Ivey Business School (Canada)
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Maersk’s Non-Market Strategy Towards State-Owned Chinese Rivals
Bent Petersen; Toshimitsu Ueta; Mathias Sandholt Knauf; Anna Boysen LauritsenCase IVEY-W25258-EStrategyAfter the 2008–09 financial crisis, the Chinese shipping industry grew markedly and took on a more dominant role in global shipping. As a result, it was felt by some that China’s state-driven economic model had possibly created an unequal playing field. Under the political agenda of the Belt and Road Initiative, specifically the Maritime Silk Road, Chinese state-owned enterprises acquired strategic infrastructure assets, establishing a global net...Starting at €8.20
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Kutesmart: The Digital Transformation of Apparel Manufacturing
Ning Su; Dongxiao Qiu; Jingyu Sun; Licong ZhangCase IVEY-9B19M041-EEntrepreneurship, StrategyIn 2017, Chinese clothing manufacturer Qingdao Kutesmart Co. Ltd. (Kutesmart) had been transformed into a customer-to-manufacturer platform company, where customers could order individualized products directly from the makers over the Internet. Since 2000, Kutesmart had been upgrading its information system as its business strategy evolved, and the company had become a widely known, successful case study of mass-customization-based manufacturing ...Starting at €8.20
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Kutesmart: The Digital Transformation of Apparel Manufacturing (Spanish Version)
Ning Su; Dongxiao Qiu; Jingyu Sun; Licong ZhangCase IVEY-9B19MS041Entrepreneurship, StrategyIn 2017, Chinese clothing manufacturer Qingdao Kutesmart Co. Ltd. (Kutesmart) had been transformed into a customer-to-manufacturer platform company, where customers could order individualized products directly from the makers over the Internet. Since 2000Starting at €8.20