...Barco-case Barco Background and Strategy Barco Projections Systems (BPS) was the second biggest division of Barco N.V.. The division employed 350 employees and accounted for 23% of Barco N.V.’s total revenue in 1988, which grossed $35 million. The BPS division was formed due to the large growth momentum during the 1980’s in order to pursue the highly opportunistic technology of video projection. Originally, Barco N.V. began as a producer of radio broadcast receivers and over the years the company expanded its product line into broadcast monitors and professional video equipment. It was not until the global recession after the 1977 oil supply crisis, demand and sales for Barco’s consumer products diminished greatly. At this time, the Barco company repositioned its firm during the 1980’s with three clear cut elements that was to shape its vision and strategy. The visions were three fold: Barco committed itself to become an industry leader in distinct, but complementary niche markets; it would create a strong commitment to research and development; and lastly Barco sought to expand its international presence in sales, product development, and production. On the one hand while Barco was establishing its strategic vision for the projection industry, on the other hand the company was redefining its industry as a whole and setting the bar of high end quality projectors. The product line that rolled out from the Barco Projection Systems division were all based on...
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...CASE STUDY: BARCO PROJECTIONS SYSTEMS THE ISSUE Barco Projection Systems (BPS/Barco), a strong player in the Projection Systems business and the market leader in graphic projectors, were taken by surprise by competitor Sony’s offering of a superior graphics projector likely to be launched at a lower price. Barco needs to counter the new model by launching new and superior models quickly and re-pricing existing models. Team A’s rationale takes shape over the following pages. THE MAIN PLAYERS * Barco Projector Systems * Sony 5’ C’s ANALYSIS: Customers / Context / Company / Collaborators and Complementers / Competitors ANALYZING CUSTOMERS Customer for projection systems ranged across industry. Projection systems were used in training rooms and boards, in entertainment centres, in the gaming industry, and in airplanes and flight simulation rooms. Customers were sourced from a wide cross-section of industries. So the customer pool was huge, but also demanding. The products needed to keep up with constant improvements in computer and video technology. Customers typically bought a new projector every 5 years, and purchased more performance than needed because of the ever increasing computer scan rates. Focus needed to be on delighting customers and providing good after sales support because the repeat customers were important – for replacements every 5 years but more importantly as these customers expanded their...
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...Case Study: Barco Ⅰ. Executive Summary Barco's Projection System met a problem that compared to Sony, BPS was just a small, batch manufacturer so it would be tough for them to repeatedly lower price and meanwhile improve product’s quality. However, the Barco company has always got the good reputation of producing projectors with the most upgraded scan rate. So the key to solve this problem is to keep developing hi-tech product instead of competing Sony with price. Ⅱ. Introduction Barco’s Projection System was the second largest division of Barco N.V. which was a small company and competed successfully in the market on its R&D strength and product quality from 1950s to around 1980s. However, with the rapid development and perfect operational system, Sony became the biggest competitor to BPS. Its 1270 “superdata” projector took the advantage of low price and relative high product quality to beat BPS’s BG400 which made BPS executives shocked and think about redesign their strategy. Ⅲ. Analysis A. Problem Identification The projector 1270 has clear advantages such as scan, brightness, image quality compared with BG400, the product of barco. Meanwhile, the price, as the very important element in the market competition, of the new projector is reported to be quite low. Obviously, a large number of consumers who once belong to BPS will be attracted by the outstanding characteristics and low price of new projector from Sony. Sony is ambitious because their aim is the...
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...MARKETING COURSE Articles Books & Chapters Cases Course Modules Online Courses Simulations 2012 MATERIALS Harvard Business Publishing serves the finest learning institutions worldwide with a comprehensive catalog of case studies, journal articles, books, and eLearning programs, including online courses and simulations. In addition to material from Harvard Business School and Harvard Business Review, we also offer course material from these renowned institutions and publications: Babson College Business Enterprise Trust Business Expert Press Business Horizons Magazine California Management Review Darden School of Business Design Management Institute HEC Montréal Centre for Case Studies Ivey School of Business International Institute for Management Development (IMD) IESE Business School INSEAD John F. Kennedy School of Government Kellogg School of Management Perseus Books Princeton University Press Rotman Magazine Stanford Graduate School of Business Sloan Management Review Social Enterprise Knowledge Network Thunderbird School of Global Management Tsinghua University University of Hong Kong Customer service is available 8 am to 6 pm ET, Monday through Friday. Phone: 1-800-545-7685 (1-617-783-7600 outside the U.S. and Canada) Tech support is available 8 am to 8 pm ET, Monday through Thursday, 8 am to 7 pm ET Friday. Phone: 1-800-810-8858 (1-617-783-7700 outside the U.S...
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...against Global Entries Abstract The paper offers a systematic review of strategic options available to incumbents coping with threats and attacks by a global firm. The framework makes it possible to review and analyze action alternatives based on the entry stage, the attack focus and defense tactics. Even though the globalization process has exposed domestic incumbents to greater threats, incumbents’ options have also increased. The doors of trade liberalization swing both ways. Opportunities for collaboration increase while anti-globalization movements and national patriotism can be mobilized for effective defense.. The framework presented in this paper builds on existing strategic theories and concepts in addition to published case studies. It offers a flexible and dynamic approach for reviewing alternative strategies for implementation and research. Key words: Defensive strategies, Incumbents, Global threats, Global opportunities, Globalization trends. Defending a Domestic Position against Global Entries Yaron Timmor; Samuel Rabino; Jehiel Zif Introduction In the age of globalization, many domestic firms are threatened by the entry of global firms (Baker and Ballington 2002; Beardsley et al. 2002; Roberts Nelson and Morrison 2005; Thoumrungroje and Tansubaj 2004). Equipped with mega brands, know-how and economies of scales, global and multinational firms shove aside and even trample local players (Douglast, Quelch and Taylor 2004; Meyer and Tran 2006). However...
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...The cultural and economic trends of Cinema in Ireland and Wales Acknowledgements This audit of cinemas in Ireland and Wales was commissioned by Sgrîn Cymru Wales and the Arts Council. The study was financially supported by the Ireland/Wales Interreg IIIA Community Initiative Programme: ERDF 2000–2006. Throughout the study we have been fortunate to benefit from the knowledge, enthusiasm and commitment of Rhian Iolo (Exhibition Manager, Sgrîn) and Siobhan Bourke (Film Adviser, Arts Council). Additional invaluable assistance was provided by Stephanie O’Callaghan, Michelle Hoctor, Antoinette O’Neill, and the staff at both Sgrîn and the Arts Council of Ireland. This study would not have been possible without the generous contribution of time, expertise and information from the many cinema owners, managers, projection and customer services staff we met during the study. Our thanks are also due to the individuals and organisations contacted for comment and information during the research. Our sincere thanks are due to each and every one. The views expressed in this report are those of the authors. Unless specifically attributed, they do not represent the views of Sgrîn, the Arts Council, nor those of any persons or organisations who have been consulted in the course of the study. J Ron Inglis & Sue Todd April 2004 Inglis Todd Consultants is an independent arts and media consultancy operating throughout the UK and Ireland. J Ron Inglis and Sue Todd - are among the UK’s leading...
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...BU Basic M.B.A. International Master of Business Administration |Index | Accounting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 Business Law . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20 Entrepreneurship. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 100 Finance. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 119 Management. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 160 Marketing. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 180 Operations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 220 Statistics. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 252 Strategic Management. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ...
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...work. To find out more about the complete range of our publishing please visit us on the World Wide Web at: www.pearsoned.co.uk Corporate Financial Accounting and Reporting Second Edition Tim Sutton Pearson Education Limited Edinburgh Gate Harlow Essex CM20 2JE England and Associated Companies throughout the world Visit us on the World Wide Web at: www.pearsoned.co.uk First published 2000 Second edition published 2004 © Financial Times Management 2000 © Pearson Education Limited 2004 The right of Timothy G. Sutton to be identified as author of this work has been asserted by him in accordance with the Copyright, Designs, and Patents Act 1988. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without either the prior written permission of the publisher or a licence permitting restricted copying in the United Kingdom issued by the Copyright Licensing Agency Ltd, 90 Tottenham Court Road, London W1T 4LP. ISBN 0 273 67620-2 British Library Cataloguing-in-Publication Data A catalogue record for this book is available from the British Library. 10 08 9 8 7 6 5 4 3 07 06 05 04 2 1 Typeset in 10/12pt Minion by 35 Printed and bound by Bell & Bain Limited, Glasgow The publisher’s policy is to use paper...
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