• Leading the Broadband Access Market in EuropeProduct Strategy Formulation at Alcatel - Teaching Note

      Muylle, Steve; Geeraerts, Pieter (2006)
      As the undisputed market leader in the broadband access market, Alcatel has consistently focused on offering Digital Subscriber Line (DSL) technology and equipment to incumbent telecom operators in Europe. Clearly, Alcatel closely monitors any change in the broadband access market to anticipate and drive consequent changes in its product strategy. While continuous price erosion and Chinese competition are significant factors, developments in the areas of customer (telecom operators) and end customer needs (residential and (small) business customers), technologies (copper, fibre, wireless), regulation, and new entrants may present new opportunities. Given these developments, Alcatel needs to decide whether and how to adjust its product strategy. . Key Words Product strategy, disruptive innovation, market leadership
    • Leveraging Solvay Group culture with a third generation intranet

      Muylle, Steve; Viaene, Stijn (2008)
      At the beginning of 2001, Luis Serrano took over from Michel Washer as Head of e-Enterprise Services at Solvay Group. Washer and Serrano shared a vision. The vision was that of a next generation intranet that would open the windows to the vast amount of knowledge and experience within the Solvay Group. The case describes how Serrano got approval from the executive committee as well as how the ensuing project was organised for implementation. The case provides an opportunity to discuss the rationale underlying the securing of buy-in from senior management and to gain insight into the organisation of and critical success factors for project execution.
    • Maturing Business Intelligence provision at Volvo IT

      Viaene, Stijn (2009)
      Volvo IT established a team in 2001 to consolidate business intelligence (BI) efforts across the Volvo Group. By 2005, despite some established success, the BI team was in a difficult position. The team had put in place an enterprise-class technological capability and structured approach to BI solution provision. However, it had trouble keeping some of its most important customers happy. They were asking for more flexible solutions, shorter lead times, and lower costs.
    • Ready to take the plunge? Introducing Agfa HealthCare's healthcare IT solutions in Spain

      Debruyne, Marion; Baert, Caroline (2011)
      This case reveals the complexity of making a viable market entry with a complex healthcare IT product and illustrates how a technology-driven company aims at making a strategic transition. In 2005, Agfa HealthCare is an established player in the market for medical imaging, that strives to become a leading healthcare IT player. To break through market inertia and increase market share, the company ventures into the development of state-of-the-art IT solutions. Looking for its next growth opportunity, Agfa HealthCare's attention is drawn towards the Spanish healthcare market where it faces four options for a possible market entry with IT solutions: (1) enter the Spanish market alone, (2) acquire a Spanish player, (3) partner up with a company in the Spanish market or (4) dismiss the move altogether and direct its efforts towards other markets or products. It is up to the strategic decision maker to analyse the pros and cons related to each strategy based on available information concerning the industry, customers, competition, possible partners, acquisition candidates and product characteristics. Therefore, this case is particularly suitable for students of both degree programs and executives interested in market strategy, strategic decision making, competition and product management.
    • Shadow or not? A business intelligence tale at KBC - Part A

      Viaene, Stijn; De Hertogh, Steven; Lutin, Luc (2008)
      This is part of a case series. Mark Casselman, in charge of commercial processes and systems for KBC retail banking operations, was troubled. The chief information officer had recently appointed a manager to size up the business intelligence (BI) activities at KBC in order to professionalise the BI environment. Mark was worried that the retail information exploitation network, a virtual network of information exploitation profiles that had grown seamlessly within retail over the last couple of years, would be under siege. He feared it would be dismissed as mere shadow IT, but was ready to fight. Mark was adamant about the network's value for home market competition
    • Shadow or not? A business intelligence tale at KBC - Part B

      Viaene, Stijn; De Hertogh, Steven; Lutin, Luc (2008)
      This is the second of a two-case series (909-003-1 and 909-004-1). Mark Casselman, in charge of commercial processes and systems for KBC retail banking operations, was troubled. The chief information officer had recently appointed a manager to size up the business intelligence (BI) activities at KBC in order to professionalise the BI environment. Mark was worried that the retail information exploitation network, a virtual network of information exploitation profiles that had grown seamlessly within retail over the last couple of years, would be under siege. He feared it would be dismissed as mere shadow IT, but was ready to fight. Mark was adamant about the network's value for home market competition
    • Siemens Enterprise Mis(s)Communications

      Muylle, Steve; Devoldere, Bart (2009)
      In December 2007, Danny VandeVyver, Regional Director of Marketing and Communication at Siemens Enterprise Communications, was given a board mandate to introduce OpenScape Unified Communications, a breakthrough concept for integrated professional communications, in his region. Together with a global marketing communications agency, VandeVyver considered three options for successfully unleashing this killer application in the Belgian test market. Based on the learning, the technology would then be rolled out in the South West Europe region. The case highlights the importance and complexity of integrated marketing communications and explores the possibilities of new social media in a B2B setting. Conventional wisdom in B2B integrated marketing communications (IMC) is challenged by novel approaches in which the Web and even a former Miss Belgium play an important role. We found the case to be highly useful for introducing and discussing effective B2B IMC campaign development through which managers and students can learn to identify and integrate key communication sources, messages, media, target audiences, and effects. The case is supplemented with a teaching note, three presentations, and four video snippets that illustrate how the technology works and showcases how the selected campaign was implemented. Key metrics and insights are shared.
    • Tailor-it: improving a fashion business (Part A)

      Viaene, Stijn; Van den Bergh, Joachim (2012)
    • Taking the commodity bull by the Horns: The Success of the PCBShop.com - Teaching Note

      Muylle, Steve; De Clercq, Dirk (2004)
      This case describes the entrepreneurial process, as it happened for a manufacturer of printed circuit boards. It exemplifies: (1) the interplay between lucrative opportunities, entrepreneurial team and resources, (2) addresses the role of the global marketplace for entrepreneurs, (3) highlights the successful shift by the manufacturer to electronic business to break the product commodity cycle, and (4) puts forward franchising as a potential growth strategy. The intended teaching objective of the case is to challenge students in framing and unravelling key issues involved in the start-up and growth years of an emerging venture. In doing this, the case makes students focus on entrepreneurship, while also addressing related issues in manufacturing, marketing, and electronic business. The teaching note was written by Steve Muylle and Dirk De Clercq.
    • UCB - Data is the new drug

      Viaene, Stijn (2018)
      At the end of 2012, the chief information officer (CIO) at UCB, a global pharmaceutical company based in Brussels, started to implement analytics as a service. Between 2012 and 2016, he put this vision into practice, introducing agile sprints and proving the competence of analytics within the organization, and at the beginning of 2016, he felt the company was ready to upgrade its analytics capability. As he prepared to meet with UCB’s chief executive officer in March 2016, the CIO considered how to advise the board as the organization worked to make an impact with analytics and big data against the backdrop of digital turbulence in its strategic environment. How could UCB balance empowerment and bottom-up experimentation with enterprise focus and control? What was the best location for analytics roles and responsibilities within the organization?
    • Venturing into e-commerce in the MRO market

      Muylle, Steve; Croon, Eric (2003)
      Eric Croon, head of e-commerce at the Baudoin Group, must make decisions about how to adapt his business to the threats and opportunities posed by the Internet. A central issue is how this leading distributor of mechanical maintenance, repair, and operating (MRO) supplies in Belgium, Luxembourg and the Netherlands should deal with: (1) the Internet's disintermediation threat, (2) large customers upcoming demand for electronic procurement system integration, and (3) the participation of its largest competitor in a digital marketplace initiative for MRO supplies.