The Drivers of ESI Adoption

Francis Bidault (), Charles Despres () and Christina Butler ()
Additional contact information
Francis Bidault: Theseus Institute
Charles Despres: Theseus Institute
Christina Butler: London Business School

Chapter 4 in Leveraged Innovation, 1998, pp 76-98 from Palgrave Macmillan

Abstract: Abstract Lexington, Kentucky is the original site of IBM’s typewriter division and home of the world-famous IBM Selectric. Between 1970 and 1980, in the face of relentless foreign competition, the Lexington site went from being IBM’s most profitable division to its least. On the assumption that corporate overhead allocations were at least partly responsible, Lexington’s management asked IBM to turn the group into a subsidiary and give it a free hand in running the business. This coincided with a period of ‘non-core’ divestiture at IBM so that, with Lexington’s agreement, IBM went a step further: it sold the operation. Lexmark thus became a legal entity in March 1991. The name Lexmark was derived from ‘lexicon’ (pertaining to words) and ‘mark’ from the company’s saying that it was in the business of putting marks on paper.

Keywords: Vertical Integration; Environmental Pressure; Product Development Process; Electric Appliance; Industry Norm (search for similar items in EconPapers)
Date: 1998
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DOI: 10.1057/9780230377820_4

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