Search results
1 – 5 of 5
Start-ups in emerging markets, entrepreneurship, business models and strategy.
Abstract
Subject area
Start-ups in emerging markets, entrepreneurship, business models and strategy.
Study level/applicability
The case is suitable for MBA and EMBA graduate and undergraduate students in strategic management, finance and the relevant areas.
Case overview
This case provides a real-life entrepreneurial situation in agricultural industry in China. The protagonist of the case is the founder and CEO of the start-up Harvest Agricultural Technology and Development Company Limited (Harvest). From his perspective, the case depicts the current business environment for private companies in China, and presents the opportunities and challenges a new start-up faces in this environment. Agricultural industry plays an important role in the Chinese economy. Especially because in China land is owned by the state or collective, agricultural industrialization has more significance and experiences greater difficulties. The company in the case explores the situation of integrating the different stakeholders of agricultural production and delivery given the current political and economic environment. The case describes the characteristics and quality that a typical Chinese entrepreneur has and questions why such factors matter so much in China. The case emphasizes the strategic planning process of Harvest and its unprecedented business model design. The case also touches upon the growth pattern of entrepreneurial companies in China. All the above issues deserve discussion and in-depth analysis.
Expected learning outcomes
After studying this case, students should be able to: describe the business environment in China and identify the stakeholders of the agricultural industry in China; describe the process and value chain of agriculture production and delivery by adopting management models if necessary; discuss the personality and quality of the founder and CEO and compare his characteristics with that of western entrepreneurs and analyse why these characteristics are helpful (or detrimental) to the start-up company; analyse the development of business model designs, and identify the merits, drawbacks and risks of each version of business model; analyse the competitive advantages of Harvest, and identify the key resources and capacities with management models if necessary; discuss different possibilities of Harvest's future with evidence and process analysis; discuss whether the business model and the development strategy of Harvest are applicable to other companies or industries; discuss how setting the goal of going public on the first day Harvest was founded will affect the development of the company; and compare the business models of Harvest with other companies serving as a platform in a different industry (i.e. Taobao marketplace).
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
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
Keywords
Xiangfeng Chen, Chuanjun Liu and Zhaolong Yang
In China, supply chain finance (SCF) has gradually emerged as a new service for the retail industry. This case systematically discusses how JD conducts product design and risk…
Abstract
In China, supply chain finance (SCF) has gradually emerged as a new service for the retail industry. This case systematically discusses how JD conducts product design and risk control of supply chain finance and related financial services, and analyze the impact of supply chain finance on JD's retail operations. The case also analyzes the relationship between JD supply chain finance and traditional financial institutions, and explore the future development of retail supply chain finance.
Business management, entrepreneurship, strategic management and business environment.
Abstract
Subject area
Business management, entrepreneurship, strategic management and business environment.
Study level/applicability
Undergraduate and Masters level business and management programmes.
Case overview
This case features a small labour intensive Chinese company, Bags of Luck (BoL), located in the south-eastern Fujian province. BoL makes ladies fashion handbags, unisex fashion backpacks and trendy lightweight cases for laptop and netbook computers for export to the US market. BoL have done very well over the years as a small private enterprise focusing on low-tech manufacturing and have managed to stay afloat through the most difficult period of the recent world recession. Currently troubled by fast changing market trends, rising material and employment costs, continuing appreciation of the Chinese currency, severe labour shortage, declining production volume and profitability, dated machinery, passive and reactive nature of business model, ineffective management structure and a complete lack of strategic vision, BoL is in deep crisis with its fate now hanging on the balance.
Expected learning outcomes
The case provides encourages students to: research into a range of current business management issues; analyse the impact of environmental changes on the survival and growth of a business organisation; develop their strategic thinking informed by real life and real-time research and assess the impact of exchange rate changes on the Chinese economy and the sustainability of Chinese model of economic growth.
Supplementary materials
Teaching note.
Details
Keywords
Wiboon Kittilaksanawong and Huijing Liu
Students will be able to analyse competitive situations of the focal firm in the platform market, factors that make the focal firm become dominant in the sharing economy through…
Abstract
Learning outcomes
Students will be able to analyse competitive situations of the focal firm in the platform market, factors that make the focal firm become dominant in the sharing economy through the technology platform and the focal firm’s motives and growth strategies through mergers and acquisitions and overseas expansion, as well as give recommendations on the focal firm’s strategies to move forward to achieve and maintain its competitive position in the platform market.
Case overview/synopsis
On 4th April, 2018, Meituan-Dianping (Meituan), a Chinese group-buying website for consumer products and retail services acquired Mobike, a Chinese dockless bike-sharing platform for US$2.7bn. Mobike had raised several rounds of funding for its large investments and operations in this highly competitive and cash-intensive industry. However, it was still struggling to survive and make a profit in the Chinese and overseas markets. It was believed that the merger between the companies was the only viable alternative. Had Meituan’s Chief Executive Officer made the right decision in acquiring Mobike? After Mobike became an integral part of Meituan, what should be done to turn this technology platform to be profitable in the Chinese and overseas market?
Complexity academic level
The case is intended for senior undergraduate or graduate-level courses in business schools.
Supplementary materials
Teaching Notes are available for educators only.
Subject code
CSS 11: Strategy.
Details