Search results
1 – 2 of 2Abstract
Subject area
Strategic management
Study Level/applicability
Undergraduate/postgraduate modules in strategic management.
Case overview
The case portrays a Chinese surrogate manufacturer – Cool-Comfort Shoes International Co. Ltd. (CCS) – which attempted to build its own brand, Ace-of-Biz (AoB). The surrogate manufacturing business had accumulated the funds needed to develop its AoB brand for sale in the domestic market. The 2007 world financial crisis and subsequent world recession caused exports and, thus, surrogate manufacturing to plummet. CCS was hoping that their loss in export of surrogate products would be more than compensated for by the gain in the domestic sales of AoB. However, despite 10 years of commitment, AoB's sales still had not grown sufficiently to counter the slowdown in exports, and the leaders at CCS were wondering what the future would hold for the company and its AoB brand.
Expected Learning Outcomes
This case study provides students with an ideal context to develop an appreciation of how changes in the domestic and international business environment affect the corporate and business strategies of a small- to medium-sized enterprise and the differences between corporate and business strategies, and to demonstrate their ability to apply a number of strategic management tools and techniques for the critical appraisal of a strategic situation and justify their recommended course of action.
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
Keywords
Corporate governance, privatisation.
Abstract
Subject area
Corporate governance, privatisation.
Study level/applicability
Masters level programmes, with particular focus on corporate governance, privatisation, and organizational development.
Case overview
Yutong Bus is a real and highly publicized case in China. It is a listed company carved out from a state-owned enterprise (SOE), Yutong Group. Later the management successfully bought out Yutong Group and thus indirectly controlled the company. The deal transformed Yutong Group from a SOE to a private company. The management was innovative in pushing through the management buy-out (MBO), but politically, it created a public outcry about the loss of state-owned assets. The key issue here is the selection of state owned enterprises suitable for privatization and, more importantly, the determination of selling price. In China “the market for corporate control is still lagging behind” (Shanghai Stock Exchange).
Expected learning outcomes
Students would be expected to gain an understanding of recent economic reform in China, Corporate Governance in the Chinese context and wider issues associated with privatization and MBOs.
Supplementary materials
Teaching note.
Details