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International Expansion; Emerging Markets; Corporate Strategy; Strategic Management.

Senior undergraduate; MBA; EMBA.

This case focuses on the international expansion of Hon Chuan Enterprise, a beverage packaging and filling company headquartered in Taiwan. The company has set foot in Africa after its development in mainland China and Southeast Asia. Its 41st factory has just started production in Mozambique, Africa. The African base may help the company reach the turnover milestone of NT$20bn (approximately US$640m) in the next year. This NT$20bn turnover has been a target every year since 2013, but they have so far failed to reach it. As an original equipment manufacturer (OEM) in beverage packaging and filling, Hon Chuan to some extent relies on customers that own brands. After losing a key customer in mainland China, the company has experienced a three-year slump that forced the company’s president, Hish-Chung Tsao, to modify his strategy. Africa was the new battlefield bearing his ambition. His intention was not just to add another manufacturing base, but to develop its own beverage brands as an OBM. Yet, how could this be achieved in Africa? It would be a new journey full of challenges. Africa was more complex than other markets. The company’s first factory there had just been established, and its future was still unknown.

This case is appropriate for courses in international business, emerging markets, corporate strategy and marketing management. After studying the case, students should be able to understand international expansion of a manufacturing company in emerging markets; understand several key emerging markets of the world and learn what CAGE distances are; identify Hon Chuan’s success factors, challenges and necessary capabilities for future development and then comprehend why it is important to upgrade from OEM to OBM; and learn how to develop beverage brands in emerging markets.

Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

CSS 5: International Business.

area E-Business; Corporate Strategy; Strategic Management; Operation Management.

level/applicability Senior undergraduate; MBA; EMBA.

overview After development for 10 years, JD was now China’s second largest business-to-customer (B2C) e-retailer and the largest in self-operated sector. It was September 2015 when Liu Qiangdong was deciding whether to persist with JD’s self-operated model and the heavy investment in the self-built logistics system. JD’s business model had been functioning well. However, as JD grew bigger and bigger, it became too expensive to expand its logistics system. JD had not made a profit since it raised funds from investors. Liu had to come up with a good proposal before the next monthly meeting to convince them that JD would finally overtake its biggest rival, Alibaba which ran on a different business model. In addition, JD was exploiting the rural and the global markets, as well as a new business in internet finance. Facing challenges and dilemmas, should JD persist with its model? How could Liu align short-term profitability with long-run development? How could JD overcome attacks from Alibaba and other competitors?

learning outcomes This case is appropriate for courses in e-business and strategy, particularly those with a strong focus on doing e-business in emerging markets (e.g. China). After studying the case, students should be able to: understand the e-commerce market in China; understand business models and key strategies of e-retailers; identify and analyse the pros and cons of the self-operated business model and self-built logistics system in e-commerce; learn how to evaluate performance, strategies and business models of e-commerce companies; and extract key trends in the market and compare different strategies.

materials Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

CSS 11: Strategy.

Integrated care approaches have been recommended for co-occurring substance use and mental health disorders. The purpose of this study is to explore and map the research literature regarding social work and its intersection with co-occurring substance use and mental health disorders.

An iterative and systematic search of five electronic databases CINAHL, Scopus, PsycINFO, Social Science Database and Medline was conducted to identify studies published between 2002 and 2022. Two reviewers independently screened publications in two successive stages of title and abstract screening, followed by a full-text screening of eligible studies. Data from each included publication were screened and extracted using Covidence.

A total of 38 eligible studies were included in the final scoping review. The included studies were conducted in eight different counties, including a range of study designs (e.g. cross-sectional, RCT, pilot studies). Only 8 of the 38 studies included people with co-occurring disorders as participants. Study settings were broad, for example, dual-diagnosis, military, homeless, substance use and community-based settings.

A review of the literature surrounding social work practice and its intersection with co-occurring mental health and Alcohol and other drug was warranted to document the evidence on this largely unexplored area of research. This review found that there was a paucity of literature that focused specifically on the role of social work practice in relation to individuals with co-occurring disorders, with a limited number of studies focusing on dual diagnoses.

The interaction of consumers and technology has become a challenge for companies and marketing professionals. Technological acceleration has transformed how business is conducted and the consumer-company relationship. The need to establish communication with (potential) consumers to promote engagement with the brand highlights the importance of using mobile instant messaging (MIM). In this context, this paper aims to investigate the use of MIM as a tool for interaction between companies and consumers.

This article investigates, through a systematic literature review (SLR), the state of the art of scientific research regarding the use of MIM as a tool for interaction between companies and consumers. To analyze the selected articles, the authors used a research protocol composed of three stages: (1) planning, (2) conducting and (3) disseminating knowledge.

This study made four main contributions to the MIM field: (1) extends the literature on MIM, focusing on the perspective of companies and consumers; (2) expands the ongoing discussions, suggesting the limited availability of research on MIM as a tool for interaction between companies and consumers; (3) development of a typology composed of three classes, namely “Consumer relationship,” “Social interaction and technology, and “Social media as channels strategy”; (4) the fourth contribution concerns identifying future research areas and answering questions.

This article is the first to investigate, through a SLR, the state of the art of scientific research regarding the use of MIM as a tool for interaction between companies and consumers.