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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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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
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Yadea: Consumer-Oriented High-End Product Strategy
Yong Hong; Yue Sun; Di Wang; Miao Cui; Jinggui DongCase IVEY-9B20M156-EStrategyBetween 2015 and 2018, competitors in China's two-wheel e-vehicle industry were embroiled in a price war. Yadea Group Holdings decided to differentiate its brand from competitors and move away from further price reductions, opting instead to raise pricesStarting at €8.20
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Channel Change at the BIG PASTURE in Inner Mongolia
Xiaokui Huang; Miao Cui; Liqin Zhang; Ke WangCase IVEY-9B15A036-EMarketing, StrategyBIG PASTURE Animal Husbandry Company (Group) Co., Ltd. (BIG PASTURE) had achieved great success after nearly 10 years of development. It had started as a ready-to-eat food processing factory that supplied individually owned stores and franchises with self-produced food. Since then, its product line was extended to include fresh and processed beef and mutton. At the same time, BIG PASTURE undertook a major shift from company-operated stores to com...Starting at €8.20
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The National Geographic Society (A) (Abridged)
Garvin, David A.; Lobb, AnnelenaCase HBS-312120-EIn January 2010, John Fahey, president, CEO, and chairman of the board of trustees' executive committee of the Washington, D.C.-based National Geographic Society (NGS), must decide how best to organize the 121-year old mission-driven organization for a world of accelerating digital convergence and decreasing magazine sales. Historically a proponent of evolutionary change, he is considering a radical move: creating a senior management position res...Starting at €8.20
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The National Geographic Society (A) (Spanish version)
Garvin, David A.; Knoop, Carin-IsabelCase HBS-317S02Strategycreating a senior management position responsible for e-commerce to coordinate web-based offerings and outreach across the Society's various departments, transition NGS from its many disparate and independent direct mail efforts to a more integrated and strategic e-commerce strategy, and leverage the NGS relationship with its members-currently defined as magazine subscribers, since a subscription comes with Society membership. Putting the final ...Starting at €8.20