In March 1999, the Airport Express had been operating for about 8 months. Originally, daily ridership at 39,000 passengers to Hong Kong's new airport at Chek Lap Kok was anticipated. The actual ridership, however, reached 60 percent of the targeted figure. What could be done to increase ridership and revenue of the new airport?
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1851
1790
(UST038)
The case examines the effectiveness of the advertising strategy used by the Unilever brand Axe to enter and gain market share in the deodorant segment in India. The highly attention-grabbing, sexually-themed ads, accompanied by the high growth potential of the deodorant market proved very successful for Axe, initially. However, the controversial nature of the ads also offended many. With the entry of the new Indian deodorant brand FOGG, positioned as a value-for-money brand, Axe’s market share quickly started eroding. Axe’s failure to evolve appropriately its positioning to sustain its initial growth left it vulnerable to competition. In light of these developments it was time for the brand to take a step back and re-think its positioning strategy.
1791
In 2006, the Cafe de Coral group celebrated its twenty years as a public company. Mr. Michael Chan, Chairman and CEO of the company, was uncertain about the directions his company should take, in order to remain the success and longevity in the cut-throat fast food industry. Should the company move outside of Hong Kong and take a much more aggressive plan than it did previously?
1794
(UST/P3)
In 2003, Richard Yeung, CEO of Convenience Retail Asia was facing a tough decision. Though the company and its Circle K convenience stores had survived the SARS crisis, the rebound from the worst situation had been slow. How would the company weather another SARS storm? Should Circle K expand in China?
1812
Oasis Hong Kong Airlines, Hong Kong’s first long-haul, low-fare airline, once received the “Best New Service” and “Best Business-Class Carrier” awards, was forced to cease operations in April 2008. The airline had accumulated a loss of HK$1 billion (US$128 million) since its inception. What had gone wrong?
1818
Within a few years of its incorporation in 1993, Pacific Coffee had transformed from a fledgling set-up to a premium brand in Hong Kong. As a forward thinking entrepreneur, Tom Neir knew that at some point, he and his business partners might want to exit the business and move on to something else. Instead of holding on to his brainchild, Tom thought it might be worth bringing in new investors who could carry it to new heights.
1832
(UST/P4; Case Centre: 305-147-1 )
Chung Tak Lighting Control System was a joint venture between Siemens Ltd, General Electronics Ltd and YiXing Industrial Corporation. It was set up in 1993 in the industrial town of Panyu, in China’s Guangdong province, as a division of Siemens to produce electronic ballasts. The joint venture was lauded as one of Siemens’ most successful joint ventures in China. For Chung Tak Lighting Control System, the year 2003 was an extremely successful one as they managed to increase their global market share to 23%. What attributed to the success over the past decade?
1844
(UST/P5/CC)
Samson Tam, Chairman of Group Sense Limited (GSL), worried about the directions the smartphone market in year of 2004. GSL’s smartphones were built upon Palm’s operating system (OS) as their Personal Data Assistants (PDAs) had been. However, competing operating systems surfaced in the market. Samson was wondering if they should stay the course with the Palm OS or abandon ship and change the operating systems. In addition, where would 3G, the next wireless wave, fit in the mix of its 3G strategy with is smartphone and Original Design Manufacturing (ODM) plans?
1610
(UST024)
In 2007 Cory Kidd completed his PhD at MIT in humanrobot interaction and incorporated Intuitive Automata IA in Delaware Corys vision for IA was to apply his PhD research to develop social robotics to enhance human healthcare After moving its headquarters to Hong Kong in 2008 IA built a working prototype a robotic weightloss coach named Autom Positive feedback from beta testers and enthusiastic indications of interest from institutional healthcare were encouraging By the start of 2013 however Intuitive Automata had been operating for five years without bringing a product to market Potential investors wanted to see concrete evidence of Automs sales but IA could not manufacture products without funding
1626
Value Partners VP was a listed fund manager founded in Hong Kong with assets under management of USD10 billion1 The company was an early adopter of using a value style investing strategy in Asia to actively manage funds To complement its more traditional fund management business VP ventured into exchange traded funds ETFs in 2009 ETFs were a highvolume and lowmargin business VP regarded them as complementary to its existing actively managed funds business as they helped smooth out revenue fluctuation In late 2009 VP launched the Value China ETF 3046 HK and listed it on the Hong Kong Exchanges and Clearing Ltd HKEx Initially this ETFs sales strategy focused on delivery to institutional clients After a slow start the strategy was quickly revised in favor of targeting retail customers through advisors and brokers This strategy had its own challenges for example a trading and shortterm mentality was prevalent among local market participants and a product knowledge gap in trading ETFs had to be bridged On 31 December 2012 three years after launch Morningstar awarded the Value China ETF a fivestar rating 2 VPs ETF business however had yet to achieve critical mass What could Value Partners do to increase the appetite for ETFs among Hong Kong retail investors And how could Value Partners make sure it would gain an advantage when demand for ETFs increased