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Short videos are the new trend in entertainment and social networking. TikTok/Douyin is the undisputed leader of short video-sharing apps. Less than four years after it launched in China, TikTok shot to global prominence thanks to an addictive user experience. In 2020-21, despite a challenging geopolitical context, it maintained strong growth momentum to become the world's most-downloaded, best-rated, highest-earning app. Kuaishou, TikTok's strongest domestic competitor, dominated the Chinese market until 2018. Like TikTok, it began to expand overseas in mid-2017, but stumbled. With backing from Tencent (one of China's pioneering internet giants), Kuaishou gained fresh momentum in China and global markets and took steps to going public in February 2021. As the two companies go head-to-head in China and globally, their products and strategies are converging. The case compares their respective strategic positions, operations and development. It reveals the success story behind TikTok's exponential growth and expansion, the emergence of the short-video industry, the parent company ByteDance, and its current and future challenges.

Student spreadsheet to case W21283

Ucommune was the first co-working space operator in China to submit a prospectus to the US Securities and Exchange Commission. As its basic business, Ucommune provided co-working spaces for members and customers, and gradually formed two specific space operation models: the self-operated model and the asset-light model. Ucommune also offered members comprehensive value-added services and promoted the development of a service business by establishing a service ecosystem. Constant exploration of the co-working space industry had enabled Ucommune to create a unique business model and, through its creation, positively change the industry's old model. Although it had reached certain goals, Ucommune still faced challenges, including problems with achieving profitability, fierce competition, and dealing with the COVID-19 pandemic. To transcend the current obstacles, In early 2020, Ucommune had to consider how to further adjust and optimize the business model.

On May 2, 2019, So-Young International Inc. (So-Young) became the first Chinese Internet-based company in the cosmetic surgery sector to be listed on the Nasdaq Stock Market. With effective use of the Internet and mobile devices, So-Young provided a one-stop resource that allowed consumers to access information about cosmetic treatments, search for and purchase cosmetic surgery services, and benefit from peer and professional support during recovery. With its service, So-Young had positively transformed a fast-growing Chinese cosmetic surgery market that was lacking transparency and trustworthy information.<br><br>The company had used a process of enterprise business model innovation to build its brand image, expand its audience, and engage the cosmetic surgery industry value chain. While the process had been successful, So-Young faced competitive and internal challenges that it needed to overcome to maintain its leadership position and grow future prospects.

On May 2, 2019, So-Young International Inc. (So-Young) became the first Chinese Internet-based company in the cosmetic surgery sector to be listed on the Nasdaq Stock Market. With effective use of the Internet and mobile devices, So-Young provided a one-stop resource that allowed consumers to access information about cosmetic treatments, search for and purchase cosmetic surgery services, and benefit from peer and professional support during recovery. With its service, So-Young had positively transformed a fast-growing Chinese cosmetic surgery market that was lacking transparency and trustworthy information. The company had used a process of enterprise business model innovation to build its brand image, expand its audience, and engage the cosmetic surgery industry value chain. While the process had been successful, So-Young faced competitive and internal challenges that it needed to overcome to maintain its leadership position and grow future prospects.

In 2013, the Land Transport Authority (LTA) published the Land Transport Master Plan 2013, where additional foci were placed on improving commuters' experiences in the first and last legs of their travelling journeys. The LTA actively promoted the theme of "active mobility" where the use of bicycles and personal mobility devices (PMDs) were encouraged as a means of transport over short distances. Due to the affordability and conveniences of PMDs, the population of PMD users grew steadily in Singapore over the next three years. The boom also saw an uptake on PMDs in the food delivery service industry as service providers saw PMDs as an efficient and cost-effective means of transport in the area-of-operation. The increased PMD traffic on the shared footpath, however, resulted in a rising trend of accidents between PMD users and pedestrians. Voices of dissent swelled and concerned Members of Parliament (MPs) continuously highlighted the issues on safety and control of PMDs during Parliamentary sittings. Consequentially, the Singapore government announced on 4 November 2019 that PMDs or e-scooters would be banned on all public footpaths. The announcement caught many PMD users by surprise as the campaign of "active mobility" promoted actively by the government barely took off six years prior. What are the change processes that were carried out and what were some of the communication barriers affecting this change in policy?

This case explains the technological changes in mobile communications, with a special focus on the fifth generation (5G). It describes the evolution from the first generation (1G) to the 5G; core technologies, distinct capabilities, key products, and major players in the 5G era. It can be used to illustrate how each generation of technological change offers opportunities for different types of firms and how they respond. It can also be used to discuss the technological, market, and institutional uncertainties associated with emerging technologies, as well as how firms and entrepreneurs can mitigate such uncertainties and exploit emerging opportunities. The case can also be used to debate first-mover vs. late-mover advantages in the 5G era.

What does the Comprehensive and Progressive Agreement for Trans-Pacific Partnership (CPTPP) mean for a country like Malaysia? This case investigates the far-reaching domestic ramifications of this type of "mega-regional agreement," as well as how international agreements can be an important way to strengthen alliances and global standing. The case asks students to evaluate an important decision facing Prime Minister Mahathir Mohamad, a long-serving former prime minister who surprised everyone by winning Malaysia's May 2018 election. Having come out of retirement to secure his legacy, Mahathir faces a complicated political choice. The previous administration had signed on to the CPTPP, and signatory countries must now pass the deal through their respective domestic approval processes. But Mahathir's party and government are divided on the deal, which could bring new export and investment opportunities - but also would require Malaysia to make commitments to protect labor rights and intellectual property. These commitments, in turn, could prove politically unpopular at home.

Instructor Spreadsheet to accompany product 8B19M109.

Student spreadsheet to case W19506

By 2018, NIO Inc. was more than just a car company. By providing high-performance smart electric vehicles and the ultimate user experience, NIO had shown its commitment to creating a pleasant lifestyle for its users and creating a worldwide "user brand." Based on mobile Internet thinking, NIO created its own unique business model with the user experience at its core. Unlike Tesla Inc., NIO took only four years from its inception to its launch, while Tesla spent about seven years to achieve this. While NIO and Tesla were often equated, NIO's founder, Ben Li, specifically differentiated NIO from Tesla with his powerful statement that "becoming the world's most user-satisfied company is more important than revenue." To achieve this great value proposal, NIO had to develop its own business model.

Student spreadsheet to accompany product 9B19M109.

By 2018, NIO Inc. was more than just a car company. By providing high-performance smart electric vehicles and the ultimate user experience, NIO had shown its commitment to creating a pleasant lifestyle for its users and creating a worldwide “user brand.” Based on mobile Internet thinking, NIO created its own unique business model with the user experience at its core.<br><br>Unlike Tesla Inc., NIO took only four years from its inception to its launch, while Tesla spent about seven years to achieve this. While NIO and Tesla were often equated, NIO’s founder, Ben Li, specifically differentiated NIO from Tesla with his powerful statement that “becoming the world’s most user-satisfied company is more important than revenue.” To achieve this great value proposal, NIO had to develop its own business model.

New ventures are increasingly internationalizing from emerging economies, but the role of their home country and any associated within-country regional differences are not well understood. In this article, we look at a new venture in China and how its headquartered region promotes its internationalization. We present empirical evidence that shows the interrelatedness between a venture's region and internationalization: When institutional development in a region is strong, the impact of foreign firm presence on venture internationalization becomes even stronger. We discuss implications for managers of multinational enterprises and new ventures operating in emerging economies as well as policymakers in these economies.

In 2014, the vice-president of Group Corporate Social Responsibility at Singtel, a Singapore-based provider of telecommunications products and services, was scrutinizing his proposal for the company's corporate social responsibility (CSR) transformation. He wanted to reposition Singtel's CSR approach to create greater social impact while demonstrating greater benefit to the company beyond promoting its branding and reputation. In doing so, he was mindful that the proposal would require greater financial investment on the part of the company. The proposal would also need to leverage the company's capabilities and partnerships and address the possibility of dropping its current beneficiaries. His team needed to convince the board of directors and senior management that the potential benefits of the proposed changes would be worth the financial investment and the possibility of reduced brand exposure.

In 2014, the vice-president of Group Corporate Social Responsibility at Singtel, a Singapore-based provider of telecommunications products and services, was scrutinizing his proposal for the company's corporate social responsibility (CSR) transformation. He wanted to reposition Singtel's CSR approach to create greater social impact while demonstrating greater benefit to the company beyond promoting its branding and reputation. In doing so, he was mindful that the proposal would require greater financial investment on the part of the company. The proposal would also need to leverage the company's capabilities and partnerships and address the possibility of dropping its current beneficiaries. His team needed to convince the board of directors and senior management that the potential benefits of the proposed changes would be worth the financial investment and the possibility of reduced brand exposure.

At the end of 2017, the human resources director at Yuanbo Education Group, a fast-growing educational service enterprise located in Shanghai, China, was struggling to calm down the managers, who were complaining about their salaries. Managers of the established business units were paid a relatively lower base salary but often with a sizable bonus tied to a revenue target. In contrast, the new hires for the recently established business units were paid a much higher base pay but with little or no bonus available. Both veteran and new managers were dissatisfied with their pay structure. The human resources director knew that he needed to take action soon. But what should he do and where should he start?

At the end of 2017, the human resources director at Yuanbo Education Group, a fast-growing educational service enterprise located in Shanghai, China, was struggling to calm down the managers, who were complaining about their salaries. Managers of the established business units were paid a relatively lower base salary but often with a sizable bonus tied to a revenue target. In contrast, the new hires for the recently established business units were paid a much higher base pay but with little or no bonus available. Both veteran and new managers were dissatisfied with their pay structure. The human resources director knew that he needed to take action soon. But what should he do and where should he start?

In the face of rising business complexity and competitive pressure, many firms succumb to price pressures and enter pricing wars. Others focus on creating, quantifying, and capturing pricing power from their market. Since 2011, with help from Warren Buffet and Jim Cramer, Wall Street financial analysts have begun paying close attention to firms with great pricing power. But what is pricing power? How do firms know whether they have it? And how does it affect profit? This research, based on a survey of 128 organizations, identifies and validates the drivers of pricing power and its impact on firm performance. In this article, I create and validate a pricing power assessment instrument that firms can use to get started. This article offers practical recommendations for go-to-market functions on how to start the pricing power discussion, how to measure it, and how to operationalize it.