The MTR Corporation Limited (MTR) is a publicly-traded Hong Kong company that operates the city's mass transit railway system. Thanks to its Rail + Property (R+P) business model, MTR is one of the few systems across the world that generates a healthy profit while charging relatively low fares. MTR achieves this through the Rail + Property Model (R+P), in which it only builds railway lines that connect to greenfield real estate development sites. By building and managing real estate, MTR generates substantial profits that subsidize its transit operations and generate substantial dividends to its main shareholder, the Hong Kong Special Administrative Region government. However, MTR has been subject to criticism that R+P fails to consider the needs of many of Hong Kong's residents, especially the ones living off the MTR network where it would not be profitable to build rail lines. The multiple stakeholders involved highlight the tradeoff between profitability and social obligations, especially when the natural monopolist of a necessity good is at stake.
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Professor Steven J. DeKrey, PhD, Professor Emeritus of Management and Honorary Fellow at the Hong Kong University of Science and Technology’s School of Business and Management, impacted the development and global reputation of the university’s business programs. His influence also extended to business schools across the USA, Thailand, Greater China, the Philippines, Saudi Arabia, Russia, and Italy.
He initiated and implemented pioneering Joint MBA, Executive MBA (Kellogg HKUST-EMBA), MBA, DBA, and other business education programs which endured until today, 2025. How did a PhD in Educational and Sports Psychology, and an MBA, born in rural America, become an academic pioneer and entrepreneurial leader, and manage to establish global recognition for relatively new business schools?
The Chinese University of Hong Kong Medical Centre (CUHKMC) was unique in many ways. It was a private hospital, but followed a non-profit business model; it was owned by a local university, The Chinese University of Hong Kong, and so had the distinction of being a teaching and research hospital. While there were many aspects to CUHKMC, it was established, in part, to serve as a bridge between the private and public healthcare sectors and to contribute to the long-term provision of universal, quality, and affordable healthcare in Hong Kong.
Dr. FUNG Hong is the Executive Director of the CUHKMC and has been given the challenging task of bridging that gap by relieving the burden on the public health care sector, which served about 90% of the Hong Kong population. To address the challenge, Dr. Fung had to devise a context-specific strategy to attain CUHKMC’s mission and implement the right tactics in executing the strategy
During Jacinda Ardern’s tenure as prime minister of New Zealand from 2017 to 2023, she gained international acclaim for her compassionate yet strong leadership style. She swiftly responded to the mosque massacre in Greater Christchurch by emphasizing unity among diverse races, religions, and cultures while advocating for justice. Ardern also exhibited proficiency and thoughtfulness in effectively managing the COVID-19 pandemic within her country.
In July 2021, Ardern assumed a pivotal role in the Asia-Pacific Economic Cooperation (APEC) and led an exceptional meeting among APEC leaders focused on the health aspects of COVID-19. The discussions centered on ensuring broad access to vaccines and transcending vaccine nationalism. Following the APEC meetings in 2021, Ardern continuously urged APEC and business leaders to collaborate in constructing a robust, fair, and sustainable recovery from the pandemic, and also to communicate to resolve differences.
In 2022, after the country faced social and economic issues post pandemic and commenced oppositions to her policies, Ardern and the Labour Party’s popularity started to decline. In January 2023, Ardern expressed a sense of depletion in her vitality to continue in her position, leading her to step down. This decision surprised many, given her renowned leadership and uncommon cases of politicians in power choosing to relinquish their roles. How could business leaders learn from Ardern’s decision, and find the ultimate timing to step down in the best interests of the companies that they lead?
Solageo focused on extending access to solar energy systems and energy-efficient appliances to rural, off-grid and weak-grid communities in the developing world, initially in East Africa. Without access to a stable supply of electricity, local communities in developing regions faced considerable challenges in their daily lives, and the solar systems and solar-powered appliances had the potential to significantly improve their daily livelihoods. However, Joseph Fernandez, founder of Solageo, was not interested in a one-off donation of products. Donated goods meant for longer-term use, but without any supporting services, tended to have short-term impact. Joseph was keen to ensure that solar electricity services for rural, off-grid communities in East Africa and other developing countries would be sustainable, inclusive and ultimately contribute to long-term economic growth and economic development.
To attain Solageo’s objectives, there were two key challenges for Joseph to address. First, while off-grid and weak-grid communities in the developing world were the intended destinations for Solageo’s products, global supply chains for its products originated at factories in Mainland China. There were many links in this global supply chain so it would be necessary to ensure those links were properly aligned and strongly connected. Second, it would also be important to ensure that those supply chains extended beyond major urban markets to rural, off-grid communities as well.
In 2015, Kaiwei “Kai” Tang and Joe Hollier co-founded The Light Phone (TLP), a startup with a mission to create a minimalist, distraction-free phone designed to help people disconnect from their smartphones without losing essential connectivity. The idea emerged from their shared frustration with smartphone addiction and the constant distractions of modern technology. TLP’s eponymous first product was a sleek, credit card-sized device that could only make and receive calls—a stark contrast to feature-rich smartphones.
The startup gained traction through a successful Kickstarter campaign, raising over USD 350,000 from backers who resonated with TLP’s mission. However, scaling the business posed significant challenges, including manufacturing delays, pricing pressures, and competition from established tech giants. Kai found himself at a crossroads in taking the next Light Phone forward. Would the tried-and-tested combination of crowdfunding and community support work its magic again? Or was it time to try a new direction and strategy? Would that risk blurring the lines between the Light Phone and mainstream smartphone brands and alienating the community that was attracted to TLP’s ethos in the first place?
UniGreen Eats is a student-led society dedicated to promoting sustainable diets at The Hong Kong University of Science and Technology, a public university in Hong Kong. This case study examines UniGreen Eats's efforts to encourage the adoption of plant-based food options on campus, along with the challenges encountered. As the protagonist, Anastasiia Disiak (Ana), founder of UniGreen Eats, must develop a comprehensive plan that addresses the motivations and barriers of various student segments, as well as the social dynamics and other factors influencing food choices on campus.
The case provides an opportunity to analyse how different marketing approaches can be tailored to distinct segments to accelerate adoption of innovation or changes on diet / eating behaviors by modifying the value-cost trade off.
Small and Medium Enterprises (SMEs) serve as the backbone of many economies, yet securing financing remains a significant challenge for these businesses. Though the growth of SMEs can enhance financial inclusion, traditional funding methods, mainly through bank loans, have proven problematic due to factors like insufficient collateral and limited credit histories. Fintech startups, leveraging emerging technologies such as blockchain, offer innovative solutions that can address the difficulties of SME financing while promoting broader financial inclusion.
However, fintech startups themselves often face hurdles during their early stages, particularly in fundraising. This case focuses on Silverhorn, an investment company specializing in private market solutions, and its role in guiding FundPark, a fintech startup, through the initial fundraising phase to secure capital investment from large banks. This case highlights the critical role of SMEs in economic growth and their contribution to financial inclusion. It helps students understand various funding sources available for SMEs and the challenges they face during the underwriting process. By studying this case, students can gain an insight into how venture capital (VC) operates and its importance in supporting innovative fintech solutions.
Furthermore, this case provides a platform for students to consider the evolving roles of both government and private sector entities in supporting SMEs and promoting financial inclusion. Traditionally, governments have been viewed as key players in supporting SMEs through policies and direct interventions. However, with technological advancements, new possibilities created by fintech startups are emerging where private companies like Silverhorn can significantly contribute by leveraging their expertise and resources.
After studying this case, students should be able to understand the significance of SME development for economic stability; identify common obstacles faced by SMEs during their early-stage fundraising; and evaluate the comparative advantages and disadvantages of government versus private sector involvement in supporting SME growth. Upon completion of this case study, students will not only gain practical knowledge about financing mechanisms but also critically assess how different actors can collaborate to foster a more inclusive financial ecosystem for SMEs.
The Maryknoll Sisters (Sisters) from New York established Maryknoll Convent School (瑪利諾修院學校) (MCS or the School) in Hong Kong on 11 February 1925. The Sisters aimed to provide religious and moral education to students, allowing them to experience and understand the Catholic faith. The School, known as the “Red Brick Castle” located in Kowloon Tong, Kowloon, was a primary and secondary school offering an affordable education for girls. It gained a reputation for being one of the city’s elite schools, nurturing numerous graduates who went on to become leaders in society.
After the number of Maryknoll Sisters serving Hong Kong declined, in 2005, the Maryknoll Convent School Foundation Limited, formed by the Sisters, alumnae and former teaching staff members, assumed the role of the school sponsoring body (辦學團體) from the Sisters. Between 2019 and 2023, schools in Hong Kong encountered challenges such as a decreasing number of students due to lower birth rate and emigration, as well as the departure of teachers due to emigration among other reasons. In 2021, all government-subsidized local schools in Hong Kong, including MCS, introduced new learning schemes, such as national education which aimed to enhance the students’ understanding of their home country of China.
In 2024, the Council Members of the MCS Foundation comprised one Sister and 14 members who served as volunteers for the School. As society continued to evolve, how could the School’s management help to fulfill the mission passed on by the Sisters, and ensure that its students were equipped with the skills and values needed to succeed at the turn of the centennial in 2025?
This case examines Alibaba's innovative approach to intellectual property (IP) protection in the rapidly evolving e-commerce landscape. It highlights the challenges faced by creators in safeguarding their original designs in the digital marketplace, as exemplified by the NUDE incident. The case explores how traditional IP protection methods and legal frameworks, such as patents and the "notice-and-takedown" rule, prove inadequate in addressing the unique challenges presented by contemporary digital technologies and e-commerce landscape. The case presents Alibaba's response to these challenges through the introduction of its Original Design Protection Program (ODPP). This initiative offers a swift, cost-effective alternative to conventional IP protection methods, particularly benefiting small and medium-sized enterprises. The case details the mechanics of ODPP, including its use of AI and blockchain technology, and its impact on fostering innovation and protecting original designs. This case offers a valuable perspective and a real world application regarding how technology companies can innovate to address complex challenges in the digital economy. It encourages critical thinking about the intersection of law, technology, and business strategy in the context of e-commerce and intellectual property protection.