個案總覽

GPS acquired Vision Express, but it is not going well. Two executives at GPS are proposing a revolution at Vision Express, which would change the company's business model to be more like the French model. Dean Butler, the founder of Vision Express, strongly opposes the change, arguing that it would ruin Vision Express. The business model may or may not be the problem. What should GPS management do?

Takes an inside look at ABB's unprecedented 1997 to 2000 transformation under Gvran Lindahl, the second CEO of this electrical engineering powerhouse, who succeeded Percy Barnevik during late 1996. After a highly successful first decade of existence under Barnevik (1988 to 1996), ABB found itself in the midst of a crisis by the end of 1997, after the combined effects of global deregulation, radical technological innovations, and an unpredictable but sweeping financial crisis across most emerging markets. ABB's response was to shift its strategic focus radically to favor knowledge- and service-based offerings across all of its businesses. The company's implementation of such strategy took place in two bold steps. The first one comprised a major global restructuring of ABB, as a result of which the company divested from mature manufacturing businesses such as power generation and transportation and became a global leader in areas such as industrial process automation and electrical distribution solutions. The second step was to transform ABB into a fast-growing high-technology company, moving from old to new economy Internet-based services and solutions. The case contains two mini-cases in ABB distribution solutions and ABB's global information systems group--two instances that show first-hand the pains of rapidly transforming a vast, manufacturing concern into an Internet- and solutions-based powerhouse as the new millennium unfolds.

The year 1998 was an excellent one for Toyota in Europe: The company posted record sales in 10 European countries and had topped Nissan's sales in Europe for the first time ever. However, on a global scale, the European market was still a weak spot for Toyota. The market share in Western Europe stood at only 3%, whereas the company had secured over 10% in other international markets such as the United States. Early 1999 marked a turning point and Toyota publicly announced its goal to raise the European market share to 5% by the year 2005. However, many executives considered the different positioning and perception of the Toyota brand across Europe as a main obstacle to growth. The new president of Toyota Europe had to decide whether there was a need to reposition the brand. If yes, should he recommend a unified brand image within Europe. How could this be achieved? Provides data on the European market for automobiles, customer segments, and positioning of Toyota vs. the competition. Also outlines the intricacies of growing a business by making bold changes to the positioning of products and brands.

The Newell Co., a multibillion dollar company dealing in hardware and home furnishings, office products, and housewares, was contemplating a merger with Rubbermaid, a renowned manufacturer of plastic products. Newell had a remarkable record of success in growth by acquisition. Rubbermaid would mark a quantum step in this program, but equally, would pose a formidable challenge to Newell's capacity to integrate and strengthen acquisitions. Corporate strategy and advantage is studied, particularly through the Collis and Montgomery framework, to determine whether the proposed merger is a step too far.

Canadian Closures was a joint venture (JV) between the Australian firm, Melbourne Closures (Melbourne), and Macklin Breweries (Macklin) which was based in Canada. The JV manufactured beer bottle caps based on Melbourne's technology; its only customer was Macklin's 10 breweries. Continuing product quality and performance problems resulted in the general manager being replaced. The new general manager was faced with the challenge of resolving these issues and balancing what was best for the parent companies in the short-term and what was best for the JV in the long-term. Macklin wanted reimbursement for faulty caps, which would have a significant impact on the profit objectives that both parent companies expected the JV to meet. The general manager had to find a solution that would satisfy both parent companies while minimizing negative impacts on the JV's results. The supplemental case, Canadian Closures (B), product 900M20, presents what happened and addresses another challenge later in the JV's life cycle.

Supplements the (A) case 900M19.

The Internet investment craze was starting to catch on in Hong Kong. Tom.com Ltd., a Hong Kong-based Internet company, was planning an initial public offering at the Hong Kong Stock Exchange. A portfolio manager for EuroGlobal Funds was to provide his professional opinion on the value of this investment and its appropriateness for different investors. He was aware of the difficulties in valuing Internet companies and the debate over the choice of valuation methods. Among these, one approach was to analyze the implied hyper-growth rate that Internet companies had to achieve in the next five years to justify their current valuations. He decided to apply this approach to Tom.com.

Pepsico, Inc. spanned more than 190 countries and accounted for approximately one-quarter of the world's soft drinks. The vice president of finance for Pepsico East Asia had been collecting data on the firm's proposed equity joint venture in Changchun, People's Republic of China (PRC). Although Pepsico was already involved in seven joint ventures in the PRC, this proposal would be one of the first two green-field equity joint ventures with Pepsico control over both the board and day-to-day management. Every investment project at Pepsico had to go through a systematic evaluation process that involved using capital budgeting tools, such as new present value and internal rate of return. The vice president of finance needed to decide whether the proposed Changchun joint venture would meet Pepsico's required return on investment. He was also concerned what the local partners would think of the project. The final decision would be made after a presentation to the president of Pepsico Asia-Pacific.

An effort to reduce malnutrition in Vietnam provides a surprising business lesson: companies that want to change their employees' behavior may find the solution within their organization.

A good environmental-reporting process can make a firm more environmentally responsible and more competitive--in the marketplace and in the war for talent.

It's tempting to save time and money by negotiating through e-mail, rather than in person or by phone. But new research finds that people can be contentious--even dishonest--when negotiating solely by e-mail.

Despite the rapid growth of Asian businesses, the center of the world economy in the next century will continue to be North America and Europe.

Some of the best ideas about performance appraisal are coming from the public sector. Government agencies are setting up systems that really can tell the weak from the strong.

Most U.S. companies spend as much on advertising as they earn from their brand, and what do they get for it? Not nearly enough. Ineffective tests and overdelegation to lower-level staff guarantees mediocrity.

Computer Reservation Systems (CRS) vendors have enjoyed an indispensable role in the travel industry--75% to 80% of all airline bookings are made by travel agents using CRSs. But by mid-1998, their solid position in the industry is being threatened by two forces: the Web Sites run by airlines that are capable of accepting bookings directly from customers, and a new CRS, supported by travel agencies around the world, called Genesis. It is scheduled to go on trial in fourth quarter of 1998 and for launch in 1999.

Shangri-La Hotels and Resorts (SLA) owns and manages the largest deluxe chain in Asia. In 1993, the managing director recognized that there was a need to create a common goal and a set of common values to bind all Shangri-La Hotels and to instill among them the feeling that they were all part of the same organization. The "Shangri-La 2000" strategic plan was developed to achieve these objectives. This case provides a detailed account of the formulation process of "Shangri-La 2000" and how it was communicated to every employee at Kowloon Shangri-La (KSL)--one of the 38 Shangri-La Hotels. A major challenge faced by the general manager of KSL was how to interpret the performance measurements taken before and after the implementation of the strategic plan to assess its effectiveness. He also wondered what he could do to maintain the momentum of "Shangri-La 2000" at KSL amid the adverse operating environment brought about by the Asian economic crisis.

Law, by definition, was jurisdictional, yet in cyberspace, it had become increasingly questionable whether laws regulating the physical marketplace were able to be superimposed onto this new marketspace or were altogether redundant. The collapsing of time and space that Internet-based commerce enabled had huge implications for international trade. This case outlines the international implications of "doing business" on the Internet. While the issues of "multi-jurisdictional compliance" are wide ranging, an example in the case draws attention to the protection of intellectual property rights. In particular, issues related to the use of trademarks on Web sites, in hyperlinks or as metatags are raised, as are the implications for registered trademark owners in cyberspace.

One of the first companies to practice the highly touted business-to-consumer Internet business model, Dell entered the PC market with force and shook up the industry with its revolutionary, customer-oriented, streamlined distribution style. Selling PCs online was a natural progression to Dell's existing strategy; Dell realized this synergy early and was the first market entrant. This case tracks Dells' evolving business and industry and highlights its entry strategy for China.

Torrington Wuxi Bearings (TWB) was a Sino-American joint venture that manufactured ball and roller bearings in China. When Jesse Chen, the new general manager, arrived, the company had recorded three straight years of losses. Together with his new management team, Jesse undertook a series of measures aimed at transforming TWB from a state-owned enterprise (SOE) to a market-driven sales organization. This case allows for a discussion of issues related to a radical organizational change in a former SOE in China and the strategic considerations in entering the Chinese market.

Jimmy Lai launched adM@rt, a home-delivery shopping service, in June 1999. The concept, a virtual shopping store on a Web site that allowed customers to browse through competitively priced merchandise, select foods, and complete transactions on-line, was a first in Asia. Lai's vision was to build a virtual shopping mall, rent out virtual store space to niche marketers, and deliver their goods and its own within a few hours of receiving an order.