The European Recycling Platform was the only pan-European recycling organization created in response to the European Union's groundbreaking directive to promote recycling of electronic waste. Braun, Electrolux, Hewlett-Packard and Sony established ERP in 2002 as an alternative to the monopolistic e-waste takeback systems then existing in several European countries. ERP was based on the principle of producer responsibility, in which manufacturers are financially responsible for managing the end-of-life phase of their goods. By late 2007, ERP operated in eight countries. It had achieved significant market share and stimulated competition in European e-waste recycling. In November 2007, ERP's board was meeting to evaluate whether the company should greatly expand its scope. Should ERP start handling new product categories such as discarded batteries and packaging? Should it expand to more countries? If so, which countries? If it expanded, could ERP handle the additional business complexity while preserving its low-cost, outsourced model? The case looks at an organization at the forefront of efforts to address the world's growing e-waste crisis. It highlights the importance of managing the end-of-life phase of products. Students will evaluate recycling as a business and market opportunity. They will assess the industry and market changes sparked by Europe's e-waste directive.

In November 2007, a global, cross-functional team at Cisco Systems, Inc. was seeking management approval to start manufacturing a new router, code-named Viking. The team faced a host of challenges in launching the low-cost but powerful router for telecommunications service providers. After overhauling the project to sharply increase the router's planned speed and capacity, the company had just one year to launch the product, an unusually fast schedule. In addition, Cisco wanted to debut China as a low-cost manufacturing base for the high-end product. It planned to use contract manufacturer Foxconn Technology Group to produce the machine, even though Foxconn had never made such a complex product for Cisco. Could Foxconn handle the technical complexity? Could Cisco work closely with Foxconn to mitigate the project risks? Could Cisco's methodology for new product introduction rise to the necessary level of sophistication? The case highlights the challenges and complexities of developing and manufacturing a sophisticated technology product for a worldwide market. Students will consider what it takes to achieve success in new product introduction, or NPI. The case also offers an opportunity to evaluate supply chain issues in a company that outsources manufacturing globally.