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Semir's E-Commerce: Success and Exploration
Juan Shan; William Wei; Xiaojia Sunny WangCase IVEY-9B18A019-EMarketing, StrategyZhejiang Semir E-Commerce Co. Ltd., the online subsidiary of Chinese casual clothing company Zhejiang Semir Group Co. Ltd. (Semir), grew continuously from its launch in 2012 to become a main contributor to Semir’s success, contributing approximately 30 per cent of Semir’s annual revenue by 2016. Semir entered the online market relatively late after many competing Chinese clothing manufacturers had already established their presence online. Yet it...Starting at €8.20
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Kuaishou: Developing a Livestreaming E-Commerce Business
Wei Li; Junfeng Tian; Jianping Liang; Jing Chen; Hubert PunCase IVEY-W26400-EMarketing, StrategyAs a leading short-video social and livestreaming app in China, Kuaishou Technology’s Kuaishou application (app) was facing various challenges, including fierce competition from ByteDance Ltd.’s Douyin. In June 2018, to sustain its long-term growth, KuaisStarting at €8.20
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Camposol
Bell, David E.; Kindred, NatalieCase HBS-516111-EMarketingWith $289 million in 2015 revenues, Camposol is a Peruvian grower, exporter, and marketer of fruits and vegetables, with a focus on the high-growth, high-margin blueberry category. Camposol aspires to become Peru's first multinational branded produce company. It already has a strong foothold in the U.S.-an important market where it is refining its branding and retail-customer strategy-and it also seeks to expand in other markets, especially China...Starting at €8.20
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Louis Dreyfus Commodities
Bell, David E.Case HBS-515065-EMarketingLouis Dreyfus Commodities (LDC or Dreyfus) is the D of the ABCD grain-trading giants. The case describes how their business works and details the strategy by which management turned the company around in recent years. The case presents a number of issues facing the company: a sense of volatility in grain markets is getting lower, recent attempts by China to forward-integrate into grain procurement, and changes in ownership. A related question is ...Starting at €8.20
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Decathlon China: Using Social Media to Penetrate the Internet Market
Nicole R.D. Haggerty; Raymond Pirouz; Grace GengCase IVEY-9B11A043-EInformation Technologies, Marketing, StrategyAfter successfully establishing more than 33 retail stores in large cities across China, Decathlon, a large French sporting goods manufacturer and retailer, planned to open its official online shopping website in China. The marketing department head of Decathlon China had experimented with several new social media platforms in China in order to increase the brand awareness among online shoppers. At the upcoming executive meeting, the marketing de...Starting at €8.20
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COFCO Xinjiang Tunhe Co., Ltd. (Spanish Version)
Bell, David E.; Sesia, AldoCase HBS-515S08MarketingEn 2005, COFCO Ltd., una de las compañías más grandes y exitosas de China, Xinjiang adquirida Tunhe, un tomate de procesamiento firme, que había sido, en los últimos años, mal gestionado. COFCO cambió el equipo directivo de Tunhe y se dispuso a crear una cultura de profesionalismo e impresionó a los empleados que el cliente era lo primero. Qin Yelong, presidente Tunhe, tenía metas ambiciosas para la compañía. quería Tunhe a ser el mayor proveedor...Starting at €8.20
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Hormel Foods
Bell, David E.; Kindred, NatalieCase HBS-520045-EMarketingIn 2019, CEO Jim Snee is weighing how to shape the image of Hormel Foods, one of the largest U.S. meat and food companies, at a time when the industry faces unprecedented scrutiny. Based in the small town of Austin, Minnesota, the nearly 130-year-old firm is best known for its legacy meat-based brands such as Hormel Pepperoni and Spam. It also owns brands (many acquired recently) that consumers might not associate with Hormel, such as Wholly Guac...Starting at €8.20
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COFCO Xinjiang Tunhe Co., Ltd.
Bell, David E.; Sesia, AldoCase HBS-508079-EMarketingIn 2005, COFCO Ltd., one of China's largest and most successful companies, acquired Xinjiang Tunhe, a tomato processing firm, which had been, in recent years, poorly managed. COFCO changed Tunhe's management team and set out to create a culture of professionalism and impressed upon the employees that the customer came first. Qin Yelong, Tunhe president, had ambitious goals for the company. he wanted Tunhe to be the world's largest supplier of tom...Starting at €8.20
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COFCO
Bell, David E.; Kindred, NatalieCase HBS-516057-EMarketingIn 2015, COFCO, China's state-owned agribusiness giant, was working to protect China's food security (a key national security priority) by extending its control of the global food system through overseas acquisitions. At the same time, COFCO sought to grow its market share in China's fiercely competitive branded foods market. To help achieve these goals, COFCO Chairman Frank Ning was driving internal reforms to make COFCO's management more compet...Starting at €8.20
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Alltech
Bell, David E.; Kindred, NatalieCase HBS-518001-EMarketingAlltech was a Lexington, Kentucky-based producer of supplements for animal feed, with revenues of over $2 billion (projected to reach $3 billion in 2018), sales in 120 countries, 5,000 employees, and 100 manufacturing plants worldwide. For nearly four decades, Alltech had been defined by its focus on innovation and marketing as well as the entrepreneurial spirit and vision of its founder, Dr. Pearse Lyons, who remained intimately involved in comp...Starting at €8.20