James Thompson, Founder and Chairman of Crown Worldwide Holdings, in his mid-sixties, began to think of succession issues. Despite his achievements in life, it would inevitably come the day when he would no longer be there to oversee Crown’s operations and development. It was uncertain whether any of his children had the competence, stamina or interest to take over the diversified global conglomerate. Though still in good health and spirits, Thompson understood very well that he had to start his succession planning before it was too late.
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185 cases found
1843
Hong Kong International Airport (HKIA) has established a reputation as one of the most modern and efficient airports in the world. With competition from neighboring airports high on the agenda, the airport faces a range of business issues. How can HKIA remain competitive? Will China’s growth in the airport and aviation sector provide a win-win situation for HKIA and its neighbors? Will HKIA be able to take the lead in this context?
1851
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?
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?