Taiwan

Case Solution for The Wowprime Corp.: The Owner of Multiple Restaurant Brands in Taiwan

Complete Case details are given below :

Case Name :      The Wowprime Corp.: The Owner of Multiple Restaurant Brands in Taiwan
Authors :           Shih-Fen Chen, Hui-Mei Liu
Source :             Ivey Publishing
Case ID :            W12193
Discipline :        International Business
Case Length :    19 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
This case covers the story of Wowprime Corp., a Taiwanese food service company that grew from a single-restaurant operation in 1993 to a conglomerate that owned hundreds of restaurants in 2011. The uniqueness of Wowprime’s growth was its multiple-brand strategy, where the company introduced 11 restaurant brands in total, each with a unique customer value proposition. The décor, menu, and price point also varied across all brands, each catering to specific segments of Taiwanese consumers. All brands, while being positioned distinctly in the market, also had certain commonalities in their operations within the group.
 
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Case Solution for Taiwan Taxi’s iCall System: Realizing the Value of GPS-Dispatch Systems

Complete Case details are given below :

Case Name :      Taiwan Taxi’s iCall System: Realizing the Value of GPS-Dispatch Systems
Authors :           Deborah Compeau, Rueylin Hsiao, Sheng-Tsung Hou
Source :             Ivey Publishing
Case ID :            909E21
Discipline :        Information Technology
Case Length :    21 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The chief executive officer (CEO) of Taiwan Taxi must assess the adoption of iCall by the firm’s taxi drivers. When originally conceived, iCall was supposed to be the basis for substantial growth in the number of taxi drivers signing up with Taiwan Taxi. But even after many years, adoption still lags behind the plan. The CEO must assess the reasons for the slower adoption of iCall and make recommendations on whether to revise the goal or improve adoption in order to meet it. The case demonstrates the many complexities involved in realizing business value from the adoption of information technology.
 
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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.
 
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Case Solution for HTC Corporation: A Smartphone Pioneer From Taiwan

Complete Case details are given below :
Case Name :      HTC Corporation: A Smartphone Pioneer From Taiwan
Authors :           Lien-Ti Bei, Shih-Fen Chen
Source :             Ivey Publishing
Case ID :            W11227
Discipline :        General Management
Case Length :    22 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The case describes how HTC, a pioneer of mobile computing from Taiwan, evolved from a local subcontractor of PDA (personal data assistant) to a global contender of smartphone. It analyzes the successful transition of the company from an anonymous supplier of Western clients (such as HP and Palm) to a brand marketer that is considered a major threat to Apple Computer (from its founding in 1997 to 2010). The key issue in this case is the introduction of the HTC brand carried by products delivered to network operators worldwide, such as AT&T, British Telecom, NTT DoCoMo, Rogers, Verizon, Vodafone, and so on. Unlike most subcontractors in the East that encountered strong resistance or even harsh retaliation from their current clients, HTC had the blessings of many Western buyers in the introduction of its own brand name. This case identifies the structural issues between a subcontractor and a client that can potentially dictate the branding status of the final product sold to end-users, namely, when a subcontractor should remain anonymous to end-users and when it should appeal to end-users by branding its own product.
 
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Case Solution for 3M Taiwan: Product Innovation in the Subsidiary

Complete Case details are given below :
Case Name :      3M Taiwan: Product Innovation in the Subsidiary
Authors :           Christopher Williams, Liaw Emily
Source :             Ivey Publishing
Case ID :            W11460
Discipline :        General Management
Case Length :    14 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
On January 17, 2005, the function head in the Health Care Business in 3M Taiwan, found himself in a meeting with the Acne Dressing project team. In 2004, the function head initiated a project team to exploit local market needs for 3M Hydrocolloid Dressing, a technology that existed in the company for many years without any practical applications. The local project team suggested applying the material for acne treatment. The product would be known as Acne Dressing. There was no standardized solution for acne treatment in Taiwan. If developed, Acne Dressing would be a brand new product in the local market. The biggest challenge would be how to change local consumer behaviors on new acne treatment products. In addition, since there were no similar products in the market, the project team only had limited information. The potential sales and volume estimation were all uncertain. If the local development were to be launched, Acne Dressing would be 3M’s first product application from Hydrocolloid Dressing technology. With little previous experience in product development and no similar products existing in the market, the function head had to decide fast whether to proceed with this new product development. Should the team carry on with the project? If so, what options did the local project team have? What kind of resources and support should the local Health Care business segment seek from the headquarters for the product development? Should the local product development collaborate with other subsidiaries?
 
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Case Solution for 7-Eleven in Taiwan: Adaptation of Convenience Stores to New Market Environments

Complete Case details are given below :
Case Name :      7-Eleven in Taiwan: Adaptation of Convenience Stores to New Market Environments
Authors :           Shih-Fen Chen, Aihwa Chang
Source :             Ivey Publishing
Case ID :            W12804
Discipline :        Marketing
Case Length :    24 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The case portrays the expansion of 7-Eleven to Taiwan and the adaptation of the store format by its local franchisee to a new market environment. The core issue in this case is the balance between standardization and localization in business-format franchising across national borders. Keeping only the store logo and the convenience concept that was well-established in the United States, the local franchisee of 7-Eleven in Taiwan re-formatted almost all aspects of the store chain, including its positioning, location, layout, product offerings, etc. In addition, 7-Eleven in Taiwan introduced a wide variety of new services to handle daily chores for its customers, ranging from e-commerce (train or movie tickets), e-payment, mobile communications, pickup/delivery to taxi services. The local franchisee, President Chain Store Corp. (PCSC), seemed to have struck the right balance between standardization and localization that allowed it to use service differentiation to gain competitive advantages over its rivals. In about three decades, it grew from zero to nearly 5,000 stores in Taiwan with over 50 per cent of the market while expanding its reach to China and Thailand.
 
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