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Case study
Publication date: 26 February 2024

Lingfang Li, Yangbo Chen and Yi Liu

“Originally as a business providing community life services since its founding in 2017, Dingdong (Cayman) has transformed itself into a fresh e-commerce company. After making…

Abstract

“Originally as a business providing community life services since its founding in 2017, Dingdong (Cayman) has transformed itself into a fresh e-commerce company. After making adjustments to its business model and operating strategy for three times, Dingdong (Cayman) has completed the strategic transition from grocery surrogate shopping to comprehensive self-operation, and built its own commercial fortress. In 2019, the total revenue of the company was five billion yuan. Upon the outbreak of COVID-19, its monthly revenue exceeded 1.2 billion yuan in February 2020, and the year's total revenue was expected to hit 15∼18 billion yuan. To date, Dingdong (Cayman) has formed a supply chain fully based on digital operation and built a commercial fortress in the fresh e-commerce industry. Despite this, its future prospect is not free from challenge. This case mainly deals with the following questions: How about the strategic positioning and core competitiveness of Dingdong (Cayman) in its early days? In the process of rapid expansion, what are the advantages and problems in its business model? How can the digitally operated supply chain support its continuous expansion in the future?”

Details

FUDAN, vol. no.
Type: Case Study
ISSN: 2632-7635

Case study
Publication date: 19 April 2013

Wu Ci-sheng and Zhou Zhen

Labour relations management, business management, HRM, focusing on the labour relations of Chinese enterprises.

Abstract

Subject area

Labour relations management, business management, HRM, focusing on the labour relations of Chinese enterprises.

Study level/applicability

This case is designed for students in schools of business or management, undergraduate MBA or executive MBA classes. Students should already have a basic knowledge about Chinese labour relations, HRM, and organizational development.

Case overview

In 2004, a deal transformed Anhui Xuanjiu Group from a state-owned enterprise (SOE) to a private company. Li Jian, the Chairman of Xuanjiu Group, focused on creating happiness for employees. Thanks to Li Jian's efforts, Xuanjiu emrged from its crisis which was formed in the planned economy system. After several years of development, the labour relations management of Anhui Xuanjiu Group became a model among private enterprises in China.

Expected learning outcomes

Students can gain new insights into labour relations in China. The case provides an example of building friendly labour relations to avoid labour disputes. It provides a set of measures for retaining and motivating workers.

Supplementary 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.

Details

Emerald Emerging Markets Case Studies, vol. 3 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

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