案例成果

摘要： ZOLOZ, a biometrics platform within the Chinese technology provider Ant Group, served more than one hundred million overseas users with its advanced biometrics identification technology. In 2018, ZOLOZ’s general manager was appointed to promote the company’s facial recognition technology overseas, extending the company’s global ambitions. ZOLOZ aimed to not only increase its user base but also promote the growth of electronic Know Your Customer (e-KYC) processes. The company successfully expande

摘要： The president of Siyuan Energy (Siyuan) faced the long-standing problem of a very high rate of top management turnover. By 2019, Siyuan had grown to five hundred employees and ¥170 million in revenue; however, over the past decade, the turnover rate of executives had grown dramatically. Few of the externally hired executives lasted even a year, and now a number of long-time internal executives were also leaving. Morale was declining at the same time that the company was facing growing competitio

摘要： James Han, director of strategy and planning at CHINT Group, needed to select the new country manager for the group's branch in Saudi Arabia. The branch was expected to become CHINT's regional hub for the Middle Eastern market, but the incumbent country manager lacked the necessary leadership skills. Han was considering two candidates: Wendy Sun, the country manager in Turkey, and Jack Ma, the country manager in Egypt. Both branches had achieved outstanding business growth under the lead

摘要： Tire-building machinery producer Safe-Run Group (Safe-Run) was a second-tier supplier in the automotive industry. Responding to “green supply chain” initiatives in the industry, including by Safe-Run’s major clients, the company started working on a new environmentally friendly meridian machine. The results of a pilot test led by Zhijun Li, vice-president and head of research and development at Safe-Run, proved very promising both in terms of energy consumption and productivity, yet senior manag

摘要： 本案例介绍了飞利浦电动牙刷的产品线，阐述了中国电动牙刷的行业发展状况以及飞利浦电动牙刷在激烈的竞争格局下市场覆盖策略所面临的困境。飞利浦旗下的第一代声波振动牙刷2000年问世，作为首批进入中国市场的外资品牌，其电动牙刷曾占据国内市场份额的半壁江山。面对国内本土电动牙刷品牌的快速崛起，飞利浦先后推出了17个主要的产品系列以覆盖电动牙刷市场，然而其整体市场份额却逐年下降，是维持还是优化市场覆盖策略是飞利浦电动牙刷目前需要决策思考的问题。本案例素材源于企业一手实地访谈与二手公开资料，案例旨在帮助学生加深对产品组合、STP理论以及市场覆盖策略的理解与认识，明确飞利浦电动牙刷优化市场覆盖策略的可能路径以及实施要点。

摘要： Tire manufacturer Linglong initiated its green supply chain management (GSCM) program in 2018. By extending the ongoing green practices from within the organization to external supply chain partners, Linglong developed a green concept based on the entire product life cycle, which involved materials suppliers, equipment suppliers, distributors, and other stakeholders. After a one-year trial, the company saw an opportunity to mitigate the environmental risks in the supply chain and to enhance both

摘要： 一支雪糕售价高达66元，仍被抢购一空。成立短短3年内，迅速成为行业领军品牌。钟薛高是如何做到的？本案例以国潮网红雪糕品牌钟薛高为研究对象，介绍钟薛高从行业竞争激烈、品牌格局稳定的雪糕红海市场中迅速崛起的密码：以Z世代青年群体为目标消费者，切入高端雪糕市场，在精准定位的基础上，打造高品质中式雪糕并弱化产品季节限制；以创新产品设计，配合广泛的渠道布局和出色的市场营销，在成立短短3年内，迅速成为行业领军品牌，甚至引领了雪糕这一成熟品类的变革。本案例在总结汲取钟薛高成功方法的同时，探讨钟薛高快速爆红后面临的考验和解决方法，旨在为其他新兴品牌发展提供宝贵、可借鉴的经验和指导。

摘要： 1931年成立的百雀羚公司是中国最早的化妆品公司之一，古韵古香的小蓝罐，承载着几代人的芳香记忆。百雀羚近百年的发展史并不是一帆风顺的，面临消费者的需求升级和外资品牌的挑战，百雀羚一度陷入沉寂。从2008年起，百雀羚通过优化品牌矩阵、向草本护肤方向进行产品改良、商超渠道与线上渠道并行，不断开拓市场，并采取创意广告、跨界联名等营销活动，逐步摆脱了老气过时的品牌形象，重获消费者青睐。但短暂的辉煌过后，百雀羚品牌又一次陷入困境，天猫双十一销量排名逐年下滑。百雀羚的活化策略为何失效？全面摒弃传统产品的做法是否合理？如何度过当下的经营困境？这些都是百雀羚当前需要慎重思考的问题。

摘要： 本案例展示了2016—2021年间，中国民营制造企业正泰集团在埃及的合资工厂准备筹建、开业磨合、运营优化过程中发生的故事。案例以埃及工厂建设为主线，以正泰国际总裁Lily和埃及工厂总经理姜涛为主人公，围绕人力资源管理和跨文化管理相关主题，涵盖了招聘选拔、培养开发、绩效考核、团队管理、冲突与沟通等方面的内容。案例揭示了中国企业国际化过程中人力资源管理的独特做法，这些做法既给中国企业出海带来了良好的绩效，也显示出鲜活的生命力。正泰管理者所采用的具有中国文化特色的人力资源管理思路和做法是否可以复制、推广？能否在民营企业国际化的道路上持续发挥作用？案例给企业管理者和管理学者带来了一系列值得思考的问题。通过案例分析，有助于学员总结提炼具有中国文化特色的国际人力资源管理规律，思考跨文化管理的情境化特点，提升冲突管理及沟通技能。

摘要： Amazon.com Inc. (Amazon), the Seattle-based e-commerce giant, leaped into China with a buyout of Joyo.com Limited, China’s largest online book, music, and video retailer, in 2004. Amazon had the ambition of becoming the dominant online retailer in China by capitalizing on its globally recognized brand, cutting-edge technologies, and advanced business model and philosophy. In the following years, China’s e-commerce industry experienced exponential growth, representing a golden opportunity for tec

摘要： Huluwa Technology Co. Ltd. (Huluwa) was a small manufacturer of children’s smart watches in China. The company’s smart watches could be monitored by parents in real time through an application installed on their phones. The product design, application development, raw material procurement, and cloud service were all operated by Huluwa, while production was outsourced to a factory. Huluwa mainly relied on its offline channels to sell products. In April 2016, looking back at the first-quarter data

摘要： Jinrun Li, chief operating officer for Goodbaby Group (Goodbaby), had to make a decision about opening a new store in a high-end mall in Shanghai, China. Goodbaby was going to manage the store for one of its clients, who had its own specifications for the dimensions and product range of the store. However, the floor space available was too small to accommodate the preferred proposal from Goodbaby’s marketing department. Based on a recent pilot project, Li considered adopting a new supply chain s