Ivey Business School (Canada)
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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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Feihe: Strategic Adjustment under a Pandemic Crisis - Teaching Note
Haifen Lin; Xiangli Xuan; Yunqing Ma; Youbin LengTeaching Note IVEY-8B21M064-EStrategyTeaching note for product 9B21M064.Starting at €0.00
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DBS Bank Ltd.: How to Accelerate Digitalization
Ning Su; R. ChandrasekharCase IVEY-W25312-EInformation Technologies, StrategyIn June 2020, the head of Customer Centre at DBS Bank Ltd. (DBS), the largest commercial bank in Singapore, was wondering how to leverage the bank’s current success in digitalization to create a competitive advantage. As a business leader, she was facing major decision points. How could she increase awareness of the bank’s digital assets among existing customers? How could she further digitalize the customer centre? In addition, the COVID-19 glob...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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SWISSBO: Strategic Risk or Opportunity?
Mary M. Crossan; R. ChandrasekharCase IVEY-W34743-EEntrepreneurship, StrategyIn March 2021, the wholesale distributor of home décor products SBO Distributors Ltd. (or SWISSBO), based in Vancouver, Canada, was considering an opportunity for strategic analysis. The firm was at a crossroads in light of the COVID-19 pandemic. The pandemic had led to a setback in the company’s revenues and margins—seemingly, a temporary setback. The wholesaler was now facing a make-or-break dilemma that involved a new growth opportunity to mov...Starting at €8.20
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Worn Again Technologies: Replicating a Circular Model - Teaching Note
Nadine de Gannes; R. ChandrasekharTeaching Note IVEY-W33925-EStrategyTeaching note for product W33924.Starting at €0.00
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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 - Teaching Note
Haifen Lin; Yanfang Hu; Xianhong TangTeaching Note IVEY-8B21M029-EStrategyTeaching note for product 9B21M029.Starting at €0.00
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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