic Setting: Stamford, CT Industry Setting: duplicators/copiers Company Size: Fortune 500 Event Year Start: 1983 Event Year End: 1987 Subjects: Implementation; Management of change; Office equipment; Quality control Academic Discipline: Human resources management Supplementary Materials: Teaching Note, (5-491-106), 11p, by Todd D. Jick
Case Author(s): Jick, Todd D. Publication Date: 06/05/1992 Revision Date: 05/29/1996 Product Type: Case (Field) Product Description: Provides an evaluation of the "Leadership Through Quality" effort at Xerox. The assessment includes both negative and positive factors based on extensive interviews and surveys. Based on this assessment, a plan of action is determined and presented which was endorsed by senior management. Students will be asked to consider whether these mid-course corrections are appropriate. Allows students to see how long major changes take to occur and how much effort is involved to sustain and deepen change. May be used with: (9-490-008) Xerox Corp.: Leadership Through Quality (A); (9-492-046) Xerox Corp.: Leadership Through Quality (C). HBS Number: 9-492-045 Geographic Setting: Stamford, CTIndustry Setting: office equipmentCompany Size: Fortune 500Number of Employees: 100,000Gross Revenues: $14 billion revenues Event Year Start: 1987Event Year End: 1987 Subjects: Office equipment; Organizational change; Quality control Academic Discipline: Human resources management Supplementary Materials: Teaching Note, (5-491-106), 11p, by Todd D. Jick
Case Author(s): Jick, Todd D. Publication Date: 06/05/1992 Revision Date: 05/29/1996 Product Type: Case (Field) Product Description: Reveals the course of action that Xerox took after discovering that its Leadership Through Quality program had not met all expectations. Reinforces the message that change is an ongoing and continuous effort, and that companies never achieve all of their change goals. May be used with: (9-490-008) Xerox Corp.: Leadership Through Quality (A); (9-492-045) Xerox Corp.: Leadership Through Quality (B). HBS Number: 9-492-046 Geographic Setting: Stamford, CT Industry Setting: Office furniture & equipment Company Size: Fortune 500 Number of Employees: 100,000 Gross Revenues: $14 billion revenues Event Year Start: 1987 Event Year End: 1990 Subjects: Organizational change; Quality control Academic Discipline: Human resources management
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.
Case Menezes, Melvyn A.J.; Serbin, Jon D. A rewritten version of an earlier case, Xerox Corp.: The Customer Satisfaction Program. Does not provide an update and no new content is added. The new (A) and (B) case structure merely isolates the service guarantee issue. HBS Number: 9-594-109 Type: Case (Field) Publication Date: 02/23/1994 Geographic Setting: United States Industry Setting: copiers/office equipment Company Size: Fortune 500 Gross Revenues: $17.6 billion revenues Event Year Start: 1959 Event Year End: 1990 Subjects: Corporate strategy; Customer relations; Customer service; Marketing strategy; Office equipment
Case Menezes, Melvyn A.J.; Serbin, Jon D. A rewritten version of an earlier case, Xerox Corp.: The Customer Satisfaction Program. Does not provide an update and no new content is added. The new (A) and (B) case structure merely isolates the service guarantee issue. HBS Number: 9-594-110 Type: Case (Field) Publication Date: 02/23/1994 Geographic Setting: United States Industry Setting: copiers/office equipment Company Size: Fortune 500 Gross Revenues: $17.6 billion revenues Event Year Start: 1959 Event Year End: 1990 Subjects: Corporate strategy; Customer relations; Customer service; Marketing strategy; Office equipment
Case Carr, L P Publisher: Babson College Distributor: ecch (www.ecch.com) Reference: 195-003-1 Language: English Category: Economics, Politics and Business Environment Data source: Field research Product Year: 1992 Geo location: Global Industry: Office systems Size: US$14 billion Timing: 1992 Topics: Management control; Performance measurement; Role of the controller Abstract: This case demonstrates the key role the management control system plays in the growth of a major multinational corporation. The link between the company culture and the control process creates an added value to the finance organization. The case shows how an effective control system works in a large organization. Specific complex control issues can be explored in depth. The case is intended to help define management control. It serves as an excellent contextual background to develop an array of control issues. The dynamics of the system and the flexibility of the measurements allow the management control process to facilitate organizational change.
Case Carr, L P Publisher: Babson College Distributor: ecch (www.ecch.com) Reference: 195-004-1 Language: English Category: Economics, Politics and Business Environment Data source: Field research Product Year: 1992 Geo location: Global Industry: Office systems Size: US$14 billion Timing: 1992 Topics: Transfer pricing Abstract: This case offers the opportunity to explore issues surrounding transfer pricing. Both the domestic and multinational transfer pricing systems for Xerox are presented. The case shows how the systems work and how conflicts are resolved. The link between performance measures and managing currency risk are explored. The case shows how Xerox uses transfer pricing in harmony with the corporate culture and the management control system. The students see how performance distortions are created and how managers manage transfer pricing.
Teaching Note For use with 9-298-109 HBS Number: 5-298-152 Subjects: Corporate governance; Corporate strategy; Development stage enterprises; Entrepreneurial finance; Financial management; Venture capital
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
Teaching Note For use with 9-295-127 HBS Number: 5-298-152 Subjects: Corporate governance; Corporate strategy; Development stage enterprises; Entrepreneurial finance; Financial management; Silicon Valley; Venture capital
Case Author(s): Rangan, V. Kasturi Publication Date: 03/11/1999 Revision Date: 10/03/2002 Product Type: Case (Field) Product Description: Describes the state of the book publishing industry and the potential for a new technology. Book-In-Time, developed at Xerox, can reduce the cost of printing “one” book dramatically. Combined with the possibilities of digital content storage and transmittal, the new technology has vast opportunities. Xerox needs a commercial plan. Teaching Purpose: To discuss the impact of technology on distribution value chain. HBS Number: 9-599-119 Geographic Setting: United States Industry Setting: book publishing Company Size: Fortune 500 Gross Revenues: $20 billion revenues Event Year Start: 1999 Event Year End: 1999 Subjects: Distribution; Printing; Publishing industry; Technology Academic Discipline: Marketing Supplementary Materials: Teaching Note, (5-500-016), 6p, by V. Kasturi Rangan
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
Teaching Note For use with 9-794-022 HBS Number: 5-795-084 Subjects: Environmental protection; Manufacturing strategy; Pollution control; Recycling; Total quality
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
Teaching Note For use with 9-195-158 HBS Number: 5-196-086 Subjects: Computer systems; Information technology; Innovation; Organizational change; Suppliers
Case Author(s): Manty, Tracy Yuen; Shih-Ta Chen, Michael; Kirby, William C.; Wong, Keith Publication Date: 01/19/2009 Product Type: Case (Field) HBS Number: 309074 Geographic Setting: China Industry Setting: Colleges & universities; Higher education Gross Revenues: US $40 million Event Year Start: 2008 Event Year End: 2008 Subjects: Business growth; Expansion; Growth strategy Academic Discipline: General management 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?
Case Author(s): Li, Wei; Yuan, Jean Darden ID: UVA-BP-0487 Published: 10/4/2005 Copyright Year: 2005 Subject Area: Business Policy Keywords: Bazaars Markets Information Efficiency Bargaining Intellectual property rights Abstract: Xiangyang Market, located at the center of the shopping district in the trendy former French concession in Shanghai, is one of the city’s prime shopping venues and a must-see tourist destination. Considered a shoppers‘ paradise by many foreign visitors, this open-air bazaar is known for the incredible deals on quality knockoffs of designer products. This case first describes the history that led to its development. It then gives an account of the shopping experience of a couple of American tourists, giving details of their discoveries and bargaining sessions in the market. It concludes with a description of the future of the market, highlighting the concerns about protection of intellectual property rights as well as competition from traditional retailers in Shanghai. The case can be used to teach the economics of markets under asymmetric information, bargaining and negotiation, and intellectual property rights. It can also be used in finance to teach market efficiency or in consumer marketing.
Case Author(s): Li, Wei; Yuan, Jean Darden ID: UVA-BP-0487 Published: 10/4/2005 Copyright Year: 2005 Subject Area: Business Policy Keywords: Bazaars Markets Information Efficiency Bargaining Intellectual property rights Abstract: Xiangyang Market, located at the center of the shopping district in the trendy former French concession in Shanghai, is one of the city’s prime shopping venues and a must-see tourist destination. Considered a shoppers‘ paradise by many foreign visitors, this open-air bazaar is known for the incredible deals on quality knockoffs of designer products. This case first describes the history that led to its development. It then gives an account of the shopping experience of a couple of American tourists, giving details of their discoveries and bargaining sessions in the market. It concludes with a description of the future of the market, highlighting the concerns about protection of intellectual property rights as well as competition from traditional retailers in Shanghai. The case can be used to teach the economics of markets under asymmetric information, bargaining and negotiation, and intellectual property rights. It can also be used in finance to teach market efficiency or in consumer marketing.
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
Case Author(s): Bryant MJ; Gu X Description: A first year international student must determine how to handle a situation that occurred during class. Discussed is the importance of class contribution and active participation in the learning process, particularly for international students.Also outlined is the role of faculty as part of the learning process and the role of individual preparation. Two supplements, Xinyu’s First Year at Ivey (B), product number 9B02M026 and Xinyu‘s First Year at Ivey (C), product 9B02M027 are available. Ivey Number: 9B02M025 Publication Date: 4/2/2003 Revision Date: 7/18/2003 Industry Setting: Educational Services Event Year Start: 2002 Subjects: Class Contribution; Role of Student in Learning; Learning Teams; Support Groups Level of Difficulty: MBA
Case Author(s): Bryant MJ; Gu X Description: This supplement to Xinyu’s First Year at Ivey (A), product number 9B02M025, follows a first year international student‘s progress in becoming familiar with the skills needed for effective learning with the focus on preparing for exams. Ivey Number: 9B02M026 Publication Date: 4/2/2003 Industry Setting: Educational Services Event Year Start: 2002 Subjects: Class Contribution; Role of Student in Learning; Learning Teams; Support Groups Level of Difficulty: MBA
Case Author(s): Bryant MJ; Gu X Description: This supplement to Xinyu’s First Year at Ivey (A), product number 9B02M025, and Xinyu‘s First Year at Ivey (B), product number 9B02M026, a first year international student comes to terms with the learning process. Ivey Number: 9B02M027 Publication Date: 4/2/2003 Industry Setting: Educational Services Event Year Start: 2002 Subjects: Class Contribution; Role of Student in Learning; Learning Teams; Support Groups Level of Difficulty: MBA
Case Author(s): Haywood-Farmer JS; Latimer B Description: The vice-president of operations at XL Foods, has just returned from a management course where he learned a lot about Japanese manufacturing techniques. Wayne wonders how XL Foods can achieve some of the just-in-time benefits. The case describesthe production flow at the three connected XL Foods processing plants. Students must decide what just-in-time is, evaluate XL Foods against those characteristics, and develop some steps that Wayne Proceviat and XL Foods could take. This case shouldbe used in conjunction with a suitable reading on just-in-time delivery. Ivey Number: 9A89D019 Publication Date: 1/1/89 Revision Date: 4/19/2003 Geographic Setting: Canada Industry Setting: Food and Kindred Products Company Size: Medium organization Event Year Start: 1989 Subjects: Just-in-Time; Inventory Planning/Control; Operations Analysis; Assembly Line Level of Difficulty: Undergraduate/MBA
Case Author(s): Godes, David B.; Ofek, Elie Publication Date: 07/14/2003 Revision Date: 03/01/2004 Product Type: Case (Field) Product Description: XM Satellite Radio is a radically new way to listen to radio. Management must develop a marketing strategy to launch the firm and the category. A crucial aspect of the strategy is to determine which of two business models the company will pursue. Should it focus predominantly on charging customers a monthly subscription fee or on selling advertising time to advertisers? This decision is closely related to target market selection and to the choice of optimal price points for subscription fees and radio receivers. Market research commissioned by XM provides rich insights into these issues. In addition, XM management needs to figure out how to establish partnerships with the leading electronics manufacturers. A consideration of its market share and channel presence are essential to XM’s ultimate success integrating satellite radio into home and car audio systems. As it formulates its plan, XM needs to take into account the competitive landscape, primarily comprised of broadcast radio (AM and FM) that has been in existence for many years and is offered for free, as well as a second satellite radio provider (Sirius). Teaching Purpose: To look at the marketing implications of business model selection for a new service as well the targeting and pricing challenges involved in launching a new category. Includes color exhibits. May be used with: (9-504-065) XM Satellite Radio (B). HBS Number: 9-504-009 Geographic Setting: United States Industry Setting: radio Event Year Start: 1997 Event Year End: 1998 Subjects: Broadcasting industry; Business models; Competition; Decision making; Marketing strategy; Pricing; Product introduction; Services; Technology Academic Discipline: Marketing
Case Author(s): Godes, David B.; Ofek, Elie Publication Date: 01/05/2004 Revision Date: 03/01/2004 Product Type: Color Case HBS Number: 504065 Subjects: Business models; Competition; Decision making; Marketing strategy; Pricing; Product introduction; Services; Technology Academic Discipline: Marketing Supplementary Materials: Teaching Note, (504082), 21p, by David B. Godes, Elie Ofek Product Description: An abstract is not available for this product. May be used with: (504009) XM Satellite Radio (A).
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
Case Voss, C; Gerbeau, P; Voss, B Publisher: London Business School Distributor: ecch (www.ecch.com) Reference: 606-042-1 Language: English Category: Production and Operations Management Data source: Field research Product Year: 2006 Geo location: UK Industry: Leisure Topics: Service; Leisure; Experience; Operations strategy; Retail Abstract: This case describes the situation and challenges facing PY Gerbeau as he sets out to transform Xscape from an interesting but unprofitable leisure centre into a vibrant and profitable destination. The case focuses on the nature of destinations, the management challenges of turnaround, and the creation of new business models in the property business.
Case Author(s): Anonymous, Anonymous; Isabella, Lynn A. Darden ID: UVA-OB-0815 Published: 5/21/2004 Copyright Year: 2004 Subject Area: Accounting and Control Keywords: decision making; conflict management; strategic alliance Teaching Note: UVA-OB-0815TN Abstract: This case describes the everyday decisions made by an alliance team. The case focuses on a budgetary decision where the two parties are $100 million apart, and describes the prior decisions of which each partner is clearly aware. Weighing partnership needs against individual company needs is one of the critical concerns manifested.
Case Author(s): Anonymous, Anonymous; Isabella, Lynn A. Darden ID: UVA-OB-0815 Published: 5/21/2004 Copyright Year: 2004 Subject Area: Accounting and Control Keywords: decision making; conflict management; strategic alliance Teaching Note: UVA-OB-0815TN Abstract: This case describes the everyday decisions made by an alliance team. The case focuses on a budgetary decision where the two parties are $100 million apart, and describes the prior decisions of which each partner is clearly aware. Weighing partnership needs against individual company needs is one of the critical concerns manifested.
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
Teaching Note For use with 9-601-170 HBS Number: 5-603-033 Subjects: Business to business; Consulting; Enterprise systems; Internet; Outsourcing; Silicon Valley; Software
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
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.
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.
Case Author(s): Venkataraman, S. Darden ID: UVA-ENT-0079 Published: 2/9/2006 Copyright Year: 2006 Subject Area: Entrepreneurship and Innovation Keywords: green business environment entrepreneurship Abstract: After more than 40 years of focus on a single related technology platform, XYZ Corp. had begun trying to foster an entrepreneurial climate within the organization. Its goal? To develop vibrant new ventures through a program called “Growing Green Businesses.” As XYZ’s main product lines were becoming commoditized and several billion dollars in free cash flow became available, the timing seemed right for this new initiative. Yet efforts thus far have failed to create a robust portfolio of new businesses. How can management transform a highly successful, but large and somewhat reluctant Fortune 500 into a truly entrepreneurial firm?
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