Chinese Businesses Case Centre

Case Collection

Case Collection

Copyright 2010-2015 Chinese Businesses Case Centre, School of Business, Hong Kong Baptist University. All rights reserved.

English Cases

Chen, Y. Y., Chan, A. K. K., Young, M. N. "Geely Automotive: To Survive in Local and Global Market"
This case illustrates Geely Automotive, China's largest privately owned automaker, with a focus on its localization and globalization strategies. Geely's success was rooted in its focus on effective corporate sustainability strategies to maintain competitiveness in domestic market. Specifically, Geely emphasized greatly on Research and Development (R&D), corporate social responsibility (CSR), and local market development. For instance, Geely had been putting more than 10% of its annual sales revenue into R&D. In 2009, over RMB1.2 billion (US$179.4 million) was invested in R&D to back up its independent development path. Additionally, Geely had opened several educational establishments and started charitable foundations to assist in educating the needy. In terms of domestic market expansion, Geely had been on the fast track for expansion. By 2010, there were more than 8 million Geely cars on the road and the company's trademark was well recognized throughout China. Geely also showed its ambition in global market expansion. In 2009, Geely made a big step toward international expansion by acquiring Volvo Car Corporation. This US$1.8 billion acquisition was at that time, the largest cross-border acquisition by Chinese private-owned enterprise. However, to realize its globalization, Geely encountered great challenges, such as 1) quality and safety, 2) post-acquisition integration of Volvo acquisition, 3) the shrinking US automotive market, 4) lack of innovation and pirating of designs, 5) meeting environmental protection agency (EPA) standards, 6) distribution problems, and 7) RMB revaluation. Therefore, despite its success in domestic market, Geely still had a long way to go to realize its dream on the global stage.

中文案例

Wang, L. N., Chan, A. K.K. Shi. Y. Z. "谁动了我的员工:迅达科技人才流失的困惑与解决方法"
企业发展到了一定的阶段,即使拥有众多优势,也仍然会存在发展瓶颈。迅达科技股份公司在金融软件行业中处于领先地位,大量高端的技术人才是其核心竞争力,其主要的客户是金融证券类企业。在金融证券行业迎来巨大发展机遇的同时,迅达科技股份有限公司一方面由于所处行业的特殊性,业务高速发展,公司收入大幅度提高,企业盈利能力增加,另一方面由于服务的对象─证券行业待遇卫星式的增长,造成迅达公司部分技术人员流动到证券行业,对迅达的人力资源管理造成了很大的冲击,给公司经营带来了巨大的压力。 本案例体现了迅达科技所处的矛盾,一方面公司拥有良好的市场前景和机遇,一方面却遇到了人力资源短缺的状况。我们通过调研内部制度、内部访谈、问卷调查等形式搜集了大量的信息,从人员的年龄、司龄、专业结构等方面对迅达的人员流失状况进行了详尽的分析,从组织结构、职位管理、薪酬激励制度、职业发展规划等方面深入分析了导致迅达人员高流失率的根本问题——人力资源管理问题,并针对上述问题提出了通过内外部变革而改进迅达公司人力资源问题的建
Wang, L. N., Chan, A. K.K. Shi. Y. Z. "南宁百货:老牌百货何去何从?"
中华老字号南宁百货,经过半个世纪的发展奠定了其南宁商业零售业巨头的地位,其优质的品牌形象,便捷的地理位置以及丰富的产品选择深受当地居民的推崇。然而,2008年末席卷全球的金融海啸,将其余威带给了南宁零售业。在外患的作用下,内忧也隐患也凸现出来。作为国企,南宁百货的组织架构不清晰,人力资源系统混乱等问题都给企业的发展蒙上了阴影。而恰如其来的金融危机,也伴随着私营零售商,以及外企零售巨头的入市,对南宁百货形成了前所未有的冲击。但同时,城市居民消费水平的飞速增长,农村消费力的提升,中国入市东盟落户南宁,还有一系列有利于零售业发展的政策法规等外界刺激条件,为南宁百货的进一步发展提供了可能。复杂的形式也给管理层出了个难题,错综复杂的因素都促使管理层理清思路,考虑企业下一步的发展策略,是改革还是稳定现状,如果改革又将如何调整从而确保其竞争优势。笔者从南宁百货的背景及内部经营状况入手,结合外部行业市场分析,通过管理层之间的意见碰撞来展示案例的错综复杂,力求提供最真实的材料,以供使用者讨论。企业也会结合案例适当提出观点和建议。
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