The case documents Fu Sheng Gardening, a Taiwanese flower company that transformed from a wholesaler to a retailer, facing challenges and opportunities. The case suits undergraduate and graduate students taking Operations and Supply Chain Management courses. To answer the case questions, students should apply knowledge in global supply chains, perishable goods, sustainability, e-commerce, supply chain risk, dual-channel supply chains, and transportation. The case can be used for an independent discussion session of 90 minutes to integrate students' learning.
Case Request Form
Search Filters
183 cases found
1939
This case is set in the last quarter of 2022. Tesla Inc. (NASDAQ: TSLA), the renowned global supplier of electric vehicles (EV), was one of the most talked about companies in the media, partly because the company’s cofounder, director, and CEO, Elon Musk, took over Twitter for USD44bn in October 2022. Aiming to turn around Twitter’s profitability, Musk carried a bathroom sink to Twitter’s headquarters and let the management and staff members “sink in” the idea of massive layoffs. However, his reform plans and public vote result of Twitter’s users resulted in a backlash. On 20 December 2022, Musk tweeted he would resign as CEO of Twitter once a replacement was found.
On 24 December 2022, Tesla suspended its EV production in its Gigafactory Shanghai, its second largest plant, without providing an explanation to the public. It was believed the suspension was due to the surge in COVID-19 cases, and the slower demand for Tesla vehicles in the Chinese market.
Musk and his companies had a few turbulent years, dramatic success and painful failures, as well as inspiring vision and self-inflicted wounds. Now, even some of his most enthusiastic supporters were beginning to question his leadership. For the 12 months of 2022, the NASDAQ Composite Index experienced a 33.89% drop, and Tesla’s share price fell by 69.2% after closing at USD123.18 on 30 December 2022.
Whether Musk’s leadership performance was related to his recently revealed diagnosis of Asperger syndrome was being questioned. Could his Asperger’s partly explain both his visionary genius and his irrational behavior? Did Musk’s Asperger personality features contribute to his interest in Twitter, thus distracting him from Tesla? Did his unique personality profile affect his questionable management decisions? Musk’s lack of focus on Tesla was blamed for a dramatic stock value downturn, and questions about his future fit as the primary steward of Tesla was becoming an issue for the Tesla board and Tesla’s investors.
1938
Both enterprise blockchain and tokenization projects use distributed ledger technologies (DLT) as the underlying infrastructure; but developing and managing them are in fact very different. This case focuses on CryptoBLK, a Hong Kong-based solution provider that has developed a wide range of DLT software applications for its clients in trade finance, supply chain and logistics, and has later expanded to tokenization businesses.
This case gives an opportunity for students to identify and discuss the differences between enterprise blockchain and tokenization projects in terms of client profiles, project goals, required services, time spans, revenue streams and specific programming languages used.
Students can learn how to make strategic short-term and long-term decisions. In making short-term decisions, students can consider how to strike a balance between enterprise blockchain and tokenization businesses in terms of investing and staffing. In making long-term decisions, as tokenization is an emerging trend with high potential, students have the opportunity to discuss how CryptoBLK should position itself in the industry, e.g., as an end-to-end tokenization service provider or only as a technical service provider. Moreover, students can consider how CryptoBLK can leverage existing and potential clients in local and regional consortiums, international DLT trade finance consortia and token-specific companies to develop a sustainable business model
After studying this case, students can not only understand the concepts of private and public blockchains but also discuss their differences from a project management perspective. Students will also be able to make strategic decisions on developing business models involving emerging technologies.
1935
Lumière Project, a Hong Kong-based company, uses blockchain technology and smart contracts to offer finance solutions to the filmmaking industry. Founded by Patrice Poujol, Lumière relies on Elemis, its ERP platform prototype using blockchain technology, to help finance media projects and increase capital flow transparency and control for movie investors, cast, and crews. With the initial success of its B2B business and from the end of 2020, Lumière has designed and started developing NFT and Lumiverse solutions in the hope of opening the gates to the wider B2C arena for film financing, production, and distribution. But developing B2C business is considered as a bold move for Poujol and his team. To make the expansion into B2C a success, they need to raise additional capital and cope with a range of technical, regulatory, and market risks and challenges.
This case describes B2B and B2C use cases of blockchain technologies and smart contracts in the filmmaking industry. By illustrating how Lumière works, this case shows how blockchain technologies and smart contracts improve transparency and accountability in the film payment process, bringing digital transformation in to the filmmaking industry. It provides a good opportunity for students to assess the benefits and challenges of using blockchain and smart technologies. Students will also learn not only how NFTs can create business value but also how to cope with the challenges associated with the use of NFTs, such as legal and regulatory concerns, the valuation difficulties and the efforts to attract the interest of the target audience.
Moreover, this case provides an opportunity for students to learn different ways that start-ups can raise capital to run businesses. Besides traditional funding options, Lumière provides an opportunity to consider tokenization-related alternatives. Students can compare pros and cons of each funding option based on a real-world case.
After studying this case, students will understand how to analyze the benefits and challenges of applying blockchain technologies and smart contracts and how to raise funding for IT-related start-ups.
1934
This case is set in 2021; Kingold Jewelry, Inc. (武汉金凰珠宝股份有限公司) (NASDAQ: KGJI), was one of mainland China’s largest gold processors and gold jewelry manufacturers. In 2002, Jia Zhihong (贾志宏), chairman and CEO, founded the company, which was based in Wuhan, Hubei Province. In August 2010, it was listed on NASDAQ using “backdoor listing.” It sold gold jewelry, ornaments, and investment-oriented products. Between 2015 and 2020, Jia decided to increase Kingold’s reliance on gold as collateral to obtain loans at around CNY20.6bn (USD3.2bn) from 14 Chinese commercial banks and trusts across different provinces, including China Minsheng Trust Co. Ltd., Hengfeng Bank, and Dongguan Trust Co. Ltd. The 83 tonnes gold bars were largely secured physically in bank vaults after independent testing institutions certified them and insurance companies examined them; other financial institutions did not have access to the gold bars.
In late 2019, Kingold defaulted on a loan repayment to Dongguan Trust, and in February 2020, the bank demanded to liquidate the collateral and discovered the fraud. In June 2020, a Beijing-based financial news outlet, Caixin, published a story about Kingold’s counterfeit gold scandal that was initiated by Dongguan Trust and other defaulted loan cases. On 11 August 2020, Kingold filed for voluntary delisting from NASDAQ without filing its overdue financial reports. On 26 August 2021, the Wuhan court began to press charges against Jia and Kingold, and detained Jia and other personnel.
How could Kingold’s corporate governance be improved to disallow such a situation and protect lenders and investors? How could lenders reduce their credit risk in accepting gold bars as collateral when they could not fully rely on their clients, independent testing companies, and insurance companies? Do you consider US regulators’ listing and other regulations were adequate for foreign companies? Did Friedman LLP as auditors make a best effort to examine Kingold’s assets and present its client’s financial information fairly?
1931
This case tells the story of Bas Fransen, who evolved from a senior executive at Fortune Global 500 companies to founder of EcoMatcher – a socially responsible enterprise planting trees for planet and profit. This story has two particularly interesting themes. This case focuses upon the human side of the story: how a corporate baron overcame the skepticism of his friends and colleagues, giving up his economic perks and social status to find a more meaningful career as a social entrepreneur. Its companion case (EcoMatcher: Beyond the Triple Bottom Line, USTXXX) focuses upon the end result: EcoMatcher as a truly socially responsible enterprise with a profitable and scalable business model.
1932
This case tells the story of EcoMatcher – a green and socially responsible enterprise that has found a scalable and profitable business model planting trees. EcoMatcher is interesting partly as an excellent example of strategic corporate social responsibility (CSR); its core profit-making activity of planting trees is intrinsically good for the planet and its people. This differs from the triple bottom line approach employed by some other companies, which use green or prosocial activities to offset core profit-making activities that may harm society or the environment. Both strategic CSR and the triple bottom line approach can underlie improvements in environmental, social, and governance (ESG) reporting. This case focuses on EcoMatcher as an exemplar of strategic CSR while a companion case (EcoMatcher: Daring to Make a Difference, UST123) focuses on how EcoMatcher’s founder made the difficult leap from corporate executive to social entrepreneur, trading off power, status, and wealth for more meaning in his work.
1941
June 16, 2020, marked another milestone in the Hong Kong Jockey Club (HKJC)’s long history – the opening of the new Clubhouse. Scarlette Leung, the Executive Director of Corporate Planning,
Branding and Membership at the HKJC, was introducing the new clubhouse to the guests attending the opening ceremony. Nearly forty months after the new Clubhouse design and business plan was approved by HKJC’s Board of Stewards, it was finally ready to be unveiled to HKJC’s members.
The HKJC had long contemplated the implementation of a digital transformation. The launch of the new Clubhouse project provided the opportunity to go ahead and realize new benefits and services for the members.
The initial usage patterns and informal feedback indicated that members were delighted with the new Clubhouse, especially the younger segments. With the new clubhouse, the demand pipeline had increased. Many members had also started using the new digital app, even some of the older ones who were less tech savvy. Still, it was too early to pop the champagne bottles. Challenges remained on the horizon. The pandemic was still ebbing and flowing. Government-imposed social distancing measures severely complicated hospitality businesses, including private clubs such as HKJC. Scarlette was reflected on some of the challenges lying ahead. Would the recent initiatives be sufficient to attract younger members to the Club without alienating older club members? Would there be more breakthroughs for operations to realize new capabilities from the membership transformation? Would new programs and events realize the intent of the business design to attract the younger segments and their social circles for more regular visits? And how about the operational staff who had all learned the new way of operation that was hardwired by the new systems – would they continue to improve and buy into the new direction the Club was heading toward?
1926
This case is reserved for use by the faculty author only.
The case is based on Ocean Park Corporation (OPC), which operates a popular theme park in Hong Kong. The case was set in mid-2022.
In his first year as CEO of OPC, Ivan has intensively focused on implementing the Rethink Strategy that was put in place by his predecessor. He has also begun to put his own mark on OPC, working to change employee mindsets, control costs in every way possible while actively pursuing alternative revenue opportunities.
However, Hong Kong is still under Covid-19 related restrictions, including a 7-night quarantine for all inbound travelers, a closed border with Mainland China and uncertainty as to when, not only life in HK will revert to its pre-pandemic ways, but when tourists will once again regularly visit HK in sufficient numbers.
Given the continued uncertainties regarding tourists, an essential revenue source for OPC and the eventual end of the special financial support the HK government extended to OPC during the pandemic, Ivan has to carefully consider how OPC can continue to survive until there is a greater semblance of normalcy in HK and for Ocean Park.
1930
Through the example of Lenovo Group Limited, this case provides students an opportunity to learn about emerging and advanced digital technologies for supply chain management and operations, and the critical issues that are targeted by these technologies. It can help students learn about technology aspects of 21st century strategies for small and large companies. This case also serves as part of a broader discussion on strategic management and digital transformation of business and supply chain models. Given Lenovo’s remarkable rise in the PC business over a relatively short span of three decades, this case is an evolving example of how a company can grow and compete in a mature industry.