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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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When There Is No Will, Is There a Way
Rajiv Agarwal; Samish DalalCase IVEY-9B13C006-ELeadership and People Management, StrategyThis case examines the mindset of a father who faces a complex situation when his adult son, who works with him in the family business in India, begins pressuring him to make a will. The father’s thought processes are revealed as he tries to understand the reasons behind his son’s motivation. The case explores the issue from the father’s point of view. It examines his hesitation to make a will and the points in favour of doing so.Starting at €8.20
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Indian Steel Limited: Tri-Party Negotiation - The Seller (B)
Samish Dalal; Rajiv AgarwalCase IVEY-9B14C006-EEntrepreneurship, Leadership and People Management, StrategyThis case presents a role play between a buyer, seller and consultant. In January 2012, India Steel Ltd., a successful, family-owned, mid-sized steel manufacturing company headquartered in India but with agents in Europe, the United States and some parts of the Middle East, is about to enter into a negotiation to buy a steel plant owned by Swedish Steel AB, a large Swedish steel company with more than 7,000 employees working in nine production fa...Starting at €5.74
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Pramanik Containers and the Bottleneck Challenge (A)
Rajiv AgarwalCase IVEY-9B12E014-EEntrepreneurship, Information Technologies, Service and Operations Management, StrategyIn 2010, a recent business graduate tries to resolve a constant bottleneck in the printing department of the family business. The two-part case discusses the issues of identifying the need for relevant information and then discusses the staff’s resistance to change and how these objections were handled and overcome. This pair of cases seeks to identify the pressures faced by small businesses, along with the task of managing the various stakeholde...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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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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Tencent: Innovating in China's Mobile Payment Industry
Ning Su; Yulin Fang; Yukun Yang; Jiafang YinCase IVEY-9B14M149-EEntrepreneurship, StrategyBy 2014, Tencent Holdings Limited, headquartered in Shenzhen, China, had become one of the most innovative companies in Asia. It had created several leading Internet platforms to form China’s largest Internet community. WeChat (or Weixin, as known to Chinese users) was one of the company’s most popular mobile platforms, having grown to 200 million active users in the first two years after its launch in 2013. Shortly thereafter, WeChat rolled out ...Starting at €8.20