PowerChina was an integrated construction group that provided investment and financing, planning design, engineering construction, equipment manufacturing and operations management for hydraulic and hydropower projects and infrastructure. According to the company’s data, PowerChina had over 50 per cent of the medium- and large-sized flood mitigation and water supply reservoir construction market worldwide. The aim of the company was to build a world-class comprehensive construction investment group that was globally competitive and of high quality and efficiency. However, the integration of international business and localization in certain markets combined with international and domestic development meant that PowerChina needed to remain cautious and vigilant. PowerChina’s managers were confident with the prospect of its international expansion to accelerate the company’s growth rate, but it was still necessary for them to seriously consider the strategy they should choose in the next phase of their internationalization, and how to upgrade their risk management system in these changing times.
Shanghai COS Software Ltd. designs and develops smart card operating systems. The company's marketing manager must decide the best basis for segmenting the burgeoning market for smart cards for wireless devices in China. She has excellent data on this duopoly market, the segments and their buying criteria. In fact, she already has received significant orders for low-end cards from each of the two large customers. However, she and the senior management team must decide on a market positioning for this young high-tech start up. She must select one of the two major customers whose size, structure and procedures are quite different. She must also decide whether the company should market low margin/high volume or high margin/low volume products. Both products seem to have a very short life expectancy in the face of rapidly changing customer expectations. The investors in the company want it to achieve profitability fairly quickly and still adopt sustainable positioning in the marketplace.
Shanghai COS Software Ltd. designs and develops smart card operating systems. The company's marketing manager must decide the best basis for segmenting the burgeoning market for smart cards for wireless devices in China. She has excellent data on this duopoly market, the segments and their buying criteria. In fact, she already has received significant orders for low-end cards from each of the two large customers. However, she and the senior management team must decide on a market positioning for this young high-tech start up. She must select one of the two major customers whose size, structure and procedures are quite different. She must also decide whether the company should market low margin/high volume or high margin/low volume products. Both products seem to have a very short life expectancy in the face of rapidly changing customer expectations. The investors in the company want it to achieve profitability fairly quickly and still adopt sustainable positioning in the marketplace.