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"To Get Rich Is Glorious" (Spanish version)
Kennedy, Robert E.; Vietor, Richard H.K.; Galef, JuliaCase HBS-711S05EconomicsIn 1978, Deng Xiaoping assumed the leadership of an impoverished China, after Mao Zedong's disastrous Cultural Revolution. During the next 17 years, Deng applied pragmatic policies to liberalize the Chinese economy gradually while maintaining the power of the Communist state. In hindsight, this strategy was among the most successful development strategies ever. Reviews Chinese political history and explores in detail eight parts of Deng's develop...Starting at €8.20
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Essential Explorations at MUJI, Teaching Note
Amano, Tomomichi; Narayandas, DasTeaching Note HBS-520050-EMarketingTeaching note for case 520024.Starting at €0.00
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Sinopec: Refining its Strategy
Vietor, Richard H.K.; Galef, JuliaCase HBS-708018-EStrategyChina's oil industry, with majority ownership vested in the government, had engaged in an "equity oil" strategy for the past few years--acquiring equity interests in oil producing nations including Sudan, Angola, and Iran. Outside critics, however, suggested that the Chinese companies could buy oil in the highly fungible global marketplace. But Sinopec, the nations largest refiner, was one of the three companies (together with PetroChina and CNOO...Starting at €8.20
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EY China (A): Strengthening Presence in a Critical Market
Nanda, Ashish; Narayandas, Das; Rohrer, LisaCase HBS-718464-EStrategySoon after being named regional managing partner for Ernst & Yong (EY) China in September 2009, Albert Ng reflects on the enormity of challenges facing the practice. Despite the commitment of EY Global to the China practice, post global financial crisis, EY China's growth agenda has been reversed. The smallest of the Big Four global accounting firms in China, EY China's reputation has weakened in the market, morale of its professionals has plumme...Starting at €8.20
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Essential Explorations at MUJI
Amano, Tomomichi; Narayandas, Das; Jinjo, Naoko; Kanno, AkikoCase HBS-520024-EMarketingLaunched as a private brand in 1980 to counter the increasingly brand-conscious consumer in Japan, MUJI offered beautifully designed, fairly priced, no-frills quality goods. The once modest private label brand with 40 products had expanded significantly bStarting at €8.20