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EasyLife: Developing a Regional E-Commerce Platform
Miao Cui; Xin Li; Yan Zhao; Sitara Aziz; Yupan Guo; Linhai GuoCase IVEY-9B17M032-EEntrepreneurship, StrategyAfter several years of effort, Dalian Zhongding Information Co. (DZI) had become the leading prepaid card distributor in Liaoning Province. When government regulations and the rise of online third-party payment options sent the prepaid card business into decline, DZI transformed itself into an online intermediary by building a regional e-commerce platform offering fast home delivery, mainly of supermarket products. Despite its marketing efforts, ...Starting at €8.20
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Love Inventory: Business Ecosystem Governance of an E-commerce Platform
Miao Cui; Luya Xing; Lili Cui; Xin Li; Yaozhou Zheng; Shuwen LiCase IVEY-W36316-EStrategyShanghai Zhongdan Information Technology Co. Ltd. (SZIT), established in 2017, was an e-commerce firm focusing on the flash-sales industry. Helping clothing brands clear their inventory quickly, SZIT rapidly attracted a large number of brands and successfully built a business ecosystem that included platforms, brands, shopkeepers, and consumers. To achieve success for all parties, SZIT took a series of measures to empower ecosystem members, such ...Starting at €8.20
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Love Inventory: Business Ecosystem Governance of an E-commerce Platform - Teaching Note
Miao Cui; Luya Xing; Lili Cui; Xin Li; Yaozhou Zheng; Shuwen LiTeaching Note IVEY-W36317-EStrategyTeaching note for product W36316.Starting at €0.00
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Lenovo: Is the Cultural Integration Template Reusable
Aijing Ran; Xiaobing Liu; Jiawei Dong; Yuekun Liu; Miao CuiCase IVEY-9B16M166-EStrategyThe number and value of Chinese enterprises’ cross-border mergers and acquisitions (M&As) are increasing, but their success rate remains very low. The failure of cultural integration is one of the most important reasons. In 2005, Lenovo Group Ltd., acquired IBM’s PC division in what was called a “snake swallows elephant” acquisition that caused a sensation worldwide. During the ten years after the M&A, Lenovo integrated IBM’s PC division’s cultur...Starting at €8.20
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Rajat Gupta, Teaching Note
Healy, Paul M.; Soltes, EugeneTeaching Note HBS-117068-ETeaching Note for HBS Case No.117-004, "Rajat Gupta"Starting at €0.00
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Rajat Gupta
Healy, Paul M.; Soltes, EugeneCase HBS-117004-EBusiness Ethics and Corporate Social ResponsibilityRajat Gupta, former managing director of McKinsey & Company, a director of Goldman Sachs, Proctor & Gamble, and AMR, and a well-known philanthropist, was convicted of engaging in insider trading. The case explores Gupta's rise and the later legal problemsStarting at €8.20
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White-Collar Crime
Healy, Paul M.; Serafeim, George; Soltes, Eugene; Osmundsen, Erik; White, Mary JoArticle HBS-R1904B-EDespite efforts to crack down on illegal activity, crimes like fraud, bribery, embezzlement, and money laundering are rampant in corporations. What steps can leaders take to fix this growing problem? In "How to Scandal-Proof Your Company," HBS professors Paul Healy and George Serafeim argue that the cause of misconduct is not ineffective regulations or compliance systems. It's weak leadership and flawed corporate cultures, their research shows. C...Starting at €8.20
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Beijing Xiaomi Technology Co.: Growth Via Online Channels
Miao Cui; Yanhong Guo; Feixiang Peng; Jilong Wang; Liang Wang; Tianyue YangCase IVEY-9B14A074-EMarketing, StrategyBeijing Xiaomi Technology Co. Ltd. (Xiaomi) had grown into the third-largest cell phone brand in China and the sixth-largest in the world. The company solely deployed online channels, which contributed to its success. In the initial stage, Xiaomi depended on its own online channel to interact with consumers to develop user-friendly products and sell products. Three years after its inception, the company successfully established its flagship store...Starting at €8.20
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Supor: How to Resolve Channel Conflict
Miao Cui; Yiwei Du; Jingqin Su; Sitara Aziz; Yi HuCase IVEY-9B16M161-EEntrepreneurship, StrategyIn 2007, the chairman of Supor Group led the company in a new venture in the sanitary ware industry. Supor Group was the first listed company in the Chinese cookware market, and Supor Sanitary Ware Co., Ltd. (Supor) was Supor Group’s most important industry. Supor established three production bases in Zhejiang and Shenyang, China. Its marketing channels included brand agents and direct-sale stores. The company also opened an online flagship store...Starting at €8.20
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Handu Group: Continued Growth through Business Model Innovation
Di Cai; Mingyong Yu; Mingyu Li; Miao CuiCase IVEY-9B18M150-EEntrepreneurship, StrategyHandu Group was an online fast fashion apparel brand established in 2006 with headquarters in Jinan, China. The company had successfully adjusted its business models since 2006, transitioning from an unknown seller on the shopping website Taobao into a leStarting at €8.20