Non-profit governance at its core is very different from for-profit governance. Certain aspects of non-profit governance are widely pervasive across all non-profits, while all others are idiosyncratic to specific sub-groups of non-profits. After identifying these commonalities, this paper focuses on specific factors which make non-profit governance particularly nuanced and complicated in specific situations.

In the second stage of development (2001-2011), FAW-Volkswagen Audi launched a strategy of "localization of the whole value chain", i.e., realizing localization in product R&D, procurement, production, marketing and other links. The strategy allowed the quality to be more stable and the cost to be reduced effectively. In terms of product category, FAW-Volkswagen Audi has been keeping in step with Chinese consumers' habits and constantly introducing new localized models. In terms of brand construction, FAW-Volkswagen Audi put forward three core values: honorable, enterprising and dynamic, communicated Audi's brand image to consumers from product quality to marketing model and after-sales service through various ways. By virtue of the successful strategy and the employees' efforts, FAW-Volkswagen Audi has obtained overall advantages in whole industrial chain, defining the concept and image of Chinese "luxury car" in a real sense and an all-around manner. However, after 2012, new changes occurred in the overall industry environment. While FAW-Volkswagen Audi still ranked the first in Chinese luxury car market, the gap between it and the followers is shrinking; the consumers have transformed from the previous herd mentality and concern to basic functions to pursuit of individuation and differentiation; from 1987 to 2012, there have always been a lot of government and high-end business people who favored Audi A6L. Though Audi has launched a number of personalized and youthful products and expanded its product line, a deep impression of Audi as 'official car' still remains in the minds of most consumers. What is more, some new potential rivals, such as new energy car and Internet car, keep on emerging in Chinese market. In this condition, how would FAW-Volkswagen Audi deal with the challenges? This case describes the challenges and Audi's strategic choices at the gate of new era.

Audi is one of Germany's great automobile manufacturers that have the longest history. Its principle of adhering to high-tech level, high-quality standards and high-powered criteria has led the Audi brand to becoming the landmark among the most notable luxury cars. Audi's history in China can be traced back to 1988, when FAW and Audi signed the "Technology Transfer License Contract on the Production of Audi FAW". In 1991, FAW-Volkswagen Automotive Co., Ltd. (hereinafter referred to as FAW-Volkswagen) was founded. With 25 years of development, FAW-Volkswagen has set up three bases in the cities of Changchun, Chengdu and Foshan, which are respectively located in the Northeast, Southwest and South of China, as well as seven large-scale plants that are specialized in production. Audi is the first luxury car brand stepping into the Chinese market. Over the past 30 years, it has made remarkable achievements. The FAW-Volkswagen Audi "trilogy" case has described Audi's development history in China, and the situation as well as the strategies of FAW-Volkswagen Audi during three stages. The first stage (1987-2000) of development for FAW-Volkswagen Audi in China has laid a foundation for its leading position among luxury car brands. The case describes the founding of joint ventures, the conflicts among partners, and the strategies adopted to initiate and lead Chinese luxury car industry, all of which are very typical for most foreign entrants into Chinese markets during the beginning of China's 'opening up'.

Audi has taken the lead in sales and dominated the luxury car market at the beginning of its entry in China. During the second stage (2001-2011), the localization of true Audi standard has experienced a shallow-to-deep and easy-to-difficult process. Moreover, FAW-Volkswagen reforms the marketing channel and establishes independent sales network for Audi A6 to start top-grade brand strategy of Audi. This is also the period that a large number of international competitors began to enter and compete in Chinese markets. To outperform competitors, Audi adopted such-called "localization of the whole value chain" strategy, i.e., realizing localization in product R&D, procurement, production, marketing and other links. The strategy allowed the quality to be more stable and the cost to be reduced effectively. With this strategy, by 2012, Audi became the most popular car brand, and its sales volume grew at the speed of 100,000 vehicles per year. Audi defines the concept and image of Chinese "luxury car" in a real sense and an all-around manner.

Founded in 1983, China Nonferrous Metal Mining (Group) Co., Ltd. ("CNMC") is one of the earliest and largest global Chinese nonferrous metal industrial enterprises. It has investments and projects in 27 countries and trade networks in nearly 100 countries with a particular focus in Africa. CNMC has been exploiting mineral resources in Zambia since 1998, becoming one of the most important copper industry enterprises in the country. In 2013, CNMC was included in the Fortune Global 500 for the first time, ranking 482nd with operating revenues of 24 billion USD. In 2015, CNMC ranked 390th among the Fortune Global 500. CNMC has been actively committed to becoming a bellwether of "going global" among Chinese enterprises, making great contribution to Africa by promoting mutually beneficial cooperation. Confronted with intensifying competition in China and overseas, CNMC leaders look to the future and endeavor to further develop African businesses, to strengthen CNMC's overall competitiveness, and to fulfill sustainable development, on the basis of its international expansion strategy.

By 2015, the HNA Group had grown from its roots as Hainan Airlines, a small airline founded in 1993 into a global conglomerate that ranked #464 in the Global 500. Much of this success it had achieved by cross-industry expansion within China, but since 2008, it had increasingly looked to expand globally. The HNA Group in general and Hainan Airlines in particular were recognized for their quality of service within China. However, this high reputation had yet to be translated across borders. Would HNA Group be able to bring its unique characteristics that made it successful within China to bear on the global marketplace?

The recent internet storm has swept almost all industries. In China, Suning, the giant home appliance chain company, has implemented comprehensive internet transformation, the internet and communication companies such as Baidu, Alibaba, Tencent, Lenovo, LeTV and Xiaomi have invaded into the home appliance industry one after another, taking their advantage in content, platform, operation systems, and so on, and therefore greatly influenced the whole color TV industry. To cope with the post-PC changes, in 2013, Changhong has upgraded its previous "Three Coordinates" strategy (business model, value chain, industrial form) into a "New Three Coordinates" strategy (intelligence, network, collaboration), and launched its new generation of home appliance products, ChiQ series, intending to make remarkable breakthroughs to create new competitive edges. It has also extended its accumulated IT systems to set up centralized IT platforms for production, transaction, and R&D, and even tried to edge into the field of "intelligent home, intelligent community, intelligent city". Can these measures, however, represent new directions of the home appliance industry and internet companies and make Changhong, once the "King of Color TV" twenty years ago, gain its leadership in the new internet era?

Dana Hall is a private all-girls school in New England facing a crisis in its mission. As social norms shift away from single-sex education, the school's enrollment is falling and deficits are becoming the norm. At the same time, the modern vision for girls' education requires an even greater investment in science and sports--at a time when Dana Hall's resources are lower than ever before. Can the school stay true to its mission? How will it find the funding? Through the story of Blair Jenkins, head of school, this case examines the difficult mission and funding decisions facing many nonprofit organizations.

Meizhou Dongpo is a large catering group in China. On June 6, 1996, the first Meizhou Dongpo Restaurant was opened in Beijing. The enterprise entered the stage of rapid development in 2000, and set up Beijing Meizhou Restaurant Management Co., Ltd. In June 2003 the business mainly covers restaurant management, catering services, food processing and sales, with its headquarters in Beijing including logistics center and central kitchen. By the end of 2013, Meizhou Dongpo Group covered six business types. Meizhou Dongpo Group has annual operating revenue of over RMB 1.8 billion, accumulative consumers of over 20 million persons-times and more than 8,000 employees. This case focuses on the starting-up process of Meizhou Dongpo Group by Wang Gang. Meizhou Dongpo has grown from a small restaurant into one of top 100 catering companies in China. This simple and arduous entrepreneurship story has been happening over the past decade in the highly competitive traditional catering industry. High technology, well-educated talent, employed manager, brand-new business model and financial support from bank or venture capital institutions cannot be found in the entrepreneurship history of Meizhou Dongpo. The case is a good attempt to analyze how did Wang Gang create and rule a catering empire by his unique leadership?

Since the establishment of the first Meizhou Dongpo Restaurant in Beijing in 1996, Wang Gang and his wife Liang Di have opened more than 100 chain restaurants in China and foreign countries, and set up the group headquarters, logistics center, R&D center and central kitchen. Meizhou Dongpo has grown into one of the most stable large catering enterprises in China. The enterprise entered the stage of rapid development in 2000. Meizhou Dongpo Group has annual operating revenue of over RMB 1.8 billion, accumulative consumers of over 20 million persons-times and more than 8,000 employees. Meizhou Dongpo has transformed its small-restaurant operation model at beginning into present operation model of large catering group chain. Wang Gang believed Meizhou Dongpo must take the path of standardization to become a large-scale Chinese cuisine chain enterprise. Standardized management has always been the most important development strategy at Meizhou Dongpo. Wang Gang accelerated the standardized management of Meizhou Dongpo after 2000, realizing production and processing standardization, management standardization and service standardization. The year 2013 was important to Meizhou Dongpo. On December 18, 2013, Meizhou Dongpo Beverly Restaurant in Los Angeles was opened, and "Wangjiadu" series products of Meizhou Dongpo were also sold at various supermarkets in the U.S., marking a step of internationalization taken by Meizhou Dongpo. Regular chain, standardization strategy and international development are priorities of this case.

Microfinance is introduced into China in the 1990s. It had went through 3 phases since the beginning, namely the pilot phase when all Microfinance practices are sponsored by charity funds based on projects, the promotion phase when the government subsidized some regular financial organization and encouraged them to conduct Microfinance businesses, and the rapid development phase of commercial Microfinance companies when private capital is encouraged to enter Microfinance industry by a series of policies released by the government. CFPA Microfinance is the largest charity Microfinance Company concentrated on providing Microfinance services in the rural areas in China. It grew with the Microfinance industry in China, and experienced transformation from a charity-fund -relied NGO to a company that maintains sustainable development. Up till the end of November 2014, it covers 16 provinces, 140 counties, with 230,000 clients, and the balance of loans is 1,800,000,000 RMB. Farmers' Self-reliance Branch of CFPA Microfinance in Shangyi County was started in 2008, with a local condition of bad climate, small market capacity, and single-product economy. Soon after its opening, it had found the "Grameen-modeled" group-loan product promoted by the headquarters does not suit the local condition; it actively transferred to the individual-loan product model, and meanwhile provided value-added services. Finally, it maintained a unique place in the fierce competition in the local area, and kept zero default rate and zero overdue rate since its opening. However, in recent years, as private capital is encouraged to enter the Micro-finance industry, Shangyi branch is facing new challenges, meanwhile, the branch manager had found difficulties in complying with the rigid loan process for risk control enforced by the headquarter and meeting the local clients' needs. He believes this problem would even threaten the branch's business in the long run, and he needs a solution.

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.

Mobile Internet has imposed an increasing impact on traditional finance. Firstly, some financial business modules can be operated via mobile Internet, and the corresponding transaction cost is greatly reduced. For example, payment by traditional bank draft is replaced by Internet payment through Alipay (China) Network Technology Co., Ltd. Secondly, some financial businesses can be conducted through mobile Internet. For instance, Alibaba Group launched a microfinance program on the Internet. Thirdly, with the aid of mobile Internet, new financial products can be developed, and Yu'ebao in this case study is a kind of financial product based on mobile Internet.

The case describes how a leading Chinese management software provider Yonyou (formerly known as "UFIDA") disrupted its value chain-based business model to transform itself into a platform provider. The case describes Yonyou's past success, the market forces and internal reasons for the change, and what Yonyou did internally to make the transformation happen. In (2013) when the new strategy was launched, Yonyou faced typical problems as it transformed into an Internet-based platform company. These included: Capitalizing on its past strengths to support the new models; simultaneously both changing its business model and stabilizing its business in a stressed industry; attracting and retaining new staff without incurring serious cultural dilution.

Founded in 1958 and headquartered in Mianyang - an emerging inland science and technology city in Sichuan Province, Changhong Electric Co., Ltd., started from the military industry. It then entered the color TV industry and subsequently expanded to a wide range of sectors including black electronics, white electronics, IT/communication, services and parts. It is now an integrated multinational corporation (combining R&D and manufacturing for the military industry, consumer electronics, electronic components, etc.) This case shows how a large TV manufacturer has transformed its internal controls to deal with both fiscal austerity and emerging global practice. It demonstrates the new financial control environment in China in 2014 for leading companies and the immense challenges involved in implementing new controls.

China has no lack of entrepreneurs, market demand, or wealth, but can the country succeed in its quest to become the world's innovation leader? For nearly 40 years, the government has been establishing research programs and high-tech zones, encouraging domestic firms to boost their innovation capacity, and helping colleges and universities flourish. Recently it declared its intention to transform China into "an innovative society" by 2020 and a world leader in science and technology by 2050. But against the government's intentions and resources run some powerful currents. Communist Party representatives must be present in companies with more than 50 employees--a requirement that constrains competitive and entrepreneurial behavior. And many Chinese companies have found that the rewards for incremental improvements are so vast that there's little incentive to pursue breakthroughs. Certainly, China has shown a potential for innovation and has the capacity to do much more. But will the state have the wisdom to lighten up?

This case is a sequel to Dana Hall: Funding a Mission (A), (B) and (C) cases. It focuses on the causes of recent fund-raising success and the complex resource allocation problems the School faces as it tries to deliver on its mission. In conjunction with the (A), (B) & (C) cases, it is a rich story of how mission and finance can play out over a very long period.

In 2006, Dr. WANG Shan was appointed as the president of Peking University People's Hospital (hereafter referred to as "PKUPH"), a large class 3A public hospital in China. Prior to his appointment, PKUPH had experienced three consecutive years of financial losses due to poor internal management. No standard operating procedure was established to prescribe the level of activity expected from each responsible person or decision units, and the amount of resources that a responsible party should use in achieving that level of activity. No formal management control systems were installed to collect, process, analyse accounting (particularly cost-related) information and provide timely feedback to the management. As a result, actual costs significantly exceeded budget. Loopholes in the system stemming from loose monitoring and control gave rise to severe agency problems. To turn the situation around, WANG Shan launched an IT-led management reform. By 2012, the reform has yielded significant and positive results. Annual revenues and profits increased significantly. Management and operational efficiency was also significantly enhanced. This case is intended to demonstrate how an institutionally complex organization (particularly hospitals) can overcome institutional challenges and upgrade management with an IT-oriented strategy.

COFCO was China's sole legitimate window for agricultural foreign trade before 1987. The reform of China's foreign trade system beginning in 1987 cost COFCO its monopoly position. Subsequently, the SOE giant capitalized on its foreign trade expertise to strategically move upstream in the food industrial chain. Additionally, COFCO made investments in unrelated areas. These unrelated diversification activities were stopped by the new Chairman Ning Gaoning, appointed in 2004. He cared greatly about the innate logic for future mergers and acquisitions. The company, under his leadership, focused on its weaknesses and strengths, to identify a focused overall strategy. He brought the "whole industry chain" concept to COFCO with three clear goals in mind: 1) to shape "farmland to table" food processing to assure customers of safe, high-quality food, 2) to unite COFCO's segmented business units, and enable them to gain competitive edge over local companies 3) to increase the company's strength to compete with global food companies. The case depicts COFCO's historical transformations, identifies its mergers and acquisitions since 2005 and shows its financing history. Information is provided about several domestic and overseas competitors to illustrate COFCO's role in a larger China environment. It is not only a market player but also a main force in China's pillar industry and the only domestic food company that can rival global food companies in China's domestic market.