As the world’s largest telecommunications equipment manufacturer, Huawei has focused on building telecommunications networks and services since its inception in 1987. Leveraging its close relationship with other telecommunications service providers, Huawei entered the mobile devices manufacturing business, supplying mobile phones and other white-label products for them in the mid-2000s. In 2010, Huawei also began manufacturing and selling the first smartphones under its own brand name, targeting mid-range and high end handsets. The Consumer Business Group has grown to be one of Huawei’s three core businesses. By 2015, according to industry reports, Huawei ranked first in China and third in the world within the smartphone market.
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182 cases found
1808
In 2003, Lee and Li encountered the biggest crisis in its 40 plus years of history. Lee and Li was the custodian of US technology company SanDisk’s stock investment in Taiwan, and one of its staff had sold the stocks without authorization and run away with the proceeds. The embezzlement left the law firm in huge debt to SanDisk. Nonetheless, Lee and Li managed to negotiate a deal with SanDisk and in the subsequent years repaid the embezzled money.
1819
As Perception Digital (PD) grew and prepared for a more competitive, complex global
environment, Jack Lau, the CEO and senior management team had to think about a number of challenges ahead. It had to de-risk its business model by understanding and better managing reliance of the business on a select set of clients. Did it mean a shift towards new markets or products? The key question for PD was what all they would need to achieve to be the Consumer Electronics dream weaver that their customers had loved them for?
1827
(UST/P19/CC)
Octopus smartcard successfully evolved from a subway pass to a digital cash purse, dominated the Hong Kong market with is unprecedented convenience in payment solutions, from transports to various retailers. In face of growing competitions at the market, it came to time when Octopus Holdings Limited (OHL) had to review its position to sustain its competitive advantages, while explore new opportunities provided by the smartcard technologies. Prudence Chan, CEO of OHL gathered heads of consultants for innovative ideas on a 10-year strategy of OHL and the Octopus smartcard.
1841
In December 2015, Susan Chen, an equity analyst, was preparing a valuation of Hong Kong electric utility China Light and Power Holdings (CLP).
In Part A of the case, Susan considered ways to incorporate environmental, social and governance (ESG) factors into the equity valuation. She believed that including these factors in the valuation framework could help to identify undervalued shares, in cases where ESG factors had not been fully priced in by the markets. Susan decided to focus on the ESG key performance indicators (KPIs) for the electric utility industry, and assess those that are financially material for the CLP’s valuation. As such, she planned to create a “materiality matrix” plotting the size against the likelihood of each KPI’s impact on the share price.
Part B of this two-part case focuses on the valuation process. It describes ways of incorporating environmental, social, and governance (ESG) into company valuation. At first, Susan would make use of the materiality matrix. Only the KPIs of large size and high likelihood of happening should be integrated into the valuation process.
1847
On November 25, 2005, the Hong Kong Housing Authority (HA) successfully divested a major portion of its shopping and carpark facilities through the listing of the Link REIT. The properties are located within the government housing estates and have been inefficiently managed by the HA. To address its financial crisis and to concentrate on its core objective of providing housing for those who could not afford private accommodations, HA decided to divest these properties.
1848
The case is based on Hilti Hong Kong, a subsidiary of Hilti Group, a privately-held supplier of power tools and fasteners to the construction and energy sectors. The service-oriented company is wrestling with how locally to relaunch Fleet Management (FM), a service model that effectively transfers the customer's tool management risk to Hilti's balance sheet without the customer owning the tools at the end of the contract. FM is designed to provide business end-users, that is, construction firms, with greater tool transparency, increased on-site productivity, cost management, and back office efficiency gains. By September 2015, however, FM in Hong Kong is languishing and Roland Li, head of Electric Tools & Accessories (ET&A) is challenged to present a proposal to relaunch FM by packaging a market penetration strategy and operational advice to the local management board.
1850
HKBN was a leading provider of ultra-high speed broadband and other telecommunication services in Hong Kong. The Company went through a management buyout (MBO) in May 2012 and completed its IPO with a market capitalization of over HKD9 billion in March 2015. To secure the equity funding required for the MBO, the management team partnered with CVC Capital Partners. A total of 88 managers also joined CVC and invested at preferential terms to become Co-Owners. The opportunity to become owners was a way to motivate management and set HKBN apart from its competitors. Now that the Company had completed a successful IPO, the senior management was contemplating how to develop a new broader based Co-Ownership program
1853
Sustainability of Hong Kong as a Regional Container Hub: The Hong Kong International Terminals Story
(UST/P22/CC)
From early 2000s, the sustainability of Hong Kong as a regional transshipment hub was in face of fierce competition with the growing mainland China. Rising from the 90s as one of the world’s busiest independent container operators, Hong Kong International Terminals Limited (HIT) would need a direction change. Lately appointed as the Managing Director, Eric Ip was challenged to maintain the growth with the change to the hub and a spoke system of cargo handling. How could HIT balance the robust demand for lower yield transshipment cargo and that for higher yield import-export cargo? What would be the ultimate implications of this mix for the firm’s long term growth strategy?
1855
Having taken the lion’s share of the local flight catering market with steady turnover derived from its parent company, Cathay Pacific Airways (CX), the primary focus of Cathay Pacific Catering Services (H.K.) Ltd. (CPCS) used to be operational excellence. Historically, CPCS had been operating with a secured customer base and business volume, and many employees were contented with working in a functional-oriented environment. Jenny Lam, General Manager of CPCS, believed that in the absence of a proactive culture, CPCS could deteriorate to the point of stagnancy and lose its edge in the fast changing and increasingly competitive market.
In August 2010, Jenny was preparing for the arrival of the new CEO. Jenny thought it was critical for her to share CPCS’s strategic plans and operational issues with the new CEO as soon as possible. Could CPCS better match its strengths to new opportunities under the leadership of the new CEO? How could CPCS convert weaknesses or threats into strengths and opportunities?