This website uses technical, customisation and analytical cookies, both first-party and third-party, to anonymously facilitate browsing and analyse statistics on use of the website. Learn more
Search results
-
Olivia Baker recibe un e-mail
Ruizalba, José Luis; Las Heras, Mireia; Chinchilla, NuriaCase DPO-251Entrepreneurship, Leadership and People ManagementOlivia sigue con sus planes de expansión, pero sin tener demasiado en cuenta a uno de los miembros de su equipo, George Foster, que fue el que la ayudó en sus inicios. Olivia ha personalizado demasiado su empresa, de forma que no delega y concentra en ella todo el poder, con las debidas consecuencias y sin dar protagonismo al resto del equipo.Starting at €8.20
-
Four Seasons Minghu: Organizational Resilience and the Path to Recovery
Miao Cui; Xiaoxue Zhou; Di Cai; Bing Liu; Shaobo LiCase IVEY-9B20M063-EEntrepreneurship, StrategyBefore 2013, Shandong Four Seasons Minghu Hotel Co. Ltd. was a high-end restaurant and food service company. In December 2012, the Chinese government implemented the Eight-Point Regulation that prohibited government officials from indulging in luxury banquets and high-end meals. The new government policy had a negative effect on many companies across the high-end food service industry, whose customer base consisted mainly of government officials....Starting at €8.20
-
Olivia Baker Reacts to Geroge
Ruizalba, José Luis; Chinchilla, Nuria; Las Heras, MireiaCase DPO-252-EBusiness Ethics and Corporate Social Responsibility, Entrepreneurship, Leadership and People ManagementOlivia Baker and her team expand the business group with new initiatives. However, the evolution of the business gives rise to obstacles and tensions between her and the people in her trusted inner circle, such as George Foster. This makes her wonder whether to continue as usual or to change her strategy.Starting at €8.20
-
Xiaomi: Entering International Markets
Miao Cui; Yan Zhao; Sitara Aziz; Mimi XiaoCase IVEY-9B17M045-EEntrepreneurship, StrategyAfter recognizing numerous opportunities in the global market, Xiaomi Technology Corporation Ltd. (Xiaomi), based in Beijing, charted its overseas market strategy in 2013. However, opportunities came with challenges, and during the internationalization process, Xiaomi encountered many problems. By 2016, after three years of hard work, Xiaomi had gained more experience than profits. Compared with Xiaomi’s domestic success, Xiaomi’s internationaliz...Starting at €8.20
-
Jiemo Net: How to Position a Profit Model
Miao Cui; Yupan Guo; Yan Zhao; Sitara Aziz; Tuo Li; Xin LiCase IVEY-9B17M021-EEntrepreneurship, StrategyJiemo.net (Jiemo), an Internet-based study-abroad consultant agency headquartered in Dalian, China, began in 2010 by providing application support to customers who wished to apply to study abroad. In 2014, the company discovered that profit existed in providing services to students once they had been accepted to study abroad. Jiemo changed its traditional pricing model, used social media marketing, and collaborated with other agencies to establis...Starting at €8.20
-
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
-
Olivia Baker Got an E-mail
Ruizalba, José Luis; Las Heras, Mireia; Chinchilla, NuriaCase DPO-251-EEntrepreneurship, Leadership and People ManagementOlivia continues with her expansion plans, but she gives little regard to one of the members of her team, George Foster, who helped her at the beginning. Olivia has personalized her business too much, to the extent that she does not delegate and has all of the power, with the consequences this entails. She does not share responsibility with the rest of the team.Starting at €8.20
-
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
-
CredEx Fintech: Managing Dual Business Models
Miao Cui; Xiaoxue Zhou; Qianjin Fang; Ziyi Wang; Xia TangCase IVEY-9B20M105-EEntrepreneurship, StrategyLaunched in 2010, CredEx Fintech Co. Ltd. (CredEx) operated until 2017 as a mobile credit platform, connecting lenders and borrowers in the Chinese small- and microcredit market. In 2017, the Chinese government introduced a regulation to address misconducStarting at €8.20
-
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