學門類別
哈佛
- General Management
- Marketing
- Entrepreneurship
- International Business
- Accounting
- Finance
- Operations Management
- Strategy
- Human Resource Management
- Social Enterprise
- Business Ethics
- Organizational Behavior
- Information Technology
- Negotiation
- Business & Government Relations
- Service Management
- Sales
- Economics
- Teaching & the Case Method
最新個案
- A practical guide to SEC ï¬nancial reporting and disclosures for successful regulatory crowdfunding
- Quality shareholders versus transient investors: The alarming case of product recalls
- The Health Equity Accelerator at Boston Medical Center
- Monosha Biotech: Growth Challenges of a Social Enterprise Brand
- Assessing the Value of Unifying and De-duplicating Customer Data, Spreadsheet Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise, Data Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise
- Board Director Dilemmas: The Tradeoffs of Board Selection
- Barbie: Reviving a Cultural Icon at Mattel (Abridged)
- Happiness Capital: A Hundred-Year-Old Family Business's Quest to Create Happiness
Feihe: Achieving Competitive Advantage through Strategic Transformation
內容大綱
Following the 2008 China milk scandal, Chinese infant milk formula products were regarded as unsafe, and Chinese consumers were preferring to pay high prices for the products of foreign brands. As one of the few companies not involved in the milk scandal, China Feihe Limited (Feihe) was able to maintain steady growth in product sales in the medium- and low-end market, but it did not have a differentiation advantage over foreign brands; therefore, its sales results in the high-end market were poor. In 2015, Feihe carried out a strategic transformation and repositioned its brand proposition, which led to increased customer value. The company also launched a new product series, which allowed it to create a competitive advantage. In 2019, Feihe was listed on the Hong Kong Stock Exchange. However, other brands started to imitate Feihe in developing products that were suitable for Chinese babies, which made investors doubt whether or not Feihe could maintain its competitive advantage. What action should Feihe take to maintain its competitive advantage and its position in the market?