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Strategy
Starbucks: Creating the ambience and rekindling people's thirst by bringing the brew to the world
Kumaran RAJARAM
Case Ref No.: ABCC-2022-008
Pub. Date: OCT-2022
Category: Strategy
Topic(s): Strategy
Case Length: 13 pages
Abstract: The case analysis facilitates deeper understanding, critical thinking and application of concepts pertaining to organizational environment and strategic planning using the example of Starbucks, an American multinational chain that positions itself as a premier roaster, marketer and retailer of specialty coffee. The case illustrates how the macro and competitive environments impact the Starbucks’ strategies and performance, focusing in particular on macro elements. Students are encouraged to investigate the implementation of appropriate effective strategies after gaining a thorough comprehension of the external and internal environmental factors.
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Shopee's Short-Lived Venture Into India: Market Entry and Exit Amid Environmental Uncertainty
Lai Si Tsui-Auch and Vicky Lua Yuanling
Case Ref No.: ABCC-2022-006
Pub. Date: AUG-2022
Category: Strategy
Topic(s): Business & Government; Human Resource Management; Strategy
Case Length: 18 pages
Abstract: Shopee, the largest e-commerce platform in Southeast Asia as of early 2022, entered India in mid-2021 to harness the market opportunities. It consistently deployed its resources and capabilities to catch up Amazon India, Flipkart, Tata Group, etc. However, it faced severe challenges – cut-throat competition, logistical issues, consumer distrust, the economy’s difficult transition to digital payments, local resistance and a tough legal and geopolitical landscape. It announced in March 2022 that it would be closing its Indian operations. This case shed light on the trade-offs of this market exit and offers insights into international expansion to emerging markets amid environmental uncertainty.
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Conquering the World: One Loaf at a Time
Eugene Kang, Loo Jun Xian and Yong Jie Ying
Case Ref No.: ABCC-2021-001
Pub. Date: MAY-2021
Category: Strategy
Topic(s): Marketing; Strategy
Case Length: 18 pages
Abstract: BreadTalk Group, based in Singapore, has grown into a food and beverage powerhouse in the region. Mention BreadTalk and images of delicious, fluffy bread with unorthodox designs and creative names comes to mind. Despite its successes, BreadTalk is experiencing a period of stagnation and underperformance in its key markets. How can BreadTalk Group improve the competitiveness of its BreadTalk brand in Singapore and China? What key factors should BreadTalk consider when prioritising which international markets to allocate more resources to? This case challenges readers to assess the external environment and capabilities of BreadTalk to recommend strategic actions to improve performance.
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Mementos that Anchor Homes: Growing Joyous Group in the Business of Photos and Portraitures
Eugene Kang and Lim Wee Kiat
Case Ref No.: ABCC-2019-009
Pub. Date: SEPT-2019
Category: Strategy
Topic(s): Marketing; Technology
Case Length: 13 pages
Abstract: Joyous Group Holdings, a small and medium enterprise, provides photography, portraiture services and regalia rental for graduation events in Singapore. It competes against more established players in a market that appears to have limited growth. While competition in this market appears stable, headwinds are brewing in the horizon on multiple fronts. How can Joyous Group Holdings navigate an increasingly digital environment and grow its business in the age of wefies, selfies, and instant mementos? This case challenges readers to assess the external environment and capabilities of Joyous Group Holdings so as to recommend strategic actions to achieve growth.
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Singapore Press Holdings: Do or Die in a Time of Digital Disruption?
Shirley Koh and Geraldine Chen
Case Ref No.: ABCC-2019-003
Pub. Date: JAN-2019
Category: Strategy
Topic(s): Organisational Behaviour; Technology
Case Length: 21 pages
Abstract: The case discusses attempts by Singapore Press Holdings Ltd (SPH) to transform its core media business, which was battered by digital disruption. Revenues from SPH’s core media business (newspaper subscriptions and advertising revenues) had fallen year after year, as had its share price. What strategy should SPH adopt for its media business and what challenges could it expect? Would digital reinvention be the best course of action and the only way to go? The case also provides a concise description of the digital reinvention of the Washington Post, New York Times and South China Morning Post.
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Shenzhen at 40: From Shanzhai Hub to Startup Haven (2008-2018)
Lim Wee Kiat, Neo Boon Siong, Dolly Leow and Coco Wang
Case Ref No.: ABCC-2018-028
Pub. Date: OCT-2018
Category: Strategy
Topic(s): Business and Government; Entrepreneurship; Technology
Case Length: 11 pages
Abstract: This case describes the development of Shenzhen’s innovation landscape from 2008 when China hosted the Summer Olympics and launched its nationwide 3G mobile network to 2018. Specifically, it identifies the confluence of global and China-specific factors that transformed Shenzhen from a shanzhai (copycat) hub to startup haven, such as the rise of mobile internet and the adoption of automation in Shenzhen factories, as well as the “Made in China 2025” and “Chinese Dream” visions promoted by the government. The case discusses how the decades-old practice of shanzhai may not be a flaw but a feature crucial to Shenzhen’s innovative vitality.
Related: ABCC-2018-021 (Shenzhen at 40: China's Silicon Valley of Hardware)
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Rise and Stumble: The Innovation Journey of ZTE
Rainny Shuyan Xie and Neo Boon Siong
Case Ref No.: ABCC-2018-023
Pub. Date: SEPT-2018
Category: Strategy
Topic(s): Technology
Case Length: 17 pages
Abstract: This case describes the organisational developmental journey of ZTE from a labour-intensive manufacturing company to a high-tech intensive telecommunication giant. ZTE was regarded as one of the innovative state-owned companies. Over the years, it had developed capabilities across carrier network, enterprise, and consumer fields. External environment provided a window of opportunity for the company to catch up fast. The case also provides the long term challenges and concerns on ZTE’s technology innovation and deployment strategies.
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Shenzhen at 40: China’s Silicon Valley of Hardware (1978-2018)
Neo Boon Siong, Dolly Leow, Lim Wee Kiat and Coco Wang
Case Ref No.: ABCC-2018-021
Pub. Date: SEPT-2018
Category: Strategy
Topic(s): Business and Government; Technology
Case Length: 32 pages
Abstract: This case examines the development of Shenzhen through three key phases of its economic journey that span almost 40 years, starting with its humble beginnings as a Special Economic Zone (SEZ). We analyse the city’s evolution and push towards innovation via Porter’s Diamond Theory and its four interrelated factors of national comparative economic advantage: firm strategy, structure and rivalry; related supporting industries; demand conditions; and factor conditions. We end by projecting the threats that Shenzhen may face in sustaining its future growth.
Related: ABCC-2018-028 (Shenzhen at 40: From Shanzhai Hub to Startup Haven)
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China Eastern Airlines (CEA): Strategic Pathway to Going Global
Yang Jun Jie and Clive Choo
Case Ref No.: ABCC-2018-020
Pub. Date: AUG-2018
Category: Strategy
Topic(s): Business and Government; Finance and Economics
Case Length: 12 pages
Abstract: China Eastern Airlines (CEA) is a state-owned enterprise (SOE) in China’s aviation industry. To be internationally competitive, it sought out international investors such as SIA in 2007 and Delta in 2015. More specifically, what risks international investors need to consider when investing in a SOE? Also, how important is the mode of alliances? The case looks into various modes such as equity-based ownership and M&A deal that inadvertently attracted attention from the public as well as the central government. In addition, this case highlights the intricacies of entering the Chinese market in view of its complex political and industry structures.
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SenseTime: World’s Most Valuable Artificial Intelligence Startup
Rainny Shuyan Xie, Neo Boon Siong, Lim Wee Kiat and Boh Wai Fong
Case Ref No.: ABCC-2018-019
Pub. Date: AUG-2018
Category: Strategy
Topic(s): Technology
Case Length: 17 pages
Abstract: This Case presents the ascent of SenseTime, a Chinese company powered by facial recognition technology and became the world’s most valuable artificial intelligence (AI) startup. Based in Shenzhen, it offered a variety of business solutions across industries that went beyond facial recognition. Enabled by its high-performance deep learning supercomputing system, it deployed solutions quickly to more than 400 partners and clients. Moving forward, SenseTime planned to expand to more vertical industries and go abroad. How could this young company deepen its technological edge, broaden its industry applications, and sustain fast growth for the long term?
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Flipkart vs. Amazon vs. Snapdeal: Winner-Take-All Battle in India *Popular*
Rainny Shuyan Xie and Vijay Sethi
Case Ref No.: ABCC-2018-011
Pub. Date: MAY-2018
Category: Strategy
Topic(s): Technology
Case Length: 17 pages
Abstract: This Case presents the Internet retail battle in India among the e-commerce giants Flipkart, Amazon, and Snapdeal. The domestic player Flipkart had been a dominant player and was followed by Snapdeal until the global player Amazon entered in 2013. The competitive dynamics were focused on the marketplace model, basic logistic and delivery, and customer satisfaction. With the new regulations and technology disruption in the recent years, the competitive landscape shifted to private labels, artificial intelligence (AI) and data analytics, and omni-channeling. As the competition got more and more intense, Flipkart – the first home-grown e-tailer– was determined to be the market leader.
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Sheng Siong – Mirror, Mirror… Whereto We Go?
Patricia Tan and Danielle Yew
Case Ref No.: ABCC-2018-010
Pub. Date: FEB-2018
Category: Strategy
Case Length: 27 pages
Abstract: Sheng Siong, one of the latest arrival of traditional grocers in the Singapore market, had been delivering better than average earnings. Why is this so? Would it be able to sustain its performance in an environment of intensifying competition, driven by new entrants and disruptive forces? What business adjustments does it need to make? Competitive advantages which had delivered in the past may be quickly eroded, and new ones need to be found, or current edges need to be sharpened.
Related: ABCC-2018-008 (Sheng Siong – Mirror, Mirror… Whoso the Fairer?)
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Yankuang Group Company (YGC): The Internationalization Strategy of a Chinese Mining State-owned Enterprise
Yang Jun Jie, Wang Xueli and Tsui-Auch Lai Si
Case Ref No.: ABCC-2017-023
Pub. Date: NOV-2017
Category: Strategy
Topic(s): Business and Government
Case Length: 26 pages
Abstract: Yankuang Group Company (YGC), a Chinese provincial state-owned enterprise (SOE), had over two decades of experience operating in the international market since its overseas initial public offering (IPO) in 1997. In 2013, YGC suffered great losses from an oversupply of coal production and a sharp decline of coal prices. How has YGC adjusted its internationalization process? The case highlights the key steps in the process and the impact of internal and external environment factors on the adjustment. It also illuminate the reforms of Chinese SOEs and the solutions to tackle challenges for running multi-national businesses.
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Yankuang Group Company (YGC): The Internationalization Strategy of a Chinese Mining State-owned Enterprise (Chinese version)
Yang Jun Jie, Wang Xueli and Tsui-Auch Lai Si
Case Ref No.: ABCC-2017-023CH
Pub. Date: JUNE-2017
Category: Strategy
Topic(s): Business and Government
Case Length: 24 pages
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Meituan-Dianping: From Startup to Tech Giant
Lim Wee Kiat and Neo Boon Siong
Case Ref No.: ABCC-2017-019
Pub. Date: SEPT-2017
Category: Strategy
Topic(s): Entrepreneurship; Technology
Case Length: 16 pages
Abstract: When Meituan merged with Dazhong Dianping in 2015, the company was no longer the fledgling startup it was in 2010. Founded by Tsinghua alumnus Wang Xing, the newly-formed Meituan-Dianping was valued at US$18 billion, joining an exclusive club of tech startups hailed as “decacorns” – startup “unicorns” with valuations of at least US$10 billion. Soon, the company’s first post-merger fundraising amassed US$3.3 billion, the highest amount the world had ever seen at that point. Meituan-Dianping started out as an online group-buying platform; was it simply a Groupon clone that carried more products and services?
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Go-Jek in Indonesia: Seizing Digital Opportunities at the Bottom of the Pyramid *Popular*
Andreas Pazi Raharso and Sia Siew Kien
Case Ref No.: ABCC-2017-013
Pub. Date: JULY-2017
Category: Strategy
Topic(s): Entrepreneurship; Technology; Marketing
Case Length: 17 pages
Abstract: This case chronicles Go-Jek’s journey as Indonesia’s first unicorn tech startup, which has been named by Fortune Magazine as one of the top 50 companies that “change the world”. It highlights how Go-Jek leveraged on its on-demand mobile platform – arguably, the most complete ecosystem in South East Asia to create significant social and economic value for Indonesia, the world’s fourth most populous country. Go-Jek has a saying: money can’t buy time, but Go-Jek can buy you time. Its motorbike delivery and ride-sharing app has enabled businesses and individuals to circumvent Jakarta's gridlock and achieve higher sales and productivity.
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Li & Fung - Navigating through Disruptive Changes
Danielle Yew and Neo Boon Siong
Case Ref No.: ABCC-2017-010
Pub. Date: JUNE-2017
Category: Strategy
Topic(s): Business and Government; Organisational Behaviour
Case Length: 32 pages
Abstract: Spencer Theodore Fung slowly closed the covers of the 2016 Analyst Presentation report he had just reviewed. The hazy Hong Kong skies of March 2017 reflected his mood. His third year as Chief Executive Officer of Li & Fung Limited (LF), Spencer wondered how to convince analysts used to 17% CAGR, that 2016 results were reasonable in light of the company’s re-positioning. Opportunities abound, but would they believe and give him time? With a war chest of almost US$1 billion and gearing of only 27%, how should he roll out the next three-year plan? 2016, the 110th anniversary of Li & Fung’s luminous existence, may mark the dawn of a new horizon…
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Li & Fung - Navigating through Disruptive Changes (Chinese version)
Danielle Yew and Neo Boon Siong
Case Ref No.: ABCC-2017-010CH
Pub. Date: JUNE-2017
Category: Strategy
Topic(s): Business and Government; Organisational Behaviour
Case Length: 29 pages
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OCBC - Integrating Strategic Acquisitions
Danielle Yew and Neo Boon Siong
Case Ref No.: ABCC-2017-005
Pub. Date: APR-2017
Category: Strategy
Case Length: 28 pages
Abstract: In 2016, two years after leading OCBC through its largest acquisition of Wing Hang Bank, Group CEO Samuel Tsien settled into his flight home from a townhall meeting with his new colleagues in Hong Kong. Addressing them in Cantonese, he felt that the session went well, and that the cultural fit was good. Tsien continued the OCBC tradition of being sensitive to the concerns of staff in the acquired entities and their local business and regulatory requirements, even as OCBC integrated them to group standards in finance, compliance, audit and risk management. How did OCBC execute its acquisition strategy? What was its approach to integrating its acquisitions?
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Tiger Airways: Navigating through Challenges and Competition
Shirley Koh and Clive Choo
Case Ref No.: ABCC-2016-012
Pub. Date: AUG-2016
Category: Strategy
Case Length: 20 pages
Abstract: This case chronicles the formation and growth of Tiger Airways, a low-cost carrier headquartered in Singapore. It describes the business, managerial and operational challenges faced by Tiger Airways, especially as industry overcapacity became an overriding concern.
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Transforming PSA from the Singapore Port to The World's Port of Call
Rainny Shuyan Xie and Neo Boon Siong
Case Ref No.: ABCC-2016-011
Pub. Date: JULY-2016
Category: Strategy
Topic(s): Technology
Case Length: 24 pages
Abstract: With anaemic trade growth and weakened demand in shipping, port and terminal operator PSA International saw a drop in its profits in 2016. PSA was faced with two major challenges -- increase port productivity and maintain strong returns in an era of capital abundance and low interest rates.
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Tethia Lungmeng: Making Paper from Stone
Neo Boon Siong, Ang Soon, Gillian Yeo and Cheryl Lim
Case Ref No.: ABCC-2015-003
Pub. Date: MAR-2015
Category: Strategy
Topic(s): Entrepreneurship
Case Length: 14 pages
Abstract: Tethia Lungmeng Environmental Friendly Products Co. Ltd (TLM) was the first company to produce commercial stone paper in China. TLM licensed the technology from Taiwan and had exclusive rights only in Anhui province. Three other Chinese companies were in the process of starting up production. How should TLM exploit its first-mover advantage and develop the resources and strategic capabilities to ensure success? How could it leverage on its accumulated reputation and experience?
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Cultural Challenges of Integration: Value Creation and Daiichi Sankyo's Indian Acquisition (Executive Case)
Wee Beng Geok and Wilfred Chua
Case Ref No.: ABCC-2012-E002
Pub. Date: NOV-2012
Category: Strategy
Topic(s): Finance and Economics
Case Length: 16 pages
Abstract: Daiichi Sankyo was the first major Japanese pharmaceutical firm to acquire a generic drug company. In early 2008, it acquired a majority share in Ranbaxy, then the largest India-based generic drug manufacturer and exporter. This case examines the cross cultural challenges in the post-acquisition task of integration.
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AgFeed Industries Inc – From Reverse Merger to Reversal of Fortune
Tan Kok Hui and Yang Lishan
Case Ref No.: ABCC-2012-004
Pub. Date: APR-2013
Category: Strategy
Topic(s): Finance and Economics
Case Length: 30 pages
Abstract: This case discusses the issues faced by AgFeed Industries Inc, a China-based company seeking growth through the U.S. capital market. The case surfaces discussions on corporate governance and ethics, issues concerning capital market regulations, business strategies in fast-growing industries, challenges of cross-cultural management, and management capability.
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Tata Consultancy Services: Sustaining Growth Momentum in China 2010
Wee Beng Geok, A. Lee Gilbert and Ivy Buche
Case Ref No.: ABCC-2010-002
Pub. Date: AUG-2010
Category: Strategy
Case Length: 24 pages
Abstract: In 2007, TCS set a target to increase its China-based manpower strength from 800 to 6,000 by 2011. However, the tight supply of IT talent in China was a major challenge and in early 2010, TCS' manpower strength reached 1,100. The company set a new target to quadruple its manpower strength to 5,000 by 2014. What steps should the company take to tap the rising demand for outsourcing services while tackling the problems of achieving service excellence in a resource-tight situation?.
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Keppel Offshore & Marine – Riding the Waves of Change
Wee Beng Geok and Ivy Buche
Case Ref No.: ABCC-2007-007
Pub. Date: OCT-2007
Category: Strategy
Case Length: 20 pages
Abstract: Keppel Offshore & Marine (Keppel O&M), a Singapore-based marine engineering group was the leader in the global market for construction of offshore drilling platforms and vessels. With disruptive changes in the business environment and greater competition, the race was on as to whether Keppel O&M could hold on to its leadership position.
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A Tale of Two Shipyards – Strategies for Competing on the Edge
Wee Beng Geok and Ivy Buche
Case Ref No.: ABCC-2007-002
Pub. Date: JUNE-2007
Category: Strategy
Topic(s): Organisational Behaviour
Case Length: 40 pages
Abstract: As offshore oil exploration and production raced ahead to meet rising global demand for oil, two Singapore-based marine engineering groups were leaders in the global market for the construction of offshore drilling platforms and vessels. This case discusses how the two groups had repositioned themselves to take full advantage of this demand, and whether they could hold on to their leadership positions.
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DBS Bank – Ship Financing Challenges In Asia
Wee Beng Geok, Thomas Gleave and Ivy Buche
Case Ref No.: ABCC-2006-003
Pub. Date: MAR-2006
Category: Strategy
Topic(s): Organisational Behaviour
Case Length: 21 pages
Abstract: The case focuses on the issues of organizational design and its impact on strategy implementation. It also addresses the problem of developing knowledge networks in geographically distributed organizations, especially in the highly specialized and competitive business of ship financing.
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Citigroup: Private Banking in Asia
A. Lee Gilbert and Nigel Goodwin
Case Ref No.: ABCC-2005-015
Pub. Date: OCT-2005
Category: Strategy
Topic(s): Marketing
Case Length: 16 pages
Abstract: The private banking sector was growing rapidly in Asia, fuelled by the region's economic development and accumulation of personal wealth. This case examines a fragmented market split between global giants and domestic champions. Key issues include market segmentation, strategic positioning, international expansion, market entry barriers, channel distribution, and a choice between organic growth versus acquisitions and alliances.
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MarkPlus&Co (B): Expanding in Southeast Asia
Nigel Goodwin and Hooi Den Huan
Case Ref No.: ABCC-2004-011B
Pub. Date: DEC-2004
Category: Strategy
Topic(s): Marketing; Organisational Behaviour
Case Length: 20 pages
Abstract: This case follows up with how a national market leader might replicate its success at the regional level. MarkPlus&Co was Indonesia's leading domestic consulting firm. With regionalisation and globalisation creating new opportunities throughout Southeast Asia, the firm looked to Singapore and other markets for expansion. The case examines the firm's sustainability, go-to-market strategy and entrepreneurship.
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Starwood Hotels & Resorts Worldwide Inc.: Asia Pacific
Leong Choon Chiang and D.G. Allampalli
Case Ref No.: ABCC-2004-002
Pub. Date: NOV-2004
Category: Strategy
Topic(s): Finance and Economics
Case Length: 23 pages
Abstract: The case describes how Starwood Hotels and Resorts Worldwide Inc. grew under the visionary leadership of Barry Sternlicht, its founder and CEO. It documents how Sternlicht acquired, financed and integrated two leading hotel brands - Westin and ITT Sheraton to become a globally diversified leading hotel chain. The company's newly appointed president of Asia Pacific was given the goal of boosting the share of operating profit from 10 to 25 percent by 2007
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Metamorphosis: Singapore's Alexandra Hospital in Transition
Yim-Teo Tien Hua and Chung Sang Pok
Case Ref No.: ABCC-2003-008
Pub. Date: MAR-2005
Category: Strategy
Topic(s): Organisational Behaviour
Case Length: 23 pages
Abstract: Liak Teng Lit assumed the post of CEO of Singapore Alexandra Hospital in February 2000, taking over a hospital that would be replaced in 2006. There were complaints in the press of the hospital's bad services and its physical infrastructure was in a state of disrepair. With the mandate to restructure the hospital, Liak and his management team had to consider measures essential for the hospital's survival.
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Governor Basuki Tjahaja Purnama and Jakarta’s Transformation
Andreas Pazi Raharso, June Gwee and Neo Boon Siong
Case Ref No.: ABCC-2018-001
Pub. Date: JAN-2018
Category: Strategy
Topic(s): Business and Government; Human Resource Management
Case Length: 20 pages
Abstract: City transformation is complex. This case study examines the combination of policies and management decisions undertaken by Mr Basuki Tjahaja Purnama (Ahok) in transforming Jakarta, the capital city of Indonesia. Jakarta had been facing serious urban development issues that affect the economy and political stability of Indonesia. Despite well-laid out plans where he aimed to alter the oft-regarded corrupt and incapable bureaucracy in Jakarta into a clean, capable and efficient administration, Ahok faced many leadership challenges when implementing large-scale transformation of major city in a developing country.
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Indorama Eleme Petrochemicals Limited: Beyond CSR for Secure, Safe and Sustainable Operations in Nigeria
K. Ravi Kumar and Divya Bhutiani
Case Ref No.: ABCC-2017-014
Pub. Date: APR-2017
Category: Strategy
Topic(s): Sustainability
Case Length: 19 pages
Abstract: This case focusses on Indorama Corporation, a multinational conglomerate of Asian origin who bought the ailing petrochemical plant in Eleme Nigeria called Eleme Petrochemicals Limited (EPCL) to establish Indorama Eleme Petrochemicals Ltd. (IEPL). It describes the successful story of how IEPL is trying to build a trusting relationship with the local community in the Niger Delta, which has a history of distrust and conflict with multinationals. The case also focusses on the ethical dilemma of the board of the multinational corporation operating in a foreign land in making a critical business decision of whether to bring the community stakeholders inside its boardroom or not under its Public-Private Partnership scheme.
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Changing the Culture of Education: Key Shifts at the Ministry of Education from 2011 to 2015
Lim Xiuhui, June Gwee and Neo Boon Siong
Case Ref No.: ABCC-2016-005
Pub. Date: AUG-2016
Category: Strategy
Case Length: 16 pages
Abstract: This case discusses how Singapore's Ministry of Education set out to make the education system even more student-centric and sharpen the focus on holistic education – centred on values and character development.
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China's Science Fiction World Publisher – Developing a New Business Strategy for a Small Enterprise
Wee Beng Geok, Yan Jin Jiang and Chen Xizi
Case Ref No.: ABCC-2016-003
Pub. Date: FEB-2016
Category: Strategy
Case Length: 19 pages
Abstract: Science Fiction World was set up in 1979 as a publishing unit of China’s state-owned Science and Technology Organization to promote science and technology. With the accelerated technological and social changes sweeping across China, the organisation faced new challenges and had to assess how the changes could impact the future sustainability of its print-based book and magazine publishing business.
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