La croissance et la chute de l'entreprise de développement de logiciels Baan

Étude de cas Marketing & marques Marketing technologies

Date de publication :

22/06/2009

Langue :

French

Format :

.doc

Nombre de pages :

14 pages

Niveau :

grand public

Consulté :

0 fois

Avis client :

non évalué

Validé par :

le comité Oboulo.com

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Sommaire :

Sommaire

Pestel framework
1. Political
2. Economic
3. Sociocultural
4. Technological
5. Environmental
6. Legal
Five forces framework
1. The threat of entry
2. Threat of substitutes
3. Buyer power
4. Supplier power
5. Competitive rivalry
Key drivers of change
Key success factors
Notions of the dynamics of competition
Swot
Layers of the business environment
The life-cycle model
Cycles of competition
Market segmentation
Strategic gap
Strategic capability and competitive advantage of Baan Company
1. Threshold capabilities
2. Capabilities for competitive advantage
3. Cost Efficiency
4. The experience curve
5. Capabilities for sustainable advantage
6. Dynamic capabilities
7. Organisational knowledge
The value chain of Baan Company
The value network of Baan Company
The activity map of Baan's company
The benchmarking
Expectations and purposes
The governance chain
Corporate governance reforms
Relationships with customers and clients
Stakeholder mapping
Sources and indicators of power
Cultural context
The cultural web
Communicating organisational purposes

Résumé :

This case study is to focus on the rise and fall of baan Company which developed itself within the market of software technology. baan was one of the leaders of the market at the beginning, but it crashed in 2000.
Initially, baan was especially strong with its manufacturing module, SAP with its finance module and PeopleSoft with its HRM module. Later, these differences became smaller because each company was in a continuing process of product improvement, imitation and innovation.

In any case, baan was the most visionary of the ERP vendors. Then (in the 80's) positioned itself as a software manufacturer and gave up a little the services. Contrary to the others ERP vendors, it chose to grow on the licences market which was more volatile than the services market but the profit margins were much higher. For example, 60% was of baan's revenue in 1998 whereas it was 35% for SAP and 25% for Oracle. In the end, baan's performances decreased until the company was taken over by Invensys in 2000.
It was a private company with Jan baan at its head and the two brothers owned the whole. In 1995, they conducted an IPO, giving new stakeholders' power. Paul baan tried to build a strong network of partners and alliances giving them somehow the power to interfere in baan decisions. CEO's of baan changed. After the crash, it was bought by another company. baan tried to earn its clients' loyalty and, in order to do so, they could not afford to be neglecting. They had to provide them with the best services and quality of software possible.