In the past 20 years, Liu Pengkai greatly stimulated employees' initiative and creativity through practical application of a set of unique and flexible management by heart (hereinafter referred to as "MBH") models by different means in specific tasks, which facilitated the enterprise's sound development. MBH model enabled employees to turn ideas into concrete actions and make achievements. It also guided employees to always remind themselves to do things with the right mindset in their work and life, and jointly build a harmonious development environment. When Heisonglin was first taken over by Liu, "11 workers, with an output value of over a hundred thousand yuan, two reaction kettles and more than a million yuan in debt" Heisonglin developed from the beginning of Liu's term from small to a large professional domestic manufacturer of adhesives, with total annual assets value growth rate of 20%, cooperation with many Fortune Global 500 enterprises and renowned enterprises at home and abroad as well as "Jiangsu Famous Brand" products. Liu's MBH model enabled Heisonglin to develop gradually, but such management model mainly relied on the wisdom and emotional intelligence of Liu from the perspective of the current management status of Heisonglin. Accompanied with the continuous development of the company, the number of the company's employees gradually increased, and an increasing number of new employees of the post-90s generation joined the company, which made it impossible for him to engage in all those specific tasks in the future. Meanwhile, Heisonglin's business scale constantly expanded to gradually cover customers throughout the country, which made it hard for him to serve each customer in person.

Play@Work is an online system that allows employees to award honorary 'medals' to subordinates, superiors and colleagues for actions that reinforce the company's values, and 'golden beans' that can be exchanged for benefits. Awards can be issued and are publicly accessible to all in real-time. Play@Work can realize a flat, flexible and warm management style, allowing organizational culture to motivate and regulate members' behaviors in a subtle manner, and give employees a clear idea of who appreciates, encourages and inspires them. The system has been fully implemented in Yonyou and has redefined work relationships. The prominent features of this case are novelty and practicality. Novelty is reflected in Play@Work's position as a cultural communication tool in the era of digital human resource management. Play@Work best suits enterprises dominated by knowledge workers, particularly those under strong pressure to innovate. Practicality is reflected in its use of 'soft' cultural management tools through a system consisting of medals, golden beans and other concrete actions. Before the introduction of Play@Work, enterprises mainly sought to improve their managers' awareness and skills by means of training, but due to the absence of a practical tool, the results of such training largely depended on the manager's own understanding and self-motivation. Play@Work provides a concrete method to communicate issues of corporate culture, and its versatile applications make it useful in a wide range of management scenarios. Improving work performance is one of the objectives of management, but the challenge that managers often encounter is that they are excessively task-driven and tend to neglect human elements. Play@Work operates on the principle that engaging with people on a human level can facilitate work and the attainment of targets. The value of this case is reflected in its demonstration of ways to improve work relationships by means of managing organizational culture.

Beijing has a huge second-hand housing rental market, while the tenants are often unable to get satisfactory properties. Because the real estate brokerage companies only assist with handling procedures, the tenants' requirements for quality, furnishing and services of properties are inadequately considered. Therefore, traditional modes of leasing have been significantly out of date. In this context, Homelink launched Ziroom business in May 2011, beginning its new exploration in the rental industry. Under the leadership of Mr. Xiong Lin, general manager of Ziroom, who had rich experience in this field, Ziroom created Ziroom Friendly Home and Ziroom Apartment under the same brand of Ziroom and operated them in a B2C mode. Ziroom owns the properties and processes them into standard products before selling online at Ziroom.com and providing various follow-up services during the lease term. Ziroom focuses on product, service and O2O, covering all the key links of tenants' rental experience. By the end of 2013, Ziroom had collected a total of over 20,000 properties, including over 60,000 Ziroom Friendly Home rooms and 6 stand-alone buildings of Ziroom apartments that are distributed in more than 2,000 real estates in Beijing. With the cumulative occupancy rate remaining at 90% and the renewal rate at over 60%, Ziroom provides rental services to 10 million Ziroomers. At present, Xiong Lin is faced with a number of challenges. For example, Ziroom's rent is a little bit high for a portion of young people in need of shared leasing; the future development of Ziroom may be affected by the changes in rents, real estate purchase restrictions, and the increase of Ziroom properties. Ziroom aims to establish a super-large enterprise based on O2O platforms that integrate asset management, housing and extension services, as well as information and data services, managing tens of thousands of properties in China. Today, Ziroom is continuing its entrepreneurial efforts.

Founder Group's Chairman of the Board, Wei Xin, made adjustments to the company portfolio in 2010. Established in the mid-1980s, Founder is the industry leader for Chinese laser typesetting systems and was once the second largest PC manufacturer in China. It is also the largest university-based enterprise in China. After twenty years of development, Founder has achieved annual revenue of 47.5 billion RMB, with business in IT hardware and software, pharmaceuticals, medical care, finance, real estate, steel, trade, education, mining, fine chemicals, storage, etc. It has undergone highly unrelated diversification. Chair of the Board, Wei Xin, wants to ensure Founder's sustained growth. To this end, he must consider Founder's portfolio structure for the future.