DJI-Innovations is an early-stage company that developed hardware and software for remote-controlled helicopters and drones. Frank Wang, the CEO and founder is an exceptionally bright and passionate young man who has seen his company grow rapidly. Such growth confronts him with human resource challenges that his engineering background has not prepared him for.
The case describes the situation and offers the following challenge to students:
If you were Frank Wang, what will be your strategy to manage its human resources to meet DJI’s challenges and needs during this critical growth stage and ensure that the core value of the company continues to serve as a driver of its competitive advantage?
Case Request Form
搜索過濾
185 cases found
1846
1810
Milan Station Holdings Limited (“Milan Station” or the “Group”) was a Hong Kong based retailer of unused and second-hand luxury branded handbags. The company ran a total of 17 stores—11 in Hong Kong, three in Beijing, two in Shanghai and one in Macau. With plans to open 24 new stores in the coming year, the chief marketing officer of the Group, was brainstorming on how to sustain the Group’s growth momentum. The company was facing some severe headwinds. Surging rents and rising salaries in Hong Kong threatened to squeeze profit margins. Worsening consumer sentiment in both Hong Kong and mainland China could put further pressure on the Group’s sales and profits.
1595
GE Equity Asia was established in the late 1990s as the Asian division of GE Equity, the private equity arm of GE Capital. Shortly after the 2008 financial crisis, GE authorized GE Equity Asia to raise a USD500–750 million Asian private equity fund, which would for the first time bring in third-party investors as limited partners (LPs). GE Capital was planning to commit to investing 10–20% of the fund as an anchor investor. Fundraising was going smoothly until mid-2010, when the Dodd–Frank Wall Street Reform and Consumer Protection Act, a major financial reform law in the United States, was enacted.
In particular, the section (typically called the “Volcker Rule”) prohibited federally insured banks and their affiliates from investing in or sponsoring private equity funds and hedge funds. Although not a bank, GE Capital was deemed to be captured under the broad definition of “affiliate” adopted by the Volcker Rule. Consequently, the plan for a GE Capital-sponsored Asian private equity fund was dropped, as the sponsorship appeared to be prohibited by the new law. At this critical juncture, the team had to evaluate their options and formulate a new strategy for GE Equity Asia.
1601
HThe case is based on a situation faced by Hong Kong Television Network Limited (HKTV) in 2012, a leading player in Hong Kong’s international direct dial (IDD) telephone and broadband Internet access industries. The protagonist is Ricky Wong Wai-kay (王維基), Chairman and Founder of HKTV who built his company by successfully challenging local oligopolies. Encouraged by the Hong Kong government’s policy to promote more choices of quality programs in the free-to-air terrestrial television market (free TV), HKTV was one of three parties to apply for a license in 2009. At the time, two stations had free TV licenses; the dominant Television Broadcasts Limited (TVB) and troubled rival Asia Television Limited (ATV). To amass funds, Ricky sold the cash cow of his company, the broadband business, for around HKD5 billion. With the funds, HKTV started to hire staff and construct a large multimedia center. Ricky Wong’s vision is that “together we can create TV miracles.” How can he realize his vision? What will it take for him to compete successfully against TVB?
1811
Nicholas Tse Ting-fung is a Hong Kong Chinese movie star and singer who is especially well-known in greater China and the surrounding region. Although he is a household name in the region, few people know he is also a successful entrepreneur who founded a leading post production company with offices in Hong Kong, Shanghai and Beijing. In the video he talks about multiple facets of leadership.
1826
The Hong Kong based family-controlled Jebsen Group, operating under hostile environment and political unrests, thrived and prospered with other successful European China-traders for more than a century. The case identifies the factors of success in the past and examines the challenges the Jebsen would face to survive for another 100 years, while preserving the Jebsen’s family ownership. The current Chairman, Michael Jebsen, contemplates the necessary strategies to maintain the Jebsen legacy.
1834
(UST/P14/CC)
Since Thomas Mehmann, Chief Executive of Ocean Park Hong Kong, took over the helm, he was credited with the successful repositioning of Hong Kong’s home grown theme park after Hong Kong Disneyland had opened, and for steering the Park’s HK$5.55 billion redevelopment plan. Following the tour-consecutive years of revenue increase and growth of surplus, it was time to revaluate the next major development after 2012. How could the Tai Shue Wan site be used more effectively to contribute the local and global position of Ocean Park beyond 2012?
1830
Since early 2005, Oscar Chow, Executive Director of both Chevalier International Holdings Limited (“CIHL”) and Chevalier iTech Holdings Limited (“CiTL”), had been planning and executing the transformation of CiTL from a technology company into a food and beverage business. Before the transformation, CiTL was experiencing difficulties in a fiercely competitive and volatile technology market with a sub-optimal strategy that could not be fixed easily. To adapt to the changing business environment proactively, Oscar made a bold move to reshape CiTL through acquisitions of Pacific Coffee Company in April 2005, and the Igor Group’s portfolio of food and beverage business in 2007.
1797
As the octogenarian, Dr. Hari Harilela GBS, OBE, JP, contemplates the future of his group of companies; the most pressing issue is how to ensure a smooth succession that will place Aron, his only son, as head of the business and at the head of the family, at an appropriate time. Apart from the usual challenges faced by any heir, Aron would have to overcome the “handicap” of his youth when dealing with senior family and board members, and learn to lead to resolve issues smoothly and drive the corporate forward.
1829
(UST/P10/CC)
The Hong Kong and China Gas Company Limited, known as Towngas, was facing an immensely complex problem: climate change. It presented both threats and opportunities for Towngas. Alfred W K Chan, Managing Director of the company, was considering how climate change might be incorporated into their business models in order to prepare Towngas for the future.