Abstract

The case consists of both A and B minor cases, which focus on decision-making optimization and service innovation business models related to logistics and big data. Case A – standing in the present and looking into the past – is a descriptive one, which mainly represents the service platform of fourth-party logistics, and is targeted at the main progress of the past 12 years made by Yiliu Technology Co., Ltd (hereinafter referred to as Yiliu Tech). It starts from opening up physical data and business process data via various software and hardware technologies. Then, through the analysis and application of logistics big data of different areas, it provides innovative data-based services including user portraits, intelligent loading and scheduling, route optimization, and logistics finance to logistics companies, carriers/fleets, drivers, and other participants on the platform. Case B, as a decision-making case of “standing in the present and looking into the future,” mainly describes how would Yiliu Tech innovate its service or business model for more stakeholders in the logistics ecosystem in the face of the transformation and upgrading of China’s logistics industry, and the strategic investment from Cainiao Network. Faced with the four possible development directions proposed in the case, how would Yiliu Tech choose and how to implement its choice?

Keyword

Business ecosystem ;  Business Model ;  fourth party logistics ;  logistics transparency ;  big data and business intelligence

Abstract

China’s annual economic growth has slowed since the global financial crisis, dropping from 14.2% in 2007 to 6.9% in 2017. The question as to whether China would fall into the middle-income trap (MIT) has attracted plenty of discussions. However, China is a diverse country with uneven economic development. Some provinces are far more advanced than others. Therefore, it might be inaccurate to look at China as one single entity to make a judgment on the MIT issue. Instead, looking into each province and comparing provincial-level differences would be more insightful. This case is essentially about economic growth and development in general, and that of China in particular. It makes the topic of growth more interesting by discussing the triggering factors of the MIT through comparing the differences between a “trapped” and an “escaped” province, i.e., Shaanxi and Jiangsu. To alleviate the regional development gap, Shaanxi and Jiangsu became paired poverty alleviation partners in 1996 under the guidance of the Chinese central government. However, more than 20 years have passed, yet there is still a huge gap between the two provinces in many fields. Jiangsu’s GDP per capita has surpassed the range of MIT, while Shaanxi’s has not and is very likely to be trapped with the continuing slowdown of its economic growth. The key difference between the two provinces is not their resources, but their development policies.

Keyword

the Middle Income Trap ;  China ;  provincial comparision ;  Shaanxi ;  Jiangsu

Abstract

The primary purpose of this case series is to illustrate how key tools and frameworks of strategic analysis may be applied in an integrative way to understand the evolving sources of value creation and the reasons for its capture and sustainability in the fast-moving consumer goods (FMCG) industry as new digital technologies are applied. The cases will help students understand how digitization is enabling and shaping the transformation of the traditional FMCG industry in China. The case series traces the developments in China’s FMCG industry from the early 2010s to 2017, in general, and the efforts of Beijing WinChannel Software Technology Co., Ltd. (WinChannel) and its affiliated company, Huixiadan, in their attempt to apply new digital technologies to transform the traditional trade channel, in particular. Case (A) presents an overview of China’s FMCG industry in the early 2010s from the perspective of WinChannel, an information service provider to major FMCG companies in China. It explains the three major distribution channels (i.e., routes-to-market) and focuses on the challenges facing the traditional trade channel through which FMCG companies provide their products to millions of “mom-and-pop” stores (i.e., small, independently owned and operated convenience stores), especially in rural parts of China. In early 2015, Zhen (Andrew) Cui, Founder and CEO of WinChannel, is exploring how he can help improve the reach and efficiency of the traditional trade channel and wonders if the emerging online/mobile B2B FMCG platforms is the right solution for the increasingly digitized FMCG retail industry in China. Case (B) introduces Cui’s response to the challenges posed in Case (A). In May 2015, he launches Huixiadan, a mobile-based B2B FMCG ordering platform, connecting a selected group of leading FMCG companies and their numerous distributors and wholesalers with potentially millions of mom-and-pop stores in China. Huixiadan uses mobile technologies to develop an inclusive and collaborative business model around the existing traditional trade channel. However, it faces fierce competition from many online competitors seeking to disrupt the FMCG industry, including Chinese e-commerce giants Alibaba and JD.com. Cui is wondering how competitive and sustainable Huixiadan’s business model is and what he should do to withstand the competitive threats even as he tries to exploit opportunities in the traditional FMCG industry in China.

Keyword

business models ;  business to business (B2B) ;  online to offline (O2O) ;  platform strategy ;  rural China ;  strategic analysis

Abstract

怡亚通是一家在供应链服务领域摸爬滚打多年的企业，凭借对供应链大刀阔斧的改革与持之以恒的创新试验，怡亚通的体系越发展越庞大，涵盖的业务也越来越繁多。它致力于打造一条完善的端到端供应链，并将每个供应链环节发散为独立的垂直业务子平台，使得自身升级为“平台的平台”。 本案例将聚焦怡亚通在发展过程中所直面的三个关键问题：第一，怡亚通如何通过技术对传统供应链服务进行改造？第二，如何进行供应链整合与服务创新？这些供应链整合与创新如何为客户创造价值？第三，怡亚通的服务生态系统庞大全面，如何管理这些星罗棋布的子平台使其保持形散而神不散？如何进行不同业务模块的协调，保持庞大体系的灵活性？通过以上问题，本案例展示了怡亚通供应链服务创新实践的详细步骤，引导学员理解传统供应链服务模式转型升级的策略、工具、挑战及解决方案。

Keyword

供应链服务商 ;  供应链生态圈 ;  商业模式创新 ;  平台

Abstract

This case deals with the choice of growth strategy for a Chinese IoT (Internet of Things) start-up, Ace Company (Ace). Ace was founded in February 2015 by Ren (CEO), Zhang (CTO), and Jin (CMO), with the initial purpose of solving the pain points of the IoT industry by providing an unprecedented universal IoT operating system. Since its core product, Ace OS 1.0, was officially released in May 2016, more than 10,000 developers have joined Ace’s platform, and dozens of companies have applied Ace’s IoT technologies and solutions. Having proven the technical viability and market acceptability of its offering, Ace has to decide how to scale up, especially as it has received Series A investment of ￥21 million. However, there is a dispute between the CTO and the CEO: Zhang insists on extending Ace’s business to as many industrial scenarios and companies as possible, while Ren insists that Ace should focus on and penetrate deeply into a few industries. Jin is stuck in the middle and wants to know which path they should choose. The dilemma faced by Ace is typical for a start-up that has succeeded in the entrepreneurial stage and needs to develop a growth strategy. The co-founders have different perspectives and it is hard to reach a consensus. The case also reflects the features of an emerging market (China) and the challenges and opportunities within.

Keyword

growth strategy ;  Internet of Things (IoT) ;  New Startup

Abstract

This case explores the opportunities and challenges of building a sustainable social enterprise in China. It traces the development of Shenzhen Xihaner Car Wash Center (“Xihaner”) in Shenzhen, China, founded in August 2015 by Mr. Jun Cao, the father of an intellectually disabled child. Cao’s goal was to provide gainful employment and continuing care for people with intellectual disability. From the start, he was determined to build a social enterprise that could generate enough profits to become sustainable over the long term and not a charitable organization that relied on donations. With a carefully designed business model, Xihaner made good progress in its first two years. Their achievements won the enterprise the gold award at the Sixth China Charity Fair on 24 September 2017. Despite these achievements, Xihaner still faced many challenges. Cao wondered: Do we have a sustainable business model for our social enterprise? How can we grow Xihaner further to benefit more intellectually disabled people in China?

Keyword

Business Model ;  China ;  intellectually disabled ;  social enterprise ;  sustainability

Abstract

The primary purpose of this case series is to illustrate how key tools and frameworks of strategic analysis may be applied in an integrative way to understand the evolving sources of value creation and the reasons for its capture and sustainability in the fast-moving consumer goods (FMCG) industry as new digital technologies are applied. The cases will help students understand how digitization is enabling and shaping the transformation of the traditional FMCG industry in China. The case series traces the developments in China’s FMCG industry from the early 2010s to 2017, in general, and the efforts of Beijing WinChannel Software Technology Co., Ltd. (WinChannel) and its affiliated company, Huixiadan, in their attempt to apply new digital technologies to transform the traditional trade channel, in particular. Case (A) presents an overview of China’s FMCG industry in the early 2010s from the perspective of WinChannel, an information service provider to major FMCG companies in China. It explains the three major distribution channels (i.e., routes-to-market) and focuses on the challenges facing the traditional trade channel through which FMCG companies provide their products to millions of “mom-and-pop” stores (i.e., small, independently owned and operated convenience stores), especially in rural parts of China. In early 2015, Zhen (Andrew) Cui, Founder and CEO of WinChannel, is exploring how he can help improve the reach and efficiency of the traditional trade channel and wonders if the emerging online/mobile B2B FMCG platforms is the right solution for the increasingly digitized FMCG retail industry in China. Case (B) introduces Cui’s response to the challenges posed in Case (A). In May 2015, he launches Huixiadan, a mobile-based B2B FMCG ordering platform, connecting a selected group of leading FMCG companies and their numerous distributors and wholesalers with potentially millions of mom-and-pop stores in China. Huixiadan uses mobile technologies to develop an inclusive and collaborative business model around the existing traditional trade channel. However, it faces fierce competition from many online competitors seeking to disrupt the FMCG industry, including Chinese e-commerce giants Alibaba and JD.com. Cui is wondering how competitive and sustainable Huixiadan’s business model is and what he should do to withstand the competitive threats even as he tries to exploit opportunities in the traditional FMCG industry in China.

Keyword

business models ;  business to business (B2B) ;  online to offline (O2O) ;  platform strategy ;  rural China ;  strategic analysis

Abstract

本案例由（A）（B）两个子案例构成，聚焦物流行业与大数据相关的决策优化、服务创新与商业模式。案例（A）属于“站在现在看过去”的描述型案例，主要讲述第四方物流服务平台——易流科技在过去12年的主要历程：先是通过各类软硬件技术手段实现公路运输各环节的物理数据透明和业务数据透明，做“业务数据化”；然后通过对不同维度的物流大数据的分析和应用，向平台上的货主企业、物流企业、承运商/车队、司机等群体提供用户画像、智能调度和配载、路径优化、物流金融等创新服务，做“数据业务化”。 案例（B）属于“站在现在看将来”的决策型案例，主要讲述在物流行业转型升级的时代背景与菜鸟网络战略投资易流科技的发展机遇面前，易流科技如何进一步通过技术手段与物流大数据为物流生态中的更多参与方设计创新的服务？面对案例中提出的四个可能的发展方向，易流科技应该如何选择，如何实施？

Keyword

商业模式 ;  大数据与商业智能 ;  物流透明 ;  生态圈 ;  第四方物流

Abstract

本案例讲述了喜憨儿洗车中心的发展历程，探讨了在中国构建可持续社会企业的机遇与挑战。2015年8月，曹军先生在深圳创立喜憨儿洗车中心，致力于持续关爱心智障碍患者，为他们创造有薪工作机会。曹先生本人也是一位心智障碍儿童的父亲。从创业之初，他就立志打造一家能够自给自足、长期可持续发展的社会企业，而不是一家以捐赠维生的慈善组织。凭借精心设计的商业模式，喜憨儿在成立最初的两年里发展迅速，并于2017年9月24日荣获第六届中国公益慈善项目大赛金奖。尽管如此，喜憨儿仍面临诸多挑战。摆在曹军面前的问题是：作为一家社会企业，他们的商业模式是否具有可持续性？该如何进一步发展壮大喜憨儿洗车中心，造福中国更多心智障碍人士？

Keyword

中国 ;  可持续性 ;  商业模式 ;  心智障碍 ;  社会企业

Abstract

In 2012, JD.com (hereafter “the company”) had emerged to be the biggest B2C (Business to Consumer) e-commerce retailer in China. From 2009 to 2012, the company’s headcount quickly grew from several thousand to nearly thirty thousand. Still, it was short of talents; and the human resources (HR) department’s role and business impact were perceived as insignificant. Its founder and CEO, Richard Liu (hereafter Richard), realized that he had to strengthen the company’s internal management in order to sustain rapid growth. In 2011 and 2012, he recruited several chief officers (CxOs), including Rain Long (hereafter Rain)—chief human resources officer (CHO) and general counsel. Case A describes the challenges she faced when joining the company in August 2012, and invites students to think about what her priorities should be when tackling these challenges. Case B describes what Rain decided to do and how she executed her priorities in the first year—primarily, two improvement projects—culture consolidation and talent review. It asks students to set priorities on tackling the remaining HR problems in the coming few years.

Keyword

Corperate Culture ;  Human Resource Management ;  talent development ;  Transformation