Liu

Case Solution for Beijing Weihao Aluminum (Group) Co., Ltd.

Complete Case details are given below :
Case Name :      Beijing Weihao Aluminum (Group) Co., Ltd.
Authors :           Shengjun Liu
Source :             Ivey Publishing
Case ID :            905M64
Discipline :        Strategy
Case Length :    12 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Zhang Zhengxi resigned from a state-owned company (SOE) in 1992 and set up Nanchen Aluminum Ltd. in 1995. Through a combination of joint ventures and outsourcing, Nanchen Aluminum utilized external resources to expand its business. After a series of acquisitions, Zhang successfully established Beijing Weihao Aluminum Group, which had assets of 400 million yuan. At present, Weihao Group was planning to initiate two projects with a total investment of nearly 200 million yuan. Besides Weihao Group, Nanchen Aluminum also invested in three joint ventures: Tianhong Food Ltd., Tianhong Agriculture Ltd., and Nanchen Information Technology Ltd., The rapid expansion imposes a great challenge on Zhang’s management ability. Meanwhile, the so-called SOE syndrome appeared with the eclipse of enterprising stimulus, because most employees had been employed by SOEs before joining Weihao Group.
 
Click Here to place your order
 
OR
Place your order at casesolutionshub (AT)gmail(dot)com if you want to solve above case.
 
Cordially,
Case Solutions Hub

Case Solution for Tsingtao Brewery Co., Ltd. (A)

Complete Case details are given below :
Case Name :      Tsingtao Brewery Co., Ltd. (A)
Authors :           Shengjun Liu
Source :             Ivey Publishing
Case ID :            905M63
Discipline :        Strategy
Case Length :    32 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Tsingtao Brewery Co., Ltd., the most famous Chinese beer producer, was surpassed by Yanjing Beer in the mid-1990s due to an inefficient operations system and fierce competition from home and overseas competitors. From 1994 to 2002, Tsingtao Brewery took over 47 small and medium-size companies and regained its dominant position in the beer industry. However, the quick expansion incurred many problems–capital and managerial pool bottlenecks, cultural conflicts, multiple brands, low profitability, and the other ailments associated with being such a big company. In July 2001, general manager Zuoyi died suddenly of a heart attack and Jin Zhiguo succeeded Peng. Jin decided to transform the business strategy of Tsingtao Brewery from “growing large to become powerful” to “growing powerful to become large,” which focused on post-acquisition integration.
 
Click Here to place your order
 
OR
Place your order at casesolutionshub (AT)gmail(dot)com if you want to solve above case.
 
Cordially,
Case Solutions Hub

Case Solution for Tsingtao Brewery Co., LTD. (B)

Complete Case details are given below :
Case Name :      Tsingtao Brewery Co., LTD. (B)
Authors :           Shengjun Liu
Source :             Ivey Publishing
Case ID :            905M70
Discipline :        General Management
Case Length :    10 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Supplements the (A) case.
 
Click Here to place your order
 
OR
Place your order at casesolutionshub (AT)gmail(dot)com if you want to solve above case.
 
Cordially,
Case Solutions Hub

Case Solution for Sinyi Real Estate in Taiwan

Complete Case details are given below :
Case Name :      Sinyi Real Estate in Taiwan
Authors :           Terence Tsai, Borshiuan Cheng, Shubo Philip Liu
Source :             Ivey Publishing
Case ID :            908M77
Discipline :        General Management
Case Length :    20 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
As the economies of Greater China continued the process of rapid transformation and industrialization, newly industrialized countries (NICs), such as Taiwan and mainland China, experienced dramatic changes in their business settings. Accompanying the industrialization of east Asian economies, business ethics were in a state of flux, as traditional values were often swept aside to justify profit maximization. In this ever-changing business environment, what were the characteristics and benefits of Chinese business ethics? What role did they play? Could an integrity-based business practice serve as a source of competitive advantage? What business settings were supporting business ethics? Few studies have paid attention to these kinds of questions. Sinyi was one of the most successful real estate agent companies in Taiwan and mainland China. From a Confucian perspective, Sinyi’s founder cultivated a “people-centered” culture for both its customers and employees. By applying business ethics as a central differentiating strategy, Sinyi established an excellent corporate image and was regarded by many as the role model of responsible business. Sinyi service was regarded as premier in Taiwan. Its customer satisfaction rating was also far above the industry average. Trustworthiness and fair dealing were the company’s guiding principles. This was in contrast to the-then chaotic environment of the real estate industry in Taiwan, where basic trust between buyers and sellers was rare and deceit existed everywhere. Focusing on using business ethics as a central differentiating strategy, Sinyi had grown into Sinyi Group, which successfully integrated upstream, midstream and downstream industries and established a highly-acclaimed business model. Over the past two decades, Sinyi Group had expanded its operations to mainland China and forged an alliance with global real estate brokerage Coldwell Banker.
 
Click Here to place your order
 
OR
Place your order at casesolutionshub (AT)gmail(dot)com if you want to solve above case.
 
Cordially,
Case Solutions Hub

Case Solution for ASIMCO Technologies: 2005

Complete Case details are given below :
Case Name :      ASIMCO Technologies: 2005
Authors :           Xi Liu, Taehoo Kim, Liang Liu, Guangyu Nie, Wanhong Shao, Xiaotian Xie
Source :             Ivey Publishing
Case ID :            910A01
Discipline :        Marketing
Case Length :    15 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In April 2005, the chairman of ASIMCO Technologies, a company headquartered in China and supplying automotive components to both Chinese and global clients, was trying to decide on his company’s reaction to the Chinese government’s latest regulations on auto emissions. Guo-san (National Standards III) was to take effect on August 1, 2008. By that date, automakers would not be allowed to supply the Chinese market with non-Guo-san-compliant products. ASIMCO’s major diesel engine customers had already sent requests for upgraded engine components to ASIMCO as well as other suppliers. While three technologies seemed to provide the Chinese market with a solution, divergent views existed among the management team as to where ASIMCO should focus to enhance the fuel systems that it supplied. The case can be used in an international marketing course (in sessions on product strategy in developing market or customer relations in industrial marketing).
 
Click Here to place your order
 
OR
Place your order at casesolutionshub (AT)gmail(dot)com if you want to solve above case.
 
Cordially,
Case Solutions Hub

Case Solution for China Merchants Bank: Business Model Transformation

Complete Case details are given below :
Case Name :      China Merchants Bank: Business Model Transformation
Authors :           Mingkang Liu, Hugh Thomas, Gang Du
Source :             Ivey Publishing
Case ID :            W14297
Discipline :        Finance
Case Length :    16 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The chairman and chief executive officer of China Merchants Bank (CMB) had led CMB through a decade of rapid development, implementing two transformations to save capital, develop culture and serve the financial needs of China’s new businesses and consumers. Notwithstanding successes, however, CMB’s capital constraint was biting and the stock market was punishing CMB’s shareholders. Slower domestic growth, an uncertain international economy and increased government regulation increased the challenge facing the chairman: to set CMB’s future strategy.
 
Click Here to place your order
 
OR
Place your order at casesolutionshub (AT)gmail(dot)com if you want to solve above case.
 
Cordially,
Case Solutions Hub