IBM: leveraging ecosystems to address the "software-as-service" disruption
Author: Hoang, Ha Thi INSEAD Area: Entrepreneurship and Family EnterprisePublisher: Fontainebleau : INSEAD, 2007.Language: EnglishDescription: 20 p.Type of document: INSEAD CaseNote: Latest version available via https://publishing.insead.eduAbstract: With a fundamental change was occurring in the way companies used software to manage their internal operations and their interfaces with customers, suppliers and service providers, Deborah Magid analyzes and executes a response to the development of Software-as-a-Service (SaaS) by smaller, entrepreneurial firms.Pedagogical Objectives: This case illustrates the challenges of corporate venturing and details the issues around strategic partnership selection for large, established companies.| Item type | Current location | Collection | Call number | Status | Date due | Barcode | Item holds |
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Asia Campus Archives | Consultation only | |||||
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Europe Campus INSEAD Publications Display | Consultation only | BC008284 |
Latest version available via <a href=https://publishing.insead.edu>https://publishing.insead.edu</a>
This case illustrates the challenges of corporate venturing and details the issues around strategic partnership selection for large, established companies.
With a fundamental change was occurring in the way companies used software to manage their internal operations and their interfaces with customers, suppliers and service providers, Deborah Magid analyzes and executes a response to the development of Software-as-a-Service (SaaS) by smaller, entrepreneurial firms.
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