Abstract

TCL Corporation was one of the earliest enterprises to pursue globalization, a process during which it met challenges and failure. In its core business of television and mobile phones, the TCL Corporation experienced significant losses. In 2009, the second year of TCL’s efforts to turn itself around, the company resumed its strategy of globalization and diversification. TCL Corporation faced a board vote and annual meeting about an overseas oil project. Within the company itself, there were different opinions on this project. As an independent director at TCL, Dr. Ding had to make a judgment on this issue.

Keyword

Diversification strategy ;  Equity Valuation ;  Project Appraisal

Abstract

TCL Corporation was one of the earliest enterprises to pursue globalization, a process during which it met challenges and failure. In its core business of television and mobile phones, the TCL Corporation experienced significant losses. In 2009, the second year of TCL’s efforts to turn itself around, the company resumed its strategy of globalization and diversification. TCL Corporation faced a board vote and annual meeting about an overseas oil project. Within the company itself, there were different opinions on this project. As an independent director at TCL, Dr. Ding had to make a judgment on this issue.

Keyword

Diversification strategy ;  Equity Valuation ;  Project Appraisal

Abstract

TCL集团是我国企业中进行国际化探索的先驱企业之一，在TCL集团的国际化之路上，遇到了巨大的挑战和挫折，在其主营业务彩电和手机上，TCL集团都经历了巨额的亏损。2009年刚刚摘去ST帽子的TCL集团兴致勃勃的又重新开始它的多元化和国际化探索。面对着一个在海外的石油项目的股权协议转让协议，TCL集团需要在董事会和股东大会上进行表决。公司内部有着不同的声音，这时候作为独立董事，应该做出自己什么样的职业判断。

Keyword

多元化战略 ;  股权估值 ;  项目评估

Abstract

TCL集团是我国企业中进行国际化探索的先驱企业之一，在TCL集团的国际化之路上，遇到了巨大的挑战和挫折，在其主营业务彩电和手机上，TCL集团都经历了巨额的亏损。2009年刚刚摘去ST帽子的TCL集团兴致勃勃的又重新开始它的多元化和国际化探索。面对着一个在海外的石油项目的股权协议转让协议，TCL集团需要在董事会和股东大会上进行表决。公司内部有着不同的声音，这时候作为独立董事，应该做出自己什么样的职业判断。

Keyword

多元化战略 ;  股权估值 ;  项目评估

Abstract

This case was prepared by Associate Professor Terence Tsai of China Europe International Business School, Shanghai, China, Shaohua Lu of Ohio State University, USA, Dr. Gary Liu and Shubo Liu of China Europe International Business School, as a basis for class discussion rather than to illustrate either effective or ineffective handling of an administrative or business situation. The case study is supported by research grants of China Europe International Business School.

Keyword

Abstract

2002年，荣秀丽创立了北京天宇朗通通信设备有限责任公司（以下简称“天宇”），公司曾是中国市场最大的三星手机分销商，后来进军手机制造行业。虽然在早期经历了很多挫折，但是在六年之后，天宇超越其他国产手机制造商，成为国产品牌销量冠军。2008年，天宇在中国市场销售出2400万部手机，市场份额超过6%，仅次于诺基亚、三星和摩托罗拉。与此同时，中国政府开始推动中国电信业从2G通信技术过渡到3G。除了技术升级外，3G市场的电信运营商处于产业链的主导性地位。面对3G市场的激烈竞争，天宇无法继续依赖其在2G手机市场的独特优势来源。更糟糕的是，由于经济衰退，2G手机的市场需求急剧下滑。荣秀丽很快在公司内部发起一项针对3G手机市场的运动，几乎重新配置新3G业务的所有资源。然而战略变化遭遇到来自公司内外的巨大挑战。完整的天宇系列包含三个案例。该系列的第一部分是一个关于中国手机制造业的案例，讲述天宇的成立背景和快速增长。案例（A）描述了天宇在2G手机市场取得的成功，以及天宇在不断变化的市场环境中面临的重新配置和转型困难。案例（B）描述了天宇如何解决进入新3G市场的问题，以及拓展海外市场。案例（C）是中国手机行业的发展现状。本系列案例指出了中国3G市场未来发展的不确定性，还总结了天宇在多市场竞争中可能面临的定位问题。

Keyword

3G时代 ;  战略转型 ;  市场竞争 ;  产品研发 ;  渠道管理 ;  组织文化

Abstract

In 2002, Rong Xiuli established Beijing Tianyu Communication Equipment Co. Ltd. (referred to as “Tianyu” below), entering the handset manufacturing industry after quitting from the largest distributor of Samsung mobile phones in the Chinese market. Despite growing pains in the early days, within six years Tianyu had surpassed rival domestic mobile phone manufacturers. In 2008, Tianyu reached a sales volume of 24 million mobile phones and a market share of more than 6 percent, ranking next only to Nokia, Samsung, and Motorola in the Chinese mobile phone market. At the same time, however, the government initiated the transition of the Chinese telecommunication industry from the second generation (2G) communication technologies to the third generation (3G). In addition to upgraded technology, the 3G market is characterized by the dominant role of telecommunication operators in the industry chain. As a result, Tianyu could not continue counting on its distinct sources of advantage in the 2G mobile phone market when competing in the 3G market. To make matters worse, demand for 2G mobile phones dropped sharply owing to the economic downturn. Rong Xiuli soon launched a campaign for 3G mobile phone market in the company, reconfiguring almost all the resources to the new 3G business. However, the strategic changes encountered tremendous challenges from both inside and outside the company. The complete Tianyu series constitutes three cases. The (A) case examines the Chinese mobile phone manufacturing industry and provides background on the startup and rapid growth of Tianyu. This case also describes Tianyu’s success in the 2G mobile phone market, and presents the difficulties of reconfiguration and transformation Tianyu faced in a changing environment. The (B) case describes how Tianyu solved the problems with its entrance into the new 3G market and how it extended the overseas markets. The (C) case introduces the development and status quo of China’s mobile phone industry. The case series points out the uncertain future of the Chinese 3G market and concludes with possible issues for Tianyu’s positioning when the company competes in multiple markets.

Keyword

3G Era ;  Strategy Transformation ;  Market Competition ;  Product R&D ;  Channel Management ;  Organizational Culture

Abstract

2G时代，手机作为一种独立的消费电子产品存在，品牌厂商在手机市场握有话语权，然而自从进入3G时代，电信运营商处于产业链的主导性地位，手机市场面临巨大调整。创立于2002年的北京天宇朗通通信设备有限责任公司，曾是中国市场最大的三星手机分销商，后来进军手机制造行业。虽然早期经历了很多挫折，但是在六年之后，天宇超越其他国产手机制造商，成为国产品牌销量冠军。2008年，天宇在中国市场销售出2400万部手机，市场份额超过6%，仅次于诺基亚、三星和摩托罗拉。然而，面对3G时代市场的激烈竞争，天宇无法继续依赖其在2G手机市场的独特优势来源。雪上加霜的是，由于经济衰退，2G手机的市场需求急剧下滑。天宇朗通掌门人荣秀丽很快在公司发起一项针对3G手机市场的运动，几乎重新配置新3G业务的所有资源，然而新的战略却遭遇来自公司内外的巨大挑战。本系列共两个案例，案例（B）描述了在这样一个不断变化的市场环境中，天宇如何解决进入新3G市场的问题，以及如何摆正在新的产业链环境中的位置，如何借力海外市场续写2G时代的成功。

Keyword

市场竞争 ;  产品研发 ;  渠道管理 ;  组织文化 ;  3G时代 ;  战略转型

Abstract

2G时代，手机作为一种独立的消费电子产品存在，品牌厂商在手机市场握有话语权，然而自从进入3G时代，电信运营商处于产业链的主导性地位，手机市场面临巨大调整。创立于2002年的北京天宇朗通通信设备有限责任公司，曾是中国市场最大的三星手机分销商，后来进军手机制造行业。虽然早期经历了很多挫折，但是在六年之后，天宇超越其他国产手机制造商，成为国产品牌销量冠军。2008年，天宇在中国市场销售出2400万部手机，市场份额超过6%，仅次于诺基亚、三星和摩托罗拉。然而，面对3G时代市场的激烈竞争，天宇无法继续依赖其在2G手机市场的独特优势来源。雪上加霜的是，由于经济衰退，2G手机的市场需求急剧下滑。天宇朗通掌门人荣秀丽很快在公司发起一项针对3G手机市场的运动，几乎重新配置新3G业务的所有资源，然而新的战略却遭遇来自公司内外的巨大挑战。本系列共两个案例，案例（A）描述了天宇在2G手机市场取得的成功，以及天宇在不断变化的市场环境中面临的重新配置和转型困难：在这样一个不断变化的市场环境中，天宇在2G手机市场取得的成功的秘诀是什么？全力转型3G，是冒进还是势在必行？过去的成功，是财富还是枷锁？天宇如何培养新的能力应对新的挑战？

Keyword

市场竞争 ;  3G时代 ;  战略转型 ;  产品研发 ;  渠道管理 ;  组织文化

Abstract

It was another bright day for China Chemical Engineering Group Holding Limited (CCE Holding), a young, private Chinese engineering and chemical company. Zhang Hua, founder and CEO of CCE Holding, received word that CCE Art Center had signed up another artist to hold an art exhibition. Unlike other domestic engineering and chemical enterprises, CCE was committed to developing and nurturing art as part of the company’s mission. At first, Hua had suggested sponsoring art exhibitions to enrich the work life of staff and to utilize the spacious hall of CCE Science and Technology. Over time, these exhibitions had contributed significantly to the corporate brand of CCE, an unexpected benefit. How might art exhibitions further enhance and build awareness about the brand "CCE"? What was the relationship between art and branding? Moreover, as CCE took its first step toward internationalization, would art exhibitions be effective in developing CCE’s culture overseas? It was time for Hua to reflect on the role of art in the future development of CCE.

Keyword

China Chemical Engineering ;  Art ;  Brand ;  Internationalization ;  Corporate culture