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1 – 10 of 148Ramakrishna Velamuri, Yuan Ding and Jianhua Zhu
Entrepreneurship.
Abstract
Subject area
Entrepreneurship.
Study level/applicability
This case is suitable for MBA, EMBA and advanced undergraduate students.
Case overview
Noah Wealth Management was founded by Ms Wang Jingbo, a lady in her mid 30s with a team of less than 20 members in 2005. Exploiting market opportunities offered by a lack of good wealth management products and services, Noah grew rapidly from one branch office in 2005 to 59 branch offices in 2011, reaching a staff size of 1,031. Noah listed its shares on the New York Stock Exchange in November 2010. In 2011, Noah was ranked No. 38 among the 100 Top Potential Enterprises in China. Nonetheless, Noah faced several problems of internal management during the course of its fast expansion. In the first quarter financial report of 2012, Noah suffered a 52.6 percent decrease in net income over the corresponding period in 2011. Faced with a rapidly declining share price, Noah announced on May 22, 2012 a US $30 million share repurchase program.
Expected learning outcomes
The case supports a basic lesson on the entrepreneurial cycle, including assessing a business opportunity, resource mobilization, identifying a business model, growth of the venture, listing on the stock market, and subsequent growth challenges. Students can learn about some of the typical dilemmas faced by founders of entrepreneurial ventures, including how to maintain the corporate culture while growing fast and how to prevent members of the founding team from becoming bottlenecks to the development of the organization. The case can also provide management students with an overview of China's wealth management industry.
Supplementary materials
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Zhiyong Yao, Kun Lin and Yixuan Huang
The tech giants Alibaba and Tencent compete on many fronts. This case focuses on three areas where they have competed very hard: new retailing, mobile payment, and ride-hailing…
Abstract
The tech giants Alibaba and Tencent compete on many fronts. This case focuses on three areas where they have competed very hard: new retailing, mobile payment, and ride-hailing. At the beginning of 2018, Alibaba and Tencent were gathering retail investments in bids to battle each other for shoppers' digital wallets. Key to the battle is China's mobile payment market, worth more than 200 trillion RMB, where Alibaba and Tencent are going head to head. The giants are not only directly competing in the payment platform area but also extensively fighting in other areas, such as ride-hailing, where they invested in and supported Didi and Kuaidi, respectively. To enhance understanding, this case also briefly goes through the history of the two giants. The purposes, methods, and consequences of their platform competition deserve an in-depth discussion
Rozhan Abu Dardak and Farzana Quoquab
Entrepreneurship, Strategic Marketing, Innovation, New Product Development (NPD).
Abstract
Subject area
Entrepreneurship, Strategic Marketing, Innovation, New Product Development (NPD).
Study level/applicability
This case is suitable to be used in advanced undergraduate and MBA/MSc.
Case overview
This case illustrates the challenges related to designing and launching an innovative product in the market. It revolves around the issues pertaining to smart organic fertilizer's (SOF) pre- and post-launch experiences. Haji Sani Kimi, a Senior Research Officer of the Strategic Research Centre at MARDI, had developed a zeolite-based organic fertilizer which he believed to be the first of its kind in Malaysia. He had taken five years to complete his research in developing SOF. Seeing its potential benefits for the land and farmers, the then Director General of MARDI asked Sani to speed up the process of technology transfer to be the first to launch the product in the market. In 2005, MARDI established a five-year agreement with Hicotech Sendirian Berhad to license its intellectual property rights (IPR). Adnan, a successful automobile business entrepreneur, ventured into the organic fertilizer business, as this product was in high demand and extensively used by paddy farmers in Malaysia and was subsidized by the government. However, Hicotech failed to get government contract to supply organic fertilizer under the government subsidy program. As such, it had to compete in the open market which was dominated by already-established Chinese entrepreneurs. At the beginning, SOF was doing well in the market, but, during 2007, Hicotech experienced great financial loss due to its mismanagement of collecting payment from its customers. Hicotech tried to work in partnership with ABH Mega Sendirian Berhad to overcome its financial difficulties. However, due to some disagreements, the collaboration was terminated within a short period of time. From 2005 to the end of 2009, Hicotech was not able to pay any royalties to MARDI and the license of Hicotech was to expire in February 2010. Haji Sani was trying to get a solution to revive SOF in the market. Moreover, he was confused whether to renew the license of SOF IPR with Hicotech or to search for another company.
Expected learning outcomes
Using this case, students can learn how a small- and/or medium-scale companies can strategize their new product launch. Based on the given industry scenario, students can realize the potential challenges that are related to launching a new product. Furthermore, this case demonstrates that producing a high-quality product is not enough to succeed in the market; the right strategy also plays an important role in making it successful. Last, it can be also learned that proper managerial control and financial support are two important factors that contributes in any business success. Overall, strategic marketing/management students will learn the importance of adopting proper strategy, while the students who are undertaking the new product development course benefit by seeing the practical situation of a new product launch, its rise and its fall.
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Michael Roberto, Grace Chun Guo and Crystal X. Jiang
International business
Abstract
Subject area
International business
Study level/applicability
Undergraduate/graduate/executive education.
Case overview
China has become the world's largest producer of automobiles, surpassing the USA and Japan. The Chinese auto industry differs quite significantly from those countries though. While the industry exhibits a substantial degree of concentration in the USA and Japan in early 2011, it remained highly fragmented in China. The Chinese Central Government had announced a desire for consolidation, yet it remained unclear whether a significant shakeout would occur in the near term.
Like many Chinese automakers, Chang'an partnered with well-known global auto makers to develop, produce, and distribute its products. In the coming years, Chang'an hoped to develop more independence from its foreign partners, including the production and distribution of self-branded cars. However, the company grappled with how it could strive for independence while managing its existing joint ventures. Executives worried too about how to compete with foreign automakers who had achieved global economies of scale.
The case provides a rich description of the evolution of the Chinese auto industry, and it documents how the Chinese industry differs from other global markets. Readers can analyze the extent to which they believe scale economies provide foreign firms an advantage over smaller Chinese rivals, and they can evaluate the conventional wisdom regarding the industry's minimum efficient scale. The case also provides a detailed account of Chang'an's rise to prominence. The case concludes by offering an in-depth description of the firm's key rivals, and it presents the key questions being considered by Chang'an executives in 2011.
Expected learning outcomes
Enables students to examine how and why an industry's structure can differ substantially across geographic markets.
Enables students to examine whether the need to achieve economies of scale may cause substantial consolidation in the Chinese auto industry.
Provides an opportunity to evaluate the pros and cons of the joint venture strategies employed in China.
Provides an opportunity to examine how a relatively small firm can position itself against large multinationals in a high-growth emerging market.
Supplementary materials
Teaching notes.
Details
Keywords
Asheq Rahman, Hector Perera and Frances Chua
International business, Accounting and Finance.
Abstract
Subject area
International business, Accounting and Finance.
Study level/applicability
Undergraduate and Postgraduate levels (advanced financial accounting, international accounting, other accounting and business courses with an international setting.
Case overview
The case uses the Asia Pulp & Paper Company’s (APP) entry into the international debt market to highlight the consequences of different business practices between the East (in this case, Indonesia) and the West. On the one hand, it shows that APP was set up as the “front” to access international debt capital; on the other, it reveals the naïvety of Western lenders who parted with their funds without conducting a thorough background research on the financial viability of the company they invested in. The APP debacle is a poignant reminder for market participants and business/accounting students that the divergence of the business settings across countries can make business contractual arrangements tenuous and corporate financial information irrelevant to its users. It also exposes the unique ways of how some Asian countries conduct their business affairs.
Expected learning outcomes
The following are the expected learning outcomes: comprehend the impact of differences in culture and ethnic origin on business practices; evaluate the impact of cultural nuances on the legality of contracts in the international business setting; understand the impact of currency fluctuation on the financial position of multinational firms; and be more cautious in conducting business and entering into contracts with foreign firms.
Supplementary materials
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Subject code
CCS 1: Accounting and Finance.
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Stephanie Jones and Ahmad Ahmad
HRM; recruitment; managing cultural expectations in business; leadership.
Abstract
Subject area
HRM; recruitment; managing cultural expectations in business; leadership.
Study level/applicability
Undergraduate management courses; MBA and MSc.
Case overview
This case focuses on recruitment problems in Europe with an Asian dimension. A young Dutch and a young Chinese graduate are considering a career with postal, courier and logistics firm TNT – what are their concerns as graduating students in looking for a job? From the opposite perspective, the case considers how employers attract graduate recruits. The case encourages students of a wide range of cultural backgrounds to question if they are following their cultural norms, or their own personal needs, regardless of their culture. It introduces students to the concept of perceptions of employer value propositions (EVPs) and how employers can “market” themselves to employees. The case is appropriate for courses in leadership, human resource management, corporate social responsibility (CSR), managing culture, also job hunting and career workshops.
Expected learning outcomes
This case is aimed at projecting the importance of career choice criteria from both graduate and employer perspectives. The case examines issues of national culture and associated differences in employee and organizational expectations. The case also examines the role of CSR in attracting employees; and the particular concerns of Generation Y employees.
Supplementary materials
Teaching note.
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Geeta Singh, Rishi Dwesar and Satish Kumar
The purpose of this paper is to explore all the strategies adopted by Uber China to gain more and more market shares of Chinese markets. It included localization of its core…
Abstract
Theoretical basis
The purpose of this paper is to explore all the strategies adopted by Uber China to gain more and more market shares of Chinese markets. It included localization of its core product, adaptation to Chinese demands and tying up with different Chinese companies.
Research methodology
The case study has been prepared after thoroughly studying Uber’s business in China. Secondary data is collected from credible sources such as the Uber website, newspapers, interviews and journal publications. This data helped in arriving at a basic understanding of the company, its objectives, strategies and the business model. The strategies formulated by Uber and the challenges it faced while operating in China are studied and explained based on this secondary data. Various published papers, reports released by reputed organizations and universities, interviews of managers and experts and research papers were also used to develop this case.
Case overview/synopsis
This case is developed considering the bent of today’s consumers toward sharing economy. The scope of businesses based on the concept of sharing economy is very wide and is increasing. China’s sharing economy sector was one of the fastest economies in the world. The case chronicles ride of Uber in China: from its entry in the country, strategies adopted, challenges faced and to the exit from China.
Complexity academic level
International business management at the undergraduate and postgraduate programs in management
K. Srinivasa Reddy, Rajat Agrawal and Vinay Kumar Nangia
International business – sell-off and joint venture.
Abstract
Subject area
International business – sell-off and joint venture.
Study level/applicability
This case is suitable for graduation and post graduation (BBA, MBA) and other management programs. The courses include multinational business environment and strategic management
Case overview
A significant increase in the Asian electronics business has created a global platform for international vendors and customers. Indeed, Chinese and Korean firms have become the foremost manufacturing and fabrication nucleus for electronic supplies in the world economy. In fact, it is an example of success from Asian emerging markets. This case presents the strategies of Asian rivals in the electronics business that shows both Bolipps and Canssonic redesigning and restructuring global tactics for long-term sustainable success in the given market. It also discusses the reasons behind their current mode of business and post-deal issues.
Expected learning outcomes
The case describes a way to impart managerial and leadership strategies from regular business operations happening in and around the world. Solely it focuses on designing inorganic choices such as sell-offs, joint ventures, shuffle and merging strategies through theory to application.
Supplementary materials
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Praveen Gupta, Ankita Nagpal and Diksha Malik
Students after reading the case will learn about the issues and challenges of expansion in emerging markets. Global expansion versus multinational expansion. Stardardization…
Abstract
Learning outcomes
Students after reading the case will learn about the issues and challenges of expansion in emerging markets. Global expansion versus multinational expansion. Stardardization versus localization. Socio-cultural aspects in international marketing. Leadership succession in multinational companies.
Case overview/synopsis
The case is about Starbucks’ journey of global expansion. It focuses on challenges in emerging markets. It also talks about the challenges to new CEO Kevin Johnson post stepping down of iconic leader Howard Schultz.
Complexity academic level
MBA Executive MBA Specialisation in Strategy, International Marketing.
Supplementary materials
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Subject code
CSS 5: International Business.
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Mohanbir Sawhney and Pallavi Goodman
In early 2016, after the success of its first two smartphones, the OnePlus One and OnePlus 2, China-based startup smartphone maker OnePlus was deciding how to build on its early…
Abstract
In early 2016, after the success of its first two smartphones, the OnePlus One and OnePlus 2, China-based startup smartphone maker OnePlus was deciding how to build on its early success and grow into a global contender in the highly competitive smartphone market. Technology enthusiasts and geeks had flocked to purchase the first two generations of its smartphones and expectations were high for the company's next product. The company's founders, Pete Lau and Carl Pei, faced the challenge of broadening the appeal of OnePlus to address the mainstream market without alienating its core customer base.
“Crossing the chasm” from the early adopters to the mainstream market involved addressing three interrelated questions: First, what segments should OnePlus target as it sought to grow beyond its loyal fan base? Second, what value proposition and positioning strategy should it adopt to appeal to these target customers? Finally, what distribution and marketing communications strategy should it employ to make best use of its limited financial resources? A key consideration in formulating its strategy was to stay true to the company's culture and mission of “Never Settle” by charting its own course and not emulating the strategies of much larger competitors like Apple, Samsung, LG, and HTC.
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