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Dalian Xinhe Leather Clothing: Strategic Transformation in Response to COVID-19
Haifen Lin; Sun Zhou; Xiangtong LiuCase IVEY-9B21M017-EStrategyFounded in 2000, Dalian Xinhe Leather Clothing Co. Ltd. (Dalian Xinhe) mainly produced men’s and women’s leather clothing; it had become the largest leather garment manufacturer in northeast China. At the beginning of 2020, in response to the COVID-19 pandemic, Dalian Xinhe began to produce medical protective clothing, which brought the company through the business challenges created by the pandemic and earned it wide recognition from the governm...Starting at €8.20
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Suning Logistics: Transformation of Retail Logistics
Haifen Lin; Li LiCase IVEY-9B20M181-EStrategySuning Logistics, a retail logistics enterprise, was located in Nanjing, Jiangsu, China. As a subsidiary of Suning Holding Group (Suning), Suning Logistics represented the core competitiveness of Suning in occupying the leading position in China's retailStarting at €8.20
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Good Intentions Gone Awry at the National Kidney Foundation
Hwee Sing Khoo; Audrey Chia; Vivien K. G. LimCase IVEY-9B10M017-ELeadership and People Management, StrategyThis case illustrates the rise and fall of the former chief executive officer (CEO) of the National Kidney Foundation (NKF) Singapore, T.T. Durai. In June 2007, Durai was charged with corruption and sentenced to three months in jail. Just less than two years prior, he had been the prolific CEO who had transformed the NKF from a small foundation into Singapore's largest charity, with 21 dialysis centres. Durai spent 37 years of his life volunteeri...Starting at €8.20
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GoldenHome: The Dilemma of High-End Strategic Positioning
Haifen Lin; Xiangtong LiuCase IVEY-W33849-EDecision AnalysisSince its establishment in 1999, Xiamen Golden Home Co., Ltd. (GoldenHome) had adopted a high-end strategic positioning for its professionally produced kitchen cabinets. The company had first established a high-end brand image by differentiating its service and providing consumers with the ultimate full-process shopping experience. It had then consolidated a high-end perception of its products in the minds of its target customers by continuously ...Starting at €8.20
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Leasun:Digital Transformation of a Traditional Canned Food Company
Haifen Lin; Xiangtong LiuCase IVEY-W25048-ELeadership and People Management, StrategyFounded in 1996, Dalian Leasun Food Co., Ltd. had become one of the largest canned food manufacturers in northeast China by 2020. In 2016, it began a digital transformation, adopting digital technologies such as data mining and cloud computing. The companStarting at €8.20
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Zhuyeqing Tea Co.: Reassessing Strategic Direction
Haifen Lin; Yanfang Hu; Fen Hu; Xianhong TangCase IVEY-9B21M029-EStrategyIn 2018, the chairman of Sichuan Mt. Emei Zhuyeqing Tea Co., Ltd. (ZT), a tea enterprise founded in 1998, faced a strategic decision. ZT had become an economic entity in China, having successfully integrated tea plantation, cultivation, processing, and marketing. Since 2013, however, ZT had experienced sluggish growth. According to a third-party research report, the company’s development bottleneck was caused by fuzzy strategy and an out-of-focus...Starting at €8.20
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Feihe: Strategic Adjustment under a Pandemic Crisis
Haifen Lin; Xiangli Xuan; Yunqing Ma; Youbin LengCase IVEY-9B21M064-EStrategyWhen the outbreak of COVID-19 in early 2020 affected commercial circulation in various regions around the world, Heilongjiang Feihe Dairy Co. Ltd. (Feihe), a leading Chinese dairy company, had been facing difficulties for a while. The company’s enterprise strategy was actively adjusted, and various measures were taken to protect the company’s supply of raw materials and the business operations of its production, distribution logistics, sales, and...Starting at €8.20
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KUB: Brand Marketing on New Media
Yibo Lyu; Li Li; Qing Liu; Shaojie Han; Haifen Lin; Jianen SunCase IVEY-9B20A051-EMarketingHangzhou Kub Baby Products Co. Ltd. (Kub), an e-commerce company established in 2009, sold maternal and child products. After a decade of development, Kub had earned praise from customers for the high-value, high-quality, and cost-effective products it soStarting at €8.20
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Food for Thought: The 2008 China Milk Scandal
Vivien K. G. Lim; Rashimah Rajah; Smrithi PrasadCase IVEY-9B12C047-ELeadership and People Management, StrategyIn 2008, a scandal in China involving milk products tainted with melamine (a chemical used in plastic production) brought regional and global attention to the country. More than 290,000 infants were affected and several died. At a time when international trade was important for China’s economic development, the tainted milk scandal raised concerns about the safety of products and food made in China. The case illustrates how the pressure of rapid ...Starting at €8.20
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Singapore Mass Rapid Transit: Going Off Track
Vivien K. G. Lim; Nikodemus JayaCase IVEY-9B15C006-ELeadership and People Management, StrategyIn January 2012, Singapore Mass Rapid Transit (SMRT) Corporation’s chief executive officer resigned after two major breakdowns on the North-South Line in December 2011. SMRT was a public transport operator in Singapore, with a transportation network that comprised buses, trains and taxis. The two breakdowns were arguably the largest public transportation incidents in Singapore’s history, prompting public outrage and heavy criticism of the CEO’s q...Starting at €8.20