Ivey Business School (Canada)
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Relying On External Knowledge For Competitive Advantage: Why It Might Not Work
Hari Bapuji; David Loree; Mary M. CrossanArticle IVEY-9B11TC05-EStrategyMany managers believe that the acquisition and application of knowledge from external sources will have a clear impact on firm performance and innovation, yet little research exists that helps managers determine the impact of that knowledge. This article seeks to examine whether the use of external knowledge delivers the competitive advantage often claimed. It explains that the outcome of using external knowledge sources may not be positive, and ...Starting at €8.20
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Konica Minolta Business Solutions (HK) Ltd.: Pioneering Corporate Social Entrepreneurship
Kevin Au; Rebecca ChungCase IVEY-9B19M008-EEntrepreneurship, StrategyKonica Minolta Business Solutions (HK) Ltd. was likely the first multinational corporation in Hong Kong to put the ideas of corporate social enterprising into practice. Its new service business that was launched in 2014 (the i-Transform Station) employed so-called “hidden youths”—disadvantaged individuals who refrained from joining mainstream society—empowering them to reconnect with society. While the initiative drew the attention of the company...Starting at €8.20
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Ho Tak Kee Book Co. Ltd. - A Third Generation at a Crossroads (B)
Kevin Au; Barbara LiCase IVEY-9B09M033-EEntrepreneurship, StrategyHo Tak Kee, originally a professional publisher and printer that started back in the 1950s in Hong Kong, faced static performance for decades. This forced the founder and grandfather of the family to decide to close down the printing department. This decision pushed his youngest son, On-ping, to a critical point resolving whether and how to continue the family business. Under pressure, On-ping turned to his son John for support but the request pu...Starting at €5.74
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TeaBox - Running Tuck Shops in Hong Kong Schools (B)
Kevin Au; Mingles TsoiCase IVEY-9B08M033-EEntrepreneurship, StrategyThis is a supplemental case to TeaBox - Running Tuck Shops in Hong Kong Schools (A), product 9B08M032. TeaBox management had identified employee dissatisfaction as a major reason for its poor first-year evaluation. Manpower reallocation was seen as a key success factor, and properly executed it could prove to the stakeholders that it was capable of running a successful social venture. The superintendent of TeaBox formed a committee to decide upon...Starting at €5.74
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Right Clients, Right Way: Successes and Challenges of Brand Consultant Tommy Li
Kevin Au; Bernard Suen; Na Shen; Justine TangCase IVEY-9B10M101-EEntrepreneurship, StrategyTommy Li was a designer and brand consultant renowned for his black humour and bold visual impact. With business spanning Hong Kong, China, Macau, Japan, and Italy, Tommy Li was one of the few Hong Kong designers to have entered the international market. In his ten years of experience as a design staff member, Li learned that getting the right clients was the key to a successful design consultancy business. Therefore, Li set up his own company to...Starting at €8.20
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Occupy, Economic Inequality, and Business Initiatives: Insights from India
Hari Bapuji; Suhaib RiazArticle IVEY-9B12TA02-EStrategy“Occupy” movements highlighting economic inequality, such as Occupy Wall Street, have quickly spread around the world. But they have not appeared in several countries, with one interesting example being India. How have businesses in India coped with the dual pressures of enhancing shareholder wealth leading to economic growth and operating in a society with a high level of inequality? Can businesses in the developed world learn from Indian enterp...Starting at €8.20
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TSL Jewellery: An Innovator Across Generations
Kevin Au; Andrew C.F. Chan; Howard Lam; Cinty LiCase IVEY-9B15M017-EEntrepreneurship, StrategyFollowing a leadership crisis, the chairman of Tse Sui Luen Jewellery (TSL) had revitalized the company and now wondered which initiatives TSL should tackle next. An event showcasing TSL’s newest designs had been the latest push in her campaign to renew the family business, which was renowned for its entrepreneurial and innovative spirit. With the upcoming year promising to be a busy one, the chairman and her management team must plan and impleme...Starting at €8.20
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Internationalization of Koyo Jeans from Hong Kong
Kevin Au; Bernard Suen; Na Shen; Justine TangCase IVEY-9B11M053-EEntrepreneurship, Marketing, StrategyWilliam Cheung owned an apparel wholesaler and a boutique shop that sold his clothing designs in Hong Kong. After attending a fashion exhibition in France, he realized his products were lacking compared to European brands. This experience motivated him to improve his jeans designs, and he soon registered “Koyo” as an independent company. He went on to become the first Hong Kong designer embraced by the French department store Galeries Lafayette. ...Starting at €8.20
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Dialogue in the Dark, Hong Kong: A Role Model for Social Enterprises in the Making
Kevin Au; Anna Po Yung Tsui; Elsa Tsz Ying ChanCase IVEY-9B12M018-EEntrepreneurship, Leadership and People Management, StrategyDialogue in the Dark Hong Kong Limited (DiD HK) is a social enterprise founded in August 2008 that uses exhibitions and workshops to raise the public’s awareness of the disadvantaged and provide jobs for the blind. It also aims to achieve financial success and sustainability, and provide dividend payouts to investors. In the first two years of operation, DiD HK’s innovations attracted many participants and created jobs for visually impaired emplo...Starting at €8.20
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Patanjali: Swadeshi Jeans or Foreign Shores
Rod E. White; Hari Bapuji; Marissa SanwaldCase IVEY-9B17M079-EEntrepreneurship, StrategyOver the past five years, Patanjali Ayurved Ltd. (Patanjali) had emerged as a major player in India's fast-moving consumer goods industry. Building on the capabilities of its two founders, the company had differentiated its products with a unique mix of Indian nationalism, yoga spiritualism, and natural/Ayurvedic ingredients. In combination with its low-price and low-cost position, this strategy had challenged the incumbent multinational and conv...Starting at €8.20