Abstract

China’s 2015 growth rate sent shivers through global markets, but the country added the equivalent output of Thailand and the Philippines to its economy last year.

Keyword

ECONOMICS ;  FINANCE ;  INSEAD Knowledge

Abstract

Shanghai Jahwa, China’s biggest domestic personal care company, recently broke away from state ownership. Mr. Ge, the chairman of Jahwa, was confident that the new major shareholder would help the company grow rapidly. Instead of confronting multinational competitors head-on, Jahwa had stressed its Chinese heritage and carved out a niche for itself by developing brands that drew on TCM. Herborist, Jahwa’s mid- to high-end brand that was associated with the principles of Chinese medicine, was a big success. Now Jahwa wanted to reconfigure its product portfolio to address a more aspirational segment than the mid- to low-end personal care market where almost all the company’s brands were operating. Was Jahwa equipped to do this? Were any of the lessons it had learned with the development of Herborist transferable to the luxury segment? How could it accumulate the capabilities needed? What strategy could it use to differentiate itself in this very different segment?

Keyword

Marketing Strategy ;  Channel ;  Brand ;  Market Competition ;  Daily Chemical Industry

Abstract

作为中国最大的本土日化企业，上海家化刚脱离了国有企业行列。董事长葛文耀对前景充满信心。家化凭借强调传统精髓，开发基于传统中医药理论的产品，赢得了一块细分市场。中高端品牌佰草集与中医本草联系紧密，获得了市场成功。目前家化想进入高端市场，但它准备好了吗？佰草集的经验能用于运营奢侈品吗？家化将从何积累能力？在这个完全不同的细分市场里，家化应采取怎样的策略来实现差异化？

Keyword

营销策略 ;  渠道 ;  品牌 ;  市场竞争 ;  日化行业

Abstract

Li Ning, the incredible Chinese gymnast who won 106 medals during his career, swept China with his eponymous sportswear brand launched in 1990. The Li-Ning brand dominated the Chinese sportswear market till foreign giants like Nike and Adidas decided to focus on China in the early 2000s. Based on published sources, the case traces and compares the development of three of the largest sportswear brands operating in China — Li-Ning, Nike and Adidas. It also contrasts the performances of domestic and foreign brands in general and explores the reasons that underlie the differences in performance.

Keyword

China Market ;  Corporate Growth ;  Brand Management ;  Competitiveness ;  Local Brand ;  Foreign Brand

Abstract

Gymnast Li Ning became a Chinese hero in 1984 when he won six medals at the Los Angeles Olympics, the country’s first appearance at a summer games in 32 years. By 1990 he had set up his own sportswear company, Li-Ning. It was an immediate hit, and in 1999 the company’s revenues in China reached Rmb700m, more than twice Nike’s Rmb300m and Adidas’s Rmb100m.

Keyword

Abstract

The casualwear industry in China had experienced fast growth in the past decade. Competition was intensifying as Chinese casualwear brands matured and as established foreign retailers entered the market. Case (A), as the introduction of the case series, describes the casualwear market in China, Chinese consumer development and the competition. Cases (B), (C), (D) and (E) describe the development and corporate strategies of four brands, namely Giordano, Metersbonwe, H&M, and Uniqlo, respectively.

Keyword

Casual Wear Industry ;  Market Competition ;  Business Model ;  Local Brand ;  Foreign Brand ;  Corporate Strategy

Abstract

The casualwear industry in China had experienced fast growth in the past decade. Competition was intensifying as Chinese casualwear brands matured and as established foreign retailers entered the market. Case (A), as the introduction of the case series, describes the casualwear market in China, Chinese consumer development and the competition. Cases (B), (C), (D) and (E) describe the development and corporate strategies of four brands, namely Giordano, Metersbonwe, H&M, and Uniqlo, respectively.

Keyword

Casual Wear Industry ;  Market Competition ;  Business Model ;  Local Brand ;  Foreign Brand ;  Corporate Strategy

Abstract

The casualwear industry in China had experienced fast growth in the past decade. Competition was intensifying as Chinese casualwear brands matured and as established foreign retailers entered the market. Case (A), as the introduction of the case series, describes the casualwear market in China, Chinese consumer development and the competition. Cases (B), (C), (D) and (E) describe the development and corporate strategies of four brands, namely Giordano, Metersbonwe, H&M, and Uniqlo, respectively.

Keyword

Casual Wear Industry ;  Market Competition ;  Business Model ;  Local Brand ;  Foreign Brand ;  Corporate Strategy

Abstract

Less than 10 years after its founding, the Chinese start-up BYD (Build Your Dreams) had become one of the world’s largest battery producers. In 2003, BYD diversified into automobile manufacturing with the idea of becoming a leading producer of electric cars. Warren Buffett became a large outside shareholder, and Daimler a joint venture partner in a specialized subsidiary. By November 2010, BYD had become a more diversified, profitable firm employing 180,000 people and producing, among other products, more than 500,000 cars. But there were more and more signs that things were not going as well as expected, raising questions about BYD’s competitive advantage and its sustainability. Was the goal of its founder Wang Chuanfu just a pipe dream? Or were his investments in electric cars and other alternative energy projects just too early for the market?

Keyword

Innovation ;  New Energy ;  Competitive Advantage ;  Multinational Corporation (MNC) ;  Intellectual Property ;  Build Your Dream（BYD） ;  Electric Car/E-Vehicle

Abstract

The casualwear industry in China had experienced fast growth in the past decade. Competition was intensifying as Chinese casualwear brands matured and as established foreign retailers entered the market. Case (A), as the introduction of the case series, describes the casualwear market in China, Chinese consumer development and the competition. Cases (B), (C), (D) and (E) describe the development and corporate strategies of four brands, namely Giordano, Metersbonwe, H&M, and Uniqlo, respectively.

Keyword

Casual Wear Industry ;  Market Competition ;  Business Model ;  Local Brand ;  Foreign Brand ;  Corporate Strategy