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Didi Kuaidi
Ning Su; Yulin Fang; Yukun YangCase IVEY-9B16M060-EEntrepreneurship, StrategyIn 2015, Didi and Kuaidi, the two leading players in China’s Internet-based ride-hailing industry, merged to form Didi Kuaidi. The combined firm represented one of the world’s largest Internet- and smartphone-based transport service companies, valued at about $6 billion. In its home market of China, Didi Kuaidi left its biggest competitor, Uber, a distant second. Meanwhile, Didi Kuaidi actively pursued global growth. For example, it invested in a...Starting at €8.20
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Keda’s SAP Implementation
Derrick Neufeld; Yulin Fang; Huaiqing Wang; Terrance FungCase IVEY-9B11E001-EInformation Technologies, StrategyKeda, a manufacturer of large-scale machinery in China, had successfully deployed an enterprise resource planning (ERP) solution that was paying for itself through more efficient inventory management. This was significant because despite China’s increasing demand for ERP systems, an estimated 80 per cent of ERP implementation efforts failed in the country. The vice general manager of Keda had a large backlog of other information technology projec...Starting at €8.20
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Redesigning the Wedding Dress Experience: A Podcase with Leslie Voorhees and Calley Means of Anomalie, Teaching Note
Rayport, Jeffrey; Lafkas, JohnTeaching Note HBS-7226-EEntrepreneurshipTeaching note for 7125.Starting at €0.00
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The Entrepreneur's Dilemma: Alibaba, Tencent and Amazon as e-Commerce Platforms
Ning Su; Yulin Fang; Haibin Yang; Yukun Yang; Xin QiuCase IVEY-9B15E015-EEntrepreneurship, Information Technologies, StrategyA nascent women’s apparel online store on Tmall, China's largest business-to-consumer retail platform operated by Alibaba Group, was just beginning to establish itself on the online market utilizing the tools and services provided by Tmall to develop and operate its business. Within four months after the business was launched, Tmall unexpectedly released a new policy which significantly increased the annual service fee and cash deposit for indivi...Starting at €8.20
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Keda’s SAP Implementation (Spanish version)
Derrick Neufeld; Yulin Fang; Huaiqing Wang; Terrance FungCase IVEY-9B11ES001Information Technologies, StrategyKeda, a manufacturer of large-scale machinery in China, had successfully deployed an enterprise resource planning (ERP) solution that was paying for itself through more efficient inventory management. This was significant because despite China’s increasing demand for ERP systems, an estimated 80 per cent of ERP implementation efforts failed in the country. The vice general manager of Keda had a large backlog of other information technology projec...Starting at €8.20
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Didi, Kuaidi, and Uber in China
Ning Su; Yulin Fang; Yukun YangCase IVEY-9B16M059-EEntrepreneurship, StrategyIn 2014, China’s leading domestic Internet-based ride-hailing company, Didi, claimed more than 50 per cent of the Chinese ride-hailing market, followed closely by a major local competitor, Kuaidi. As Didi and Kuaidi actively competed against each other, U.S.-based Uber entered the battle with a different strategy. In the face of the increasingly complex and constantly changing landscape of China’s ride-hailing market, Didi’s founders wondered wha...Starting at €8.20
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Google in China (B)
Deborah Compeau; Yulin Fang; Majela YinCase IVEY-9B10E011-EInformation Technologies, StrategyThis case, a supplement to Google in China (A), details the search engine’s cyber attack from within China, as well as Google’s response.Starting at €5.74
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The HBT Merger (China Roles Version)
Tiedens L; Melvin S; Levine Y; Cronkite J; Hoyt D; Sutherland SCase SGSB-L22CHN-ELeadership and People ManagementThis is a role-play case, intended for use in a leadership development course for MBA students. The case has four roles, two each for students playing U.S.- and China-based managers. There are two versions of the case, one for students playing the role of U.S.-based managers (L-22US), and one for students playing the role of China-based managers (L-22CHN). Each version has a set of common facts, plus a set of facts known only to that side. Th...Starting at €8.20
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The HBT Merger - Teaching note
Tiedens L; Melvin S; Levine Y; Cronkite J; Hoyt D; Sutherland STeaching Note SGSB-L22TN-ELeadership and People ManagementThis is a role-play case, intended for use in a leadership development course for MBA students. The case has four roles, two each for students playing U.S.- and China-based managers. There are two versions of the case, one for students playing the role of U.S.-based managers (L-22US), and one for students playing the role of China-based managers (L-22CHN). Each version has a set of common facts, plus a set of facts known only to that side. Th...Starting at €0.00
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The HBT Merger (U.S. Roles Verison)
Tiedens L; Melvin S; Levine Y; Cronkite J; Hoyt D; Sutherland SCase SGSB-L22US-ELeadership and People ManagementThis is a role-play case, intended for use in a leadership development course for MBA students. The case has four roles, two each for students playing U.S.- and China-based managers. There are two versions of the case, one for students playing the role of U.S.-based managers (L-22US), and one for students playing the role of China-based managers (L-22CHN). Each version has a set of common facts, plus a set of facts known only to that side. Th...Starting at €8.20