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Principles of World-Class Execution: Winning in China
Hexter, Jimmy; Woetzel, JonathanBook Chapter HBS-4492BC-EFor multinational companies in China, the rapid evolution of markets and competition overwhelmingly demands an exacting focus on world-class execution. This chapter highlights the principles that should guide the efforts MNCs make as they ratchet up their ability to execute in China. This chapter is excerpted from "Operation China: From Strategy to Execution."Starting at €8.20
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The Next Advantage for Manufacturing: Winning in China
Hexter, Jimmy; Woetzel, JonathanBook Chapter HBS-4495BC-EAs competition intensifies in China's new markets, pressures will mount on companies to improve their execution in every aspect of manufacturing. This chapter looks at how some companies have successfully tailored operations to the local realities of China. This chapter is excerpted from "Operation China: From Strategy to Execution."Starting at €8.20
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Talent Holds the Key: Winning in China
Hexter, Jimmy; Woetzel, JonathanBook Chapter HBS-4498BC-EInside multinational companies that are playing to win in China, there is growing recognition that having a balance of global and local staff for important positions is effective for achieving the kind of creative insights needed to make fast, competitive judgments. This chapter is excerpted from "Operation China: From Strategy to Execution."Starting at €8.20
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bKash: Financial Technology Innovation for Emerging Markets
Ishtiaq P Mahmood; Marleen Dieleman; Narmin TartilaCase IVEY-9B17M097-EEntrepreneurship, StrategyThe founder of bKash Limited (bKash), a successful mobile financial services (MFS) model pioneered in Bangladesh, built the company from scratch, targeting services at the lower socioeconomic segment of society and eventually acquiring 26 million customers. bKash has had a positive impact on the lives of countless poor people and has gained worldwide recognition for its innovative business model. The model required close collaboration with teleco...Starting at €8.20
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Sheng Siong Supermarket: Building and Sustaining Competitive Advantage
Yi Rong Loh; Ye Jun Lee; Marleen DielemanCase IVEY-9B14M108-EEntrepreneurship, StrategySheng Siong was the third-largest supermarket chain in Singapore. Its chief executive officer co-founded it with his two brothers in 1985. Sheng Siong’s business model was well suited to cater to the price-sensitive and more traditional customer segment in Singapore, with a dominant presence in suburban areas called “heartlands.” It also had a unique corporate philosophy, which was influenced by the personal values of its founding family. However...Starting at €8.20
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Rodamas Group: Designing Strategies for Changing Realities in Emerging Economies
Marleen Dieleman; Shawkat KamalCase IVEY-9B09M049-EStrategyBy 2008, Rodamas Group, owned by the ethnic Chinese Tan family, was one of the top-20 business groups in Indonesia. The company started as a trading firm in 1951 and, over time, became a joint venture partner in manufacturing businesses with a range of mainly Japanese partners. In the 1980s, the company transferred to the second generation leader. The businesses included glass manufacturing (with Asahi), personal care products (with Kao), packagi...Starting at €8.20
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Multistrada Agro International: Non-Market Strategy in Indonesia
Marleen DielemanCase IVEY-9B17M007-EEntrepreneurship, StrategyIn 2016, a personal threat was made against the managing director of Multistrada Agro International, an Indonesian industrial forestry firm. The permits for the firm’s new rubber plantation overlapped with an existing palm oil plantation and the activities of local villagers, and also drew concern from outsiders who claimed to have rights over the land or wished to protect the environment. In sum, the venture altered the delicate balance of confl...Starting at €8.20
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The IOI Group: Creating a Malaysian Palm Oil Multinational
Marleen Dieleman; Megha MittalCase IVEY-9B10M068-EStrategyThe case discusses the story of the IOI Group, one of the largest palm oil players in Malaysia, which has seen rapid growth in the past two decades. Family-controlled since 1982, the IOI Group's main businesses initially were property and palm plantations. As a relative latecomer in the palm oil industry, it grew both organically and through acquisitions, and, in 2010, had sales of about US$4.3 billion and employed 30,000 people. Over the years, ...Starting at €8.20
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City Developments Limited’s Internationalization: Chinese Property Troubles Hit the Third Generation
Marleen DielemanCase IVEY-W27232-EAccounting and ControlThe case describes the family tensions and corporate crisis at City Developments Limited (CDL), a large and well-reputed Singaporean property firm that was the flagship company of a larger family-controlled business group. The gradual transition to the third-generation leader was marked by an aggressive growth strategy in China, which unravelled when the Chinese property sector experienced headwinds and CDL’s Chinese joint venture partner experie...Starting at €8.20
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Family Business Succession in Asia
Marleen Dieleman; Jonathan Ho Wye KitCase IVEY-9B12M038-ELeadership and People Management, StrategyThe Wang Group was created by Alfred Wang in Hong Kong after fleeing China during the turbulence at the beginning of the Communist regime. After successfully building up a diversified trading business and expanding to various other Asian countries, the business was taken over in 1995 by his second son, Charles Wang, a charismatic leader. Charles wished to create a more sustainable family business, attuned to global trends and run by non-family me...Starting at €8.20