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Konica Minolta Business Solutions (HK) Ltd.: Pioneering Corporate Social Entrepreneurship
Kevin Au; Rebecca ChungCase IVEY-9B19M008-EEntrepreneurship, StrategyKonica Minolta Business Solutions (HK) Ltd. was likely the first multinational corporation in Hong Kong to put the ideas of corporate social enterprising into practice. Its new service business that was launched in 2014 (the i-Transform Station) employed so-called “hidden youths”—disadvantaged individuals who refrained from joining mainstream society—empowering them to reconnect with society. While the initiative drew the attention of the company...Starting at €8.20
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Quilts of Denmark: Managing Open Innovation
Wim VanhaverbekeCase IVEY-9B16M213-EEntrepreneurship, StrategyQuilts of Denmark was a Danish start-up company founded in 2000 with the goal of producing high-quality, functional quilts and pillows that contributed to healthy sleep. The company’s open innovation with a space agency and technology company resulted in an “intelligent” quilt that regulated body heat, providing users with an elusive but much-desired experience: a good night’s sleep. Selling a premium product in a commodity market was a challenge...Starting at €8.20
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GE China Technology Center: Evolving Role in Global Innovation
Haiyang Li; Rebecca ChungCase IVEY-9B15M099-EEntrepreneurship, StrategyAWARD WINNING CASE - Bringing Technology to Market Award, 2016 European Foundation for Management Development (EFMD) Case Writing Competition. This case describes how General Electric has developed its China Technology Center over the past decade. The case also elaborates on the changing role of the China Technology Center in General Electric’s global research and development strategy. In 2000, General Electric set up its China Technology Center ...Starting at €8.20
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Wensli Silk: Succession and International Luxury Branding
Jean Lee; Rebecca Chung; An JingCase IVEY-9B16C023-EEntrepreneurship, Leadership and People Management, StrategyIn 2011, China-based Wensli Group’s newly appointed chairwoman was preparing to transform the company’s silk business into a global luxury brand. It was a lofty goal for a company that started out as a township silk factory before growing into the largest silk-producing company in China. Tapping into the luxury market, however, presented a challenge because Chinese companies were better known for producing cost-conscious products. That meant Wens...Starting at €8.20
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Succession in Chinese Family Businesses (A): Fotile and the Mao Family
Jean Lee; Rebecca Chung; An JingCase IVEY-9B15C020-EEntrepreneurship, Leadership and People Management, StrategyThe three cases in this series focus on two Chinese families’ experiences with entrepreneurship and succession. Because most family businesses in China are relatively young, these first-generation entrepreneurs use their own approach to identify and develop their successors, and to pass their “wealth” to their offspring in a context shaped by unique Chinese cultural elements. The role-play exercise that relates to the (C) case illustrates the cur...Starting at €8.20
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Jaga: Managing Creativity and Open Innovation (B)
Wim VanhaverbekeCase IVEY-9B18M120-EEntrepreneurship, StrategyJaga suffered negative economic effects from the 2008 financial crisis. As the crisis persisted in 2011, management planned to substantially reduce the number of employees, but the founder instead chose to fire half of the management team and reorganize the company. Although this decision was considered counterintuitive, it was perfectly aligned with the philosophy of this creative company.Starting at €5.74
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Presans: Building Business Models for Innovation Intermediaries
Wim Vanhaverbeke; Oana-Maria PopCase IVEY-W27510-EEntrepreneurship, StrategyPresans was founded in Paris, France in 2008 as an an open innovation intermediary, often referred to as an “innomediary.” Using a specific business model that combined open innovation services with state-of-the-art data-mining technology, Presans leveraged a network of over six million experts worldwide to solve problems for its corporate clients. In February 2017, the chief executive officer of Presans had to make some strategic decisions. Base...Starting at €8.20
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Greenyard Frozen: Developing Cauliflower Rice as an Open Innovation Project for Sustainability
Wim VanhaverbekeCase IVEY-9B20M061-EEntrepreneurship, StrategyOn March 14, 2019, the convenience business unit manager of Greenyard Frozen was in his Roeselare, Belgium office preparing for a management meeting that would discuss current challenges facing the company. Greenyard Frozen had to decide on the market positioning of its cauliflower rice and how to promote the new product. The project, which was a great example of co-operation in the value chain and of open innovation for sustainability, had resul...Starting at €8.20
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Neoglory Holdings Group: The Succession Choice
Jean Lee; Rebecca Chung; Yunting Lu; An JingCase IVEY-9B15C040-EEntrepreneurship, Leadership and People Management, StrategyIn 2008, the chairwoman of the Neoglory Holdings Group (Group) convinced her 23-year-old son to join the Group’s fashion jewelry business. By 2014, she was determined to quadruple the Group’s assets to RMB 100 billion in 10 years. While she had just appointed her son as the vice-president of the Group in order to help her achieve such an ambition, she pondered when she should let him fully take over the Group; whether she should hire non-family e...Starting at €8.20
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Succession in Chinese Family Businesses (C): An Urgent Family Meeting
Jean Lee; Rebecca ChungCase IVEY-9B15C022-EEntrepreneurship, Leadership and People Management, StrategyThis is the third case in a three-case series. The role-play exercise that relates to the (C) case illustrates the current Chinese cultural characteristics that influence leadership succession and highlights the case issues to be explored in the case discussion. See also 9B15C020 and 9B15C021.Starting at €5.74