Founded in September 2016 and based in Beijing, China, ZOMOZOMO primarily conducted business through its gamified freelancers' platform, where designers' works were publicly requested, reviewed, chosen, and rewarded, eliminating some of the long-standing troubles within the industry, such as inefficiency, fragmentation, and lack of transparency. The company soon became a prominent player in the design industry. The first four years of the company witnessed the rapid expansion and diversification of its client base, which began to include many influential brands such as Amazon.com Inc., Nike Inc., and Huawei Technologies Co. Ltd. However, ZOMOZOMO began to find it increasingly challenging to meet the needs and requirements of its high-end clients in terms of response time, service quality control, and confidentiality. In deciding to shift from a bidding platform to a provider of one-stop design solutions, ZOMOZOMO needed to determine whether it should prioritize building its internal capabilities or seek external partnerships to deliver high-quality design solutions to its high-end clients.

Founded in September 2016 and based in Beijing, China, ZOMOZOMO primarily conducted business through its gamified freelancers’ platform, where designers’ works were publicly requested, reviewed, chosen, and rewarded, eliminating some of the long-standing troubles within the industry, such as inefficiency, fragmentation, and lack of transparency. The company soon became a prominent player in the design industry. The first four years of the company witnessed the rapid expansion and diversification of its client base, which began to include many influential brands such as Amazon.com Inc., Nike Inc., and Huawei Technologies Co. Ltd. However, ZOMOZOMO began to find it increasingly challenging to meet the needs and requirements of its high-end clients in terms of response time, service quality control, and confidentiality. In deciding to shift from a bidding platform to a provider of one-stop design solutions, ZOMOZOMO needed to determine whether it should prioritize building its internal capabilities or seek external partnerships to deliver high-quality design solutions to its high-end clients.

Asia Symbol (Guangdong) was part of the Royal Golden Eagle Group (the RGE Group)'s China presence. RGE was a multinational conglomerate that spanned the forestry, pulp, papermaking, viscose fiber and gas industries. It mainly ran businesses in China, Brazil and Indonesia, with a clear business strategy to leverage its industry integration business model to gain the advantage of cost leadership. In an effort to replicate its successful experiences in other countries, it established Asia Symbol (Guangdong) and another pulp processing plant in Shandong province. The case describes how RGE saw China's potential in its global business layout and how it managed to grab over one-third of China's copy paper market share.

Trinity Earth, founded by Zhu Jinfu, was a Chinese data solution provider focusing on the film and television industry. Since its establishment, Trinity Earth had launched a mix of products and services and continuously created value for the whole industry. While its earliest products tended to be functional tools, the company proceeded to synthesize these products for empowering and then enabling its clients. It started by acquiring data as a potential resource and proceeded to tap into this valuable asset which it ultimately aspired to capitalize.In the same time, the business model of Trinity Earth also changed a lot. The value of its data services was not a monolith, but was derived from collaboration on four levels - data, computing, analytics and human-machine interaction - with their own ways to generate revenues whose significance varied as the company kept developing. In the initial stage, profits came from product sales. With the enrichment and refinement of products, Trinity Earth turned to building a comprehensive network and hence its unique competence. However, with the rapid development of the film and television industry in China, Trinity Earth found itself difficult to fit into the mainstream, or majority market. What were the reasons？What would Zhu and Trinity Earth do to deal with this challenge?

Companies frequently consider diversification to be a crucial strategic decision during their growth journey to mitigate business risks and pursue continued expansion. Nonetheless, when pursuing diversified expansion, companies must accurately identify the suitable industry or domain and maintain a balanced relationship between specialization and diversification. Failure to do so can have negative repercussions on their development. This case study centers around Adisseo, a well-established company specializing in animal feed additives, and examines their diversification efforts in addition to their primary operations, such as methionine, by accelerating the development of other businesses through various means. This case primarily addresses the following inquiries: How did Adisseo cultivate its core competencies throughout its eight-decade-long development? What is Adisseo's position in the global methionine industry and what strengths does it possess? Who are Adisseo's competitors in this sector, and what challenges does the company encounter? Additionally, the case examines the progress of Adisseo's other business ventures apart from methionine and identifies their competitors and challenges. It also evaluates the accomplishments resulting from the implementation of Adisseo's "two-business-pillar" strategy, as well as the problems the company faces. Adisseo's explorations and practices offer valuable insights for similar enterprises facing technical barriers and pursuing diversification.

In cross-border mergers and acquisitions (M&A), post-merger integration is a challenge. The main questions posed are how should the expected operating and financial targets and a smooth transition be achieved and synergies be generated. These factors directly affect the ultimate realization of the value of overseas M&A transactions. This case, as the third one in the series of cases on BlueStar's acquisition of Adisseo, highlights new strategic initiatives adopted by the Bluestar Group in recent years to boost Adisseo's growth. Furthermore, this case focuses on the promotion of further integration between the Bluestar Group and Adisseo at various levels since the completion of the acquisition of and integration with Adisseo in 2012. The case focuses on the following questions: How did China National Chemical Corporation Ltd. (ChemChina) and the Bluestar Group promote the successful listing of Adisseo, the acquired companyin China's A-share market? How did the A-share listing transform Adisseo's corporate governance? Backed by the Bluestar Group and ChemChina, which initiatives did Adisseo take in terms of related diversification, capacity expansion, and global layout? How did ChemChina and the Bluestar Group further promote the merger and integration, as well as the sustainable development of Adisseo? Which innovative practices were adopted by the parties and how did they benefit? These explorations and practices provide useful experience for Chinese companies' M&A of overseas companies and integration after M&A.

With the arrival of a digital era, digitalization has penetrated into every aspect of production and life, and brought many new opportunities and challenges. Under such circumstances, traditional enterprises have launched digital transformation one after another. It's worthwhile to draw on the experience of these enterprises in addressing the pain points and difficulties encountered in their chosen strategic path and the progress of digital transformation. Beiqi Foton Motor Co., Ltd. ("Foton Motor" for short), established in 1996, kicked off digital transformation in the integration of informatization and industrialization (IoII). After 2015, Foton began to step up efforts in digitalization, established the "114" digital system architecture, and built an automotive ecosystem integrating vehicle manufacturing, core parts, auto finance, Internet of Vehicles and e-commerce for the commercial vehicle market. This case focuses on the process of Foton Motor's digital transformation.

Traditional manufacturers in the digital era are under pressure to create customer value in an environment of rapidly changing customer buying patterns, and their existing connections with customers no longer give them sustainable competitive advantages. Therefore, the ability to deliver value to customers and get customers engaged in the creation of business value has become a crucial objective in achieving sustainable business growth. As a leading enterprise in liquor production, Wuliangye Group holds an important position in the traditional liquor market. In this case, digital transformation started in the company's marketing function because it is the closest to the market, and can benefit from data asset acquisition as well as value creation and acquisition. Firstly, this case details the Group's practical journey on the path to digital marketing. This path includes organizational changes, profit distribution, customer participation, distribution channels, data resources and much other content. Secondly, the case highlights the Group's acquisition of substantial data assets and its formation of digital capabilities, starting with marketing, along with the actions that have laid a foundation for digital transformation of other business areas. This progressive strategic renewal may mitigate the resistance to digital transformation. In the course of driving deeper digital reform, further discussion and analysis should focus on whether Wuliangye Group can realize effective use of data resources and digital transformation of the enterprise as a whole based on data acquired from marketing.

This case describes the process of acquiring Adisseo of France in 2006 by Bluestar Group, the largest subsidiary of ChemChina (a Fortune 500 company). Adisseo was mainly engaged in production of methionine, a feed additive, while China had no methionine production and had relied on its import for a long time. Bluestar started to communicate with Adisseo to acquire the latter's technology in 2000, when Adisseo was not interested. The global burst of bird flu in 2004 provided Bluestar a historical opportunity to purchase Adisseo. Afterward, with the help of intermediate agencies in the fields of strategy, accounting, legal affairs, etc., Bluestar reached an agreement with CVC, Adisseo's parent company, on Oct. 20, 2005, to purchase the whole Adisseo with €400m. The transaction was completed on Jan. 17, 2006. Ren Jianxin, President of Bluestar, was very excited by the largest M&A of a French company by a Chinese company in history. Next, he needed to think about how to complete the integration of adisseo and make it develop well.

This case describes the post-M&A integration of Adisseo of France in 2006 by Bluestar Group, the largest subsidiary of ChemChina (a Fortune 500 company) until 2013. Adisseo was mainly engaged in production of methionine, a feed additive, while China had no methionine production and had relied on its import for a long time. After acquiring Adisseo, Bluestar started to integrate Adisseo, change its executives and sent executives and technical staff to study at Adisseo, expanded Adisseo's production capacity in France and Spain, supported Adisseo in its M&A of the upstream businesses in France, and so on. More importantly, Bluestar and Adisseo jointly started a new methionine project in Nanjing, China, in 2010. In the construction of the Nanjing project, Bluestar reached a successful integration with Adisseo through project team establishment, organization structure replication, management system and institution transplantation and improvement, communication with the trade union, and fusion of organizational cultures. Additionally, in the years of the post-M&A integration, Bluestar and its parent company ChemChina realized remarkable upgrading and development. While Chinese methionine market maintained growth momentum, Adisseo was facing overcapacity of the whole industry and needed to consider the road of future development.

ChemChina is China's largest basic chemical manufacturing firm. It was included in Fortune Global 500 in 2011 and 2012, ranked No. 475 and 402. Its sales revenue in 2011 was 179 billion yuan, and profit was 600 million yuan. The year-end total assets were 254.2 billion yuan. The major products of ChemChina are basic chemicals, new chemical materials, oil processing & refining products, agrochemicals, rubber products, and chemical equipment. The company has106 subordinate enterprises. Its production and R&D bases are located in 140 countries and regions all over the world. Looking retrospectively, ChemChina has been a rapidly growing enterprise and is one of a small number of Chinese enterprises founded after the economic reform and rapidly growing to enter the Fortune Global 500 in 20 years. The development history of ChemChina from nothing to a world giant as well as its strategic measures taken during the process are both characterized by the unique features of itself and deeply stamped with those of the era, reflecting the constantly changing environment faced by the Chinese enterprises in the economic transition years and the strategic movements taken creatively by the Chinese local enterprises to adapt to the environment.Unquestionably, ChemChina is a representative of "big but less strong" companies, lagging far behind the world leading chemical giants in terms of technology and management. Nevertheless, its historical development to become a Fortune Global 500 giant and a leading chemical enterprise in China in less than 30 years is sufficient to motivate us to study its unique history, current reality and future. Today, ChemChina confronts the tasks of internal integration and dealing with financial stringency. New opportunities exist, particularly as Blackstone has became a strategic partner of BlueStar.

As an extension of UFIDA (A-E), UFIDA (F) using early 2012 as the time node, looks at UFIDA's major steps taken during 2010-2011, accomplishments, and major future opportunities and challenges. The case focuses on the new market development of Cloud Computing and Management Software Industry. Cloud computing provides both strategic opportunities and poses tremendous challenges. It combined a technology revolution with necessary change in business models. In its movement to embrace cloud computing, the company had adopted a strategy of actively embracing transformation, and boosting core competiveness through efficiency-based high-growth. Today, UFIDA's core strategy has shifted from being the leading accounting software vendor in China to becoming the largest management software vendor in Asia and eventually a world-class cloud service provider.

The case "Beyondsoft Co., Ltd. (A)" completed in early 2010 described the strategic path of Beyondsoft over its history of more than 10 years since its foundation in 1995, containing its major business lines and the relations with the major customers at that time, the market environment faced by the company, competitive power of major rivalry players and Beyondsoft's own resources and capabilities, as well as the future objectives set by President Ben Wang for the company. The focus was put on the development strategy Beyondsoft should choose in the next 3-5 years, given its actual external business environment and internal business conditions. This case is an extension of case (A), focusing on the strategic path of Beyondsoft during 2010-2011, the market environment at the new historical moment faced by the company in early 2012, when Beyondsoft did its IPO, including the situations of major competitors and Beyondsoft's own resources and capabilities, as well as its bushiness adjustments and future objectives designed by Ben Wang and his top management team.

In 2001, CSCEC, the largest residential building constructor in China, greeted its new General Manager, Wenjie Sun, who was the President of China Overseas, a Hong Kong-listed subsidiary of CSCEC. In the following 9 years, Sun strived to advance the transformation and development of CSCEC, making it a highly competitive company from one of bureaucratic in nature, listed in Shanghai Exchange of Share A, and enter the echelon of Fortune 500. In 2010, Sun retired at the age of 64, and Jun Yi, Sun's close associate, took over the top position. Immediately after Yi's succession, he made all efforts to push the transformation and development of CSCEC in a new era. Yi embraced the hope that CSCEC would be further upgraded in the following 5 or 10 years in his tenure. He started to make adjustments in regard to the corporation's strategic goals and developing path, its business structure and mix, its business models, internal management controls, etc. CSCEC's own operation conditions had changed greatly compared to that 10 years ago, so did its external business environment. Faced with these circumstances, Yi was pondering over such questions: Were the series of strategic measures taken by CSCEC appropriate? What new measures should be taken in the next step?

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.

In 2004, China's largest management software provider UFIDA began internationalization. In the subsequent 6 years, UFIDA entered Hong Kong, Singapore, Japan, Thailand, Vietnam and other overseas Asian markets. Nonetheless, UFIDA's overseas business footprint was still very limited, with overseas revenue only accounting for 0.43% of UFIDA's total sales in 2009. In the later part of 2009, UFIDA outlined their new Three-Year Plan for 2010-2012. In this Plan, internationalization was a focal point of the UFIDA strategy. In the coming 3 years, UFIDA would drastically increase the proportion of revenues from overseas sales, reaching 10% within 5 years, and 25% within 10 years. This case study highlights UFIDA's launch of their 2010 - 2012 internationalization strategy.

In the past two decades, along with China's rapidly growing economy and its integration into the world economic system, the Chinese software outsourcing industry has also risen from zero to being fairly significant in the world IT market. It is currently growing much faster than the world market. Beyondsoft Co. Ltd., established in 1995, is a leading company in China's software outsourcing industry. This case poses challenges for future development, post the world financial turmoil of 2008-2009.