China's "Furious Five" Smartphones: Huawei, Xiaomi, Oppo/Vivo and Lenovo - Strategies and Origins

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By Guoli Chen, Tony Tong, Yangao Xiao, Nianchen Han
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.

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Credit Suisse: Building an Impact Investing Business in Asia

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By Jasjit Singh, Joost Bilkes
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.

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Shang Xia: Selling High-Quality Refined Goods "Proudly Made in China"

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By Frederic Godart, David Dubois, Brian Henry, Iain Ding
Reference 6276
Published 29 Mar 2017
Topic Leadership & Organisations
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.

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Tata Nano's Execution Failure: How the People's Car Failed to Reshape the Auto Industry and Create New Growth

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By W. Chan Kim, Renee Mauborgne, Robert Bong, Mi Ji
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.

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Hartalega: Taking Off the Gloves?

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By Philipp Meyer-Doyle, Siddharth Poddar
Reference 6272
Published 27 Feb 2017
Topic Strategy
Region Asia

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).

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A Dark Horse in the Global Smartphone Market: Huawei’s Smartphone Strategy

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By Yangao Xiao, Tony Tong, Guoli Chen, Kathy Wu
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.

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Unilever Philippines: Making the Philippines Great Again

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By Jean-François Manzoni, P. C. Abraham
Reference 6240
Published 27 Nov 2017
Topic Leadership & Organisations
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.

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Uber vs. Didi: The Race for China's Ride-hailing Market

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By Guoli Chen, Tony Tong, Xiaohua Su, Kuangzhen Wu
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.

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Branding in an Emerging Market: Strategies for Sustaining Market Dominance of the Largest Apparel Brand in India

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By Haiyang Yang, Amitava Chattopadhyay, Kedar Apshankar
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.

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Fabindia: Branding India’s Artisanal Crafts for Mass Retail

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By Amitava Chattopadhyay, Prableen Sabhaney, Sunil Chainani, Jean Wee
Reference 6107
Published 26 Jan 2015
Topic Marketing
Region Asia
Industry Retail

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.

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Arogya Parivar: Novartis' BOP Strategy for Healthcare in Rural India

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By Amitava Chattopadhyay, Anuj Pasrija, Olivier Jarry, Jean Wee
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.

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The Globalization of the Renminbi: Feeling the Stones on the River Bed

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By Hong Zhang, Gourang Shah, Anne Yang
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.

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China's "Furious Five" Smartphones: Huawei, Xiaomi, Oppo/Vivo and Lenovo - Strategies and Origins

Credit Suisse: Building an Impact Investing Business in Asia

Shang Xia: Selling High-Quality Refined Goods "Proudly Made in China"

Tata Nano's Execution Failure: How the People's Car Failed to Reshape the Auto Industry and Create New Growth

Hartalega: Taking Off the Gloves?

A Dark Horse in the Global Smartphone Market: Huawei’s Smartphone Strategy

Unilever Philippines: Making the Philippines Great Again

Uber vs. Didi: The Race for China's Ride-hailing Market

Branding in an Emerging Market: Strategies for Sustaining Market Dominance of the Largest Apparel Brand in India

Fabindia: Branding India’s Artisanal Crafts for Mass Retail

Arogya Parivar: Novartis' BOP Strategy for Healthcare in Rural India

The Globalization of the Renminbi: Feeling the Stones on the River Bed

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