27 cases found.
The case focuses on China’s ‘furious five’ smartphone makers – Huawei, Xiaomi, Lenovo, and OPPO/Vivo, charting the history of the industry and the changing dynamics of the global market.
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Reference 6383
Published 26 Mar 2018
Topic Strategy
Region Asia
Industry Telecommunications, Wireless, Internet
The case focuses on China’s ‘furious five’ smartphone makers – Huawei, Xiaomi, Lenovo, and OPPO/Vivo, charting the history of the industry and the changing dynamics of the global market.
This case describes how an intrapreneur helped Credit Suisse launch a commercially viable impact investing business in Asia. It specifically details the investment strategy and process for a new impact fund aligning social impact objectives with commercial goals of the bank. It also presents two new investment opportunities needing evaluation.
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Reference 6320
Published 28 Aug 2017
Topic Responsibility
Region Asia
Industry Venture Capital, Private Equity, Financial Services
This case describes how an intrapreneur helped Credit Suisse launch a commercially viable impact investing business in Asia. It specifically details the investment strategy and process for a new impact fund aligning social impact objectives with commercial goals of the bank. It also presents two new investment opportunities needing evaluation.
Shang Xia is a story of a female entrepreneur whose goal is to open the Chinese luxury-goods market to products proudly made in China. It is the story of a young Chinese designer named Jiang Qiong Er who was convinced that the craft of making luxury goods, which had been deeply rooted in ancient Chinese culture, could be revived by Chinese artisans working to her modern designs.
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Reference 6276
Published 29 Mar 2017
Region Asia
Industry Apparel and Fashion
Shang Xia is a story of a female entrepreneur whose goal is to open the Chinese luxury-goods market to products proudly made in China. It is the story of a young Chinese designer named Jiang Qiong Er who was convinced that the craft of making luxury goods, which had been deeply rooted in ancient Chinese culture, could be revived by Chinese artisans working to her modern designs.
This case analyses Tata Motors' strategic move to create and launch the Tata Nano, exploring the factors behind the project's earlier success and the reasons for its execution failure. It illustrates the importance of having a strong and aligned set of value, profit and people propositions in order to create and capture a blue ocean.
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Reference 6275
Published 30 Jan 2017
Topic Strategy
Region Asia
Industry Automotive, Transportation/Trucking/Railroad
This case analyses Tata Motors' strategic move to create and launch the Tata Nano, exploring the factors behind the project's earlier success and the reasons for its execution failure. It illustrates the importance of having a strong and aligned set of value, profit and people propositions in order to create and capture a blue ocean.
Malaysian publicly-listed Hartalega has grown to become one of the world’s largest nitrile glove manufacturers. Still predominantly managed by the founder’s family, it is renowned for its innovation and quality. Its growth and operational achievements have translated into a stellar financial performance, boosting its stock price 20-fold since 2008 (while the Malaysian stock market has been flat).
Malaysian publicly-listed Hartalega has grown to become one of the world’s largest nitrile glove manufacturers. Still predominantly managed by the founder’s family, it is renowned for its innovation and quality. Its growth and operational achievements have translated into a stellar financial performance, boosting its stock price 20-fold since 2008 (while the Malaysian stock market has been flat).
The case sets China’s Huawei Technologies in the context of the evolving global smartphone industry, notably its positioning and the links between its competitive strategy and its corporate (global) strategy.
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Reference 6269
Published 27 Feb 2017
Topic Strategy
Region Asia
Industry Telecommunications, Wireless
The case sets China’s Huawei Technologies in the context of the evolving global smartphone industry, notably its positioning and the links between its competitive strategy and its corporate (global) strategy.
The case tells the story of the turnaround of Unilever Philippines (ULP) between 2013 and 2016. The Philippines Leadership Team (PhLT) set a vision to rediscover the greatness of the Philippines by achieving a growth rate of at least 10% a year, becoming a disciplined execution machine so that it could generate consistent results, and connecting with the hearts and minds of the Filipino consumer.
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Reference 6240
Published 27 Nov 2017
Region Asia
The case tells the story of the turnaround of Unilever Philippines (ULP) between 2013 and 2016. The Philippines Leadership Team (PhLT) set a vision to rediscover the greatness of the Philippines by achieving a growth rate of at least 10% a year, becoming a disciplined execution machine so that it could generate consistent results, and connecting with the hearts and minds of the Filipino consumer.
As a result of fast-developing mobile technology, companies must deal with increasing business complexity in a high-velocity environment. The Uber vs.
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Reference 6223
Published 14 Nov 2016
Topic Strategy
Region Asia
Industry Automotive, Transportation/Trucking/Railroad
As a result of fast-developing mobile technology, companies must deal with increasing business complexity in a high-velocity environment. The Uber vs.
This case illustrates the key issues and challenges in creating and sustaining a successful brand in emerging markets. Peter England, India’s largest apparel brand by sales volume, is struggling to formulate a strategy to sustain the brand’s market dominance. Indian consumer tastes are changing rapidly, making it difficult for any brand to stay relevant and fashionable over time.
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Reference 6192
Published 24 Mar 2016
Topic Marketing
Region Asia
Industry Apparel and Fashion
This case illustrates the key issues and challenges in creating and sustaining a successful brand in emerging markets. Peter England, India’s largest apparel brand by sales volume, is struggling to formulate a strategy to sustain the brand’s market dominance. Indian consumer tastes are changing rapidly, making it difficult for any brand to stay relevant and fashionable over time.
Fabindia, India’s iconic garments and home furnishings company, had come a long way from its humble beginnings as an export shop in 1960, selling handloom fabrics to overseas customers. In 1976, it had started domestic operations in India and over the next 38 years had become synonymous with quality handmade products procured from artisans all over India, with a social conscience.
Fabindia, India’s iconic garments and home furnishings company, had come a long way from its humble beginnings as an export shop in 1960, selling handloom fabrics to overseas customers. In 1976, it had started domestic operations in India and over the next 38 years had become synonymous with quality handmade products procured from artisans all over India, with a social conscience.
With the publication of CK Prahalad’s “The Fortune at the Bottom of the Pyramid” (2005), the poor were suddenly seen as a potential market in the eyes of multinational corporations (MNCs). Although poor, the BOP is a large and growing market.
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Reference 6088
Published 27 Oct 2014
Topic Strategy
Region Asia
Industry Pharmaceuticals
With the publication of CK Prahalad’s “The Fortune at the Bottom of the Pyramid” (2005), the poor were suddenly seen as a potential market in the eyes of multinational corporations (MNCs). Although poor, the BOP is a large and growing market.
China represents a significant share of global foreign direct investment but its currency comprises a mere 1.5% of all global foreign exchange transactions. This case describes the measures introduced by the Chinese government to promote the use of the renminbi (RMB) in cross-border trade, financing and other internationalization initiatives, as well as the associated challenges.
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Reference 6038
Published 23 Jun 2014
Topic Economics & Finance
Region Asia
China represents a significant share of global foreign direct investment but its currency comprises a mere 1.5% of all global foreign exchange transactions. This case describes the measures introduced by the Chinese government to promote the use of the renminbi (RMB) in cross-border trade, financing and other internationalization initiatives, as well as the associated challenges.