Dessault Case Analysis
Case study on Dassault Systemes
How did DS evolve? 1. Spin off from Dassault Aviation started with a team of 15 people * Sales channel through IBM * Not part of their expertise – it is expensive, and outsource may be more cost effective * Partner with lead users e.g. Boeing, Toyota(Japanese firms faster in design), Bombardier * Set up a development laboratory to work with their client firms for close collaboration * Support of a senior manager + externalization * Could not get commitment to its development with Dassault * Need to push out of the company to spin off * Not have software development based on customer problems have long term views on customer needs * To avoid too much customization where will become too complex and unprofitable * Customers may not know what they really want – become too short sighted 2. Acquisition of SolidWorks ($315 miliion paid for a $8million in sales * Focus on entry market * Strategic move to protect DS * Afraid that new company would come in to compete with lower price * E.g. Microsoft (disruptive) IBM * Fear that DS engineers will lose the right culture where they are working at more complex projects * Get a good manager Hirschtick and gain respect from the young engineers * 3D Content Central * Provide a tool to create content interaction between customers 3. Product line of DS acquisition and internal development * Design – innovation missing * CATIA * SolidWorks * SIMULIA – simulation to reduce cost of prototyping * DELMIA – Production process * ENOVIA – collaboration and data management * Internal social communication – to integrate 4. And then… there was WEB 2.0! 3DVIA.com * User driven innovation * Design = Sum of standardized components * Search engine [EXALEAD –
How did DS evolve? 1. Spin off from Dassault Aviation started with a team of 15 people * Sales channel through IBM * Not part of their expertise – it is expensive, and outsource may be more cost effective * Partner with lead users e.g. Boeing, Toyota(Japanese firms faster in design), Bombardier * Set up a development laboratory to work with their client firms for close collaboration * Support of a senior manager + externalization * Could not get commitment to its development with Dassault * Need to push out of the company to spin off * Not have software development based on customer problems have long term views on customer needs * To avoid too much customization where will become too complex and unprofitable * Customers may not know what they really want – become too short sighted 2. Acquisition of SolidWorks ($315 miliion paid for a $8million in sales * Focus on entry market * Strategic move to protect DS * Afraid that new company would come in to compete with lower price * E.g. Microsoft (disruptive) IBM * Fear that DS engineers will lose the right culture where they are working at more complex projects * Get a good manager Hirschtick and gain respect from the young engineers * 3D Content Central * Provide a tool to create content interaction between customers 3. Product line of DS acquisition and internal development * Design – innovation missing * CATIA * SolidWorks * SIMULIA – simulation to reduce cost of prototyping * DELMIA – Production process * ENOVIA – collaboration and data management * Internal social communication – to integrate 4. And then… there was WEB 2.0! 3DVIA.com * User driven innovation * Design = Sum of standardized components * Search engine [EXALEAD –