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Established in 1958, Xinhua Hospital Affiliated to Shanghai Jiao Tong University School of Medicine (hereafter referred to as "Xinhua Hospital") is an integrated modern teaching and research hospital with a comprehensive set of disciplines and a specialization in paediatrics. Xinhua Hospital currently has 1,586 beds, 47 clinical departments and 66 specialties. It has three National Key Disciplines, one Shanghai Key Discipline, five Shanghai Jiao Tong University School of Medicine Key Disciplines, one Ministry of Education Key Laboratory (MOE-Shanghai Key Laboratory of Children's Environmental Health), and two of Shanghai clinical centres, respectively. In 2005, Xinhua Hospital co-founded Shanghai Xinhua Hospital Group with Shanghai Children's Medical Centre Affiliated to Shanghai Jiao Tong University School of Medicine, No.3 People's Hospital Affiliated to Shanghai Jiao Tong University School of Medicine, Chongmingbao Town People's Hospital, and Xinhua Hospital Chongming Branch. Under the arrangement, members remain as stand-alone legal entities, and are financially and operationally independent. Since 2007, Xinhua Hospital has been importing talent to lead its disciplinary development and enhancing its management through informatization development. In 2011, the hospital had 3,400 employees and its number of accident & emergency unit patients reached 3.3 million, the highest in Shanghai; it treated 69,000 inpatients and undertook 41,000 operations. Xinhua Hospital is a large Class 3A (the highest grade in China) public hospital. The focus of this case study is to understand how was it able to implement an EMR-centered (electronic medical records, also known as electronic patient records or electronic health records) information system within its complicated, traditional organizational structure.

China Machine Press (CMP), founded in 1952, is a leading multi-field, multi-discipline and multimedia publishing group in China with large scale, comprehensive and specialized business that integrates paper media, audiovisual media and online media, and combines research, publishing, training, printing, issuing and distribution. Currently, CMP publishes more than 3,700 new books and imports over 400 foreign books each year. In 2010, its sales volume of books and periodicals reached RMB one billion. CMP's core competitive advantage lies in its innovative business strategy and management concepts, rigorous publishing standards and high product quality. In 2007, CMP was ranked among the Top 500 Most Valuable Chinese Brands by the World Brand Lab with an estimated brand value of RMB 787 million. From 2008 to 2010, CMP had been on the list for three years in a row, and with brand value rising beyond RMB 1.66 billion in 2010. CMP started as a state-owned institution, and as part of China's publishing industry that is highly regulated by the government, it was also subject to strict government supervision. Therefore, the focus of this case study is to understand how Wang Wenbin, President of CMP, devises new business strategies to gain a competitive advantage in a regulated industry and leads the company to carry forward marketization reform.

Since 2008, FOTILE has actively introduced philosophies of the traditional Chinese culture - such as benevolence, justice, courtesy, wisdom and faith - into its management, which it believes to compensate for deficiencies in western management concepts and creates a new Chinese enterprise management model. FOTILE's attempts are controversial and evoke intense discussions and reflections. The core question for class discussion is whether its philosophy is sustainable and applicable to modern enterprises generally in China? How can one integrate the western management philosophy with traditional Oriental culture? Is it really possible? This case can be used in MBA, EDP, EMBA Organizational Behavior and Corporate Culture courses. It supports a 60-90-minute class discussion. The case describes how FOTILE developed its Confucian culture-based management model in a world of market competition. It first introduces the company's background, including its startup and development processes. It next describes the transformation of FOTILE's management model from western philosophy to one based on traditional Oriental concepts. It then shows how Confucianism is applied in FOTILE's management. In particular, it describes the applications of Confucianism in FOTILE's HR management and performance evaluation.

Yanzhou Coal Mining Company Limited (Yanzhou Coal) is a listed company controlled by Yankuang Group Co., Ltd. (Yankuang Group) which is affiliated to the State-owned Assets Supervision and Administration Commission (SASAC) of Shandong Provincial Government, China. Yanzhou Coal have been listed in Hong Kong, New York and Shanghai respectively. It is mainly engaged in coal, coal chemical industry and power generation. In addition to the connotative development, Yanzhou Coal started to implement a strategy of denotative development after listing and seek coal projects in other cities outside Shandong Province or China. This case mainly introduces the process of Yanzhou Coal's acquisition of Austar Coal Mine, Felix Company, as well as Gloucester Coal Ltd. by exchanging shares, thus achieving listing in Australia.

Yanzhou Coal Mining Company Limited (Yanzhou Coal) is a listed company controlled by Yankuang Group Co., Ltd. (Yankuang Group) which is affiliated to the State-owned Assets Supervision and Administration Commission (SASAC) of Shandong Provincial Government, China. Yanzhou Coal have been listed in Hong Kong, New York and Shanghai respectively. It is mainly engaged in coal, coal chemical industry and power generation. In addition to the connotative development, Yanzhou Coal started to implement a strategy of denotative development after listing and seek coal projects in other cities outside Shandong Province or China. This case mainly introduces the process of Yanzhou Coal's acquisition of Austar Coal Mine, Felix Company, as well as Gloucester Coal Ltd. by exchanging shares, thus achieving listing in Australia.

This case focuses on the growth of an innovative non-profit institution that motivates aboriginal children to attend school by harnessing their love of football.

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.

This case is the follow-up of Kingdee A(6-311-351). In 2011, Kingdee made strategic investments and business expansions, suffering net profit decline despite operating revenue growth and also changes to top managers.

With the rapid growth of China's economy and China's increasingly integration into the global economy in the past two decades, China's leisure clothing and garment enterprises achieved a rapid rise and became an important competitive force confronting with the foreign brands in the Chinese market. Zhejiang Semir Garment Co., Ltd. (hereinafter referred to as "Semir Group") was founded in 1996 and currently owns two brands ("Semir", targeted at 16-25 year olds, providing affordable casual clothing featuring "fashion and vitality"; Balabala, providing children's clothing, targeted at 3-12 year-old children in better-off families). Both brands occupy a leading position in the Chinese market. However, with the intensified market competition and changes of cost elements and new sales channels, Semir Group faces new challenges.

Founded in 2004, TGOOD is now the largest specialized developer and producer of cubicle-type transformation and distribution equipment in China, with the main products of outdoor cubicle-type power equipment supplemented by indoor switchgear cabinets, offered mainly to the railways, coal-mining and power industries. In 2001, TGOOD president Yu Dexiang led a dozen of his young colleagues to resign from state-owned enterprises and dive into the market. By 2011, by riding on the huge wave of China's railway construction and struggling arduously, TGOOD has developed from an unknown business of 20 people and RMB 8 million assets into a growing enterprise with net assets of over RMB 1.1 billion, annual operating revenue of over RMB 600 million, and employment of around 1,000. In September 2009, TGOOD became the first company in China to trade on the Shenzhen Stock Exchange GEM. At the same time, Yu Dexiang has crafted in his special way a cohesive and complementary entrepreneurial team and core employee team. In 2011, due to the stepping-down of railway minister Liu Zhijun for corruption reasons and the severe HSR accident happened in June 2011, China slowed down its railway construction, causing a great setback to TGOOD's development. This case was written at a time that TGOOD was starting to readjust its industrial structure and Yu Dexiang was pondering about the strategic directions of the company's "second starting-up" and the new task of team building.

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.

Supplement to Product #109038

Midway through its current three-year plan, Li & Fung stop to assess the path it is taking in extending its distribution network business in Asia.

Xinxing Dutile Iron Pipes Co. is a Chinese state-owned enterprise (SOE) that manufactures cast pipe products and steel products. The company had grown to become a dominant player in the ductile iron pipe industry, holding more than 40% domestic market share and nearly 20% global market share. Historically, Xinxing Pipes' management control system was based on standard costs. This system worked well until the global financial crisis in 2008 where market demand for steel declined rapidly, resulting in intense price fluctuations in both upstream and downstream. The existing management control system failed to respond in a rapid and efficient manner. As a result, Xinxing Pipes reformed its management control system. The reform was based upon two core ideas: (1) keep close watch on the market, increase communication among departments, take coordinated actions, and respond quickly to external market changes; (2) transform the production divisions' cost-centered model into a profit-centered model." These two guiding ideas gave birth to the "Production-Supply-Sales Rapid Linkage" and the "Simulated Legal Entities".

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?

This case depicts China Merchants Bank's second strategic transformation. In the 90's, China Merchants bank creatively introduced an all-in-one-card and an all-in-one-net based on IT systems and network, enabling itself to expand nationwide. By successfully entering the emerging credit card industry, the bank confirmed its retail banking strategy in 2004, followed by its great success in occupying 1/3 credit card market share. The market share-driven strategy didn't last forever. Recognizing business environment changes, the company changed its strategy focus to profit-driven in 2009. It's the second time that information technology enables business success.

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.

Haidilao Hot Pot brings customers delightful dining experience. Like most restaurants, its workforce is mostly composed of young employees born in underdeveloped suburban areas. Instilled with the founder's unique entrepreneurial values, they are enthused and motivated to deliver extraordinary service to customers creatively. This case depicts the founder's entrepreneurial experience, his values and reveals Haidilao's unique employee management style. The structural change initiated in 2010 and information on Haidilao's competitor--The Little Sheep Group is also introduced to provoke student discussion and comparison.

The Telemonitoring at Visiting Nurse Health System case presents one home healthcare organization's efforts to use telemonitoring to improve the quality of care provided to at-risk patients who were discharged from hospitals and needed home care. After two years of using the Health Buddy system for telemonitoring at-risk patients, Mark Oshnock, President of Visiting Nurse Health System (VNHS) must decide whether to invest in buying more Health Buddy units. While Oshnock believed that there were real benefits associated with telemonitoring, he was having difficulty quantifying those benefits and he was concerned about VNHS' ability to continue investing resources in telemonitoring given the realities of the health care reimbursement environment in which they operated. While several studies had demonstrated the benefits of telemonitoring, Oshnock felt that the long-term benefits accruing to the health system as a whole were not immediately quantifiable or visible to the hospitals and insurance companies. Without external support for the telemonitoring initiative from insurance companies, it would be difficult for VNHS to keep up the momentum and ramp up telemonitoring through additional purchases of Health Buddy units. From a purely financial standpoint, such an investment would be very difficult for VNHS to justify. The irony was that with the new regulatory pressures and increased focus on preventative healthcare, telemonitoring pointed to an effective tool in managing and reducing acute care hospitalizations. However, balancing these benefits against limited financial support from other key players in the health care system would be challenging.