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Easepal: Transforming a Chinese OEM Supplier
Chuang Chen; Ning SuCase IVEY-9B16M005-EEntrepreneurship, StrategyAs one of the world’s largest OEM suppliers of electric massaging equipment, China’s Easepal has faced increasing challenges in its traditional OEM business over the course of two decades. Since the company’s inception in the 1990s, its founder has always had the ambitious goal of becoming more than just a supplier in the global electric massager market. Easepal’s mature research and development and manufacturing capabilities have the potential t...Starting at €8.20
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Fengshou Crab Manor
Yan Gong; Liman Zhao; Liang DongCase IVEY-9B16M063-EEntrepreneurship, StrategySince its founding in 2002, Fengshou Crab Manor had become one of the top brands in China’s mitten crab sector by using a distinctive gift voucher model. The company had attracted over 100,000 loyal customers from companies and non-profit institutions in Beijing and Shanghai. At the beginning of 2013, however, the government’s Central Committee unveiled an eight-point code of conduct to reduce bureaucracy and boost ties with the public, which adv...Starting at €8.20
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CPT: The Constant Hunt for Entrepreneurial Opportunities
S. Ramakrishna Velamuri; Liman ZhaoCase IVEY-9B16M067-EEntrepreneurship, StrategyAfter continuous business growth and taking advantage of new business opportunities, China Precision Technology Group transformed from a small producer of coils for television tuners to an enterprise with five different business sectors: consumer electronics, automobile parts, optical, health care, and stamping equipment. In 2014, on the company’s 24th anniversary, the company’s founder and chief executive officer was evaluating the achievements ...Starting at €8.20
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PacificLink iMedia: To List or to Sell
Andrew Karl Delios; Alvin LamCase IVEY-9B16M202-EEntrepreneurship, StrategyThe founder of a digital media firm had to decide whether to list or to sell his company, PacificLink iMedia (PacificLink) in 2015. The founder had fielded more than 20 offers from various companies to acquire PacificLink since 2007–2008. He rejected all these past offers, because he was working to position the company to list on the main board of the Hong Kong Stock Exchange. However, in 2015, the founder received an offer from Accenture that ap...Starting at €8.20
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Testin: Partnering with Multinational Corporations
Shameen Prashantham; Liman ZhaoCase IVEY-9B17M127-EEntrepreneurship, StrategyBy 2017, Beijing Testin Information Technology Co., Ltd. (Testin), had forged partnerships with multiple large multinational companies (e.g., Microsoft, IBM, ARM, Intel). Since it was founded in 2011, Testin had served over 800,000 application developers by conducting more than 150 million quality and security tests on over 2.5 million mobile applications. It had received several rounds of financing totaling over $80 million. Many Chinese Interne...Starting at €8.20
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Shanghai Pharmaceuticals: Seeking A Prescription For Digital Transformation
Ming Dong; Ning SuCase IVEY-9B18M001-EEntrepreneurship, StrategyBy 2015, China had one of the world’s largest and most complex healthcare industries. This industry had been undergoing unprecedented change in diverse areas, from policies to technologies. Shanghai Pharmaceuticals, China’s second-largest pharmaceutical company, spanned the entire pharmaceutical value chain, from product research and development to sales. The company’s core competency was in drug distribution, which generated 70 per cent of the f...Starting at €8.20
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Compassion Web
Wee Yong YeoCase IVEY-9B12M039-EEntrepreneurship, Finance, StrategyThis case is about an ambitious “technopreneur” with ideas that were at the forefront of technology, such as in enterprise resource planning (ERP) systems. Compassion Web had been successful initially, then swamped with challenges, and the original business model needed major changes in order to work in the fast-changing environment. At the same time, the company was facing a lawsuit with a major client, which could threaten its survival. To make...Starting at €8.20
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Louis Vuitton in Japan
Justin Paul; Charlotte FeroulCase IVEY-9B10M067-EEntrepreneurship, Marketing, StrategyThis case deals with the opportunities and challenges of Louis Vuitton, the leading European luxury-sector multinational firm, in Japan, taking into account the unique features of brand management and integrating culture and consumer behaviour in Japan. In the last decade, Japan has been Louis Vuitton’s most profitable market, but the global economic crisis has presented challenges.Facing a weak economy and a shift in consumer preferences, Louis ...Starting at €8.20
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Didi Kuaidi
Ning Su; Yulin Fang; Yukun YangCase IVEY-9B16M060-EEntrepreneurship, StrategyIn 2015, Didi and Kuaidi, the two leading players in China’s Internet-based ride-hailing industry, merged to form Didi Kuaidi. The combined firm represented one of the world’s largest Internet- and smartphone-based transport service companies, valued at about $6 billion. In its home market of China, Didi Kuaidi left its biggest competitor, Uber, a distant second. Meanwhile, Didi Kuaidi actively pursued global growth. For example, it invested in a...Starting at €8.20
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Nissan: Recovering Supply Chain Operations
Shikha Aggarwal; Manoj Kumar SrivastavaCase IVEY-9B16D013-EService and Operations Management, StrategyNissan's resilience strategy had been considered an exemplary response to the triple disaster in Japan in March 2011. The Japanese automobile industry made their respective recovery efforts to resume production and delivery of vehicles after suffering damage from an earthquake, tsunami, and a nuclear crisis, but it took months before they could reach pre-disaster levels of operations. Nissan's resilience practices and supply chain disruption mana...Starting at €8.20