From the perspective of its young and non-local founder, this case charts the growing pains of an Internet start-up in Hong Kong, established at the height of the dotcom craze in 1998, as it overcomes problems with investors, the local business environment, the collapse of the Internet bubble worldwide, and subsequent remodeling of the business in mid-2000.
The case challenges students to consider the organizational and environmental issues involved in establishing and later changing the corporate business model, from various stakeholder perspectives - including the entrepreneur, employees of the business and existing and prospective clients. With a multicultural central character, the case also highlights the strategic implications of conducting business across international borders and invokes discussion about what environmental variables could change in the future and how the company might prepare for these changes.
- RD0506
- AR2006
- AR0506
