The founder of Jucai Human Resources Development Co., Ltd. had witnessed the development of China’s human resources service industry over the previous 20 years. In the company’s early stages, it had mainly relied on the advantage of information asymmetry of the Internet to carry out online recruitment services. But from 2015, the founder became interested in and confident about the prospects of providing a talent assessment service for public institutions and thus decided to start such a service. After five years of development, the company had become a leading enterprise in the domestic talent assessment service for public institutions. However, with the onset of the COVID-19 pandemic, talent assessment services for public institutions suddenly stagnated. The founder realized that this service was too dependent on government policy support, although income from this service accounted for 70 per cent of its revenue. If public institutions shifted their talent assessment business from outsourcing assessment to independent assessment, the company would face a severe challenge. Therefore, the founder had to consider how his company could reduce its dependence on policies and achieve sustainable development by using existing data resources.

In the second decade of the 21st century, many time-honored baijiu distillers faced challenges from the digital economy. Going digital was undoubtedly tricky for them, but the mega-trend of digitalization was unavoidable, and the time-honored baijiu distillers had no choice but to adapt. Leading time-honored baijiu distillers were the first in the industry to jump into this trend. However, the road ahead seemed more challenging for small and medium baijiu distillers. This case study focuses on digitalizing a time-honored baijiu distiller in Jiangxi - LIDU Liquor (hereinafter referred to as LIDU). The case describes LIDU's digital journey starting in 2014, focusing on defining digitization, influencing factors, digital measures, and evaluating indicators. It aims to help students understand why and how time-honored baijiu distillers start digitalization. It also provides suggestions on how to assess its digitalization performance. This case offers insights and references for traditional manufacturers and companies in the digital era.

Ebidding, Shanghai Huizhao Information Technology Co., Ltd.’s key product, was China’s only “Internet+” integrated bidding and procurement service provider, integrating supply chain management consulting, project implementation, and electronic bidding platform operation. Its main business was to provide enterprises with a full-process electronic bidding and procurement solution. The Ebidding team had developed a full-process electronic bidding platform in 2012, and it had been upgraded and developed regularly since then. A business expansion opportunity emerged for Ebidding as a result of shutdowns during the COVID-19 pandemic. As a result of precautions to combat COVID-19, offline bidding and procurement across China were severely curtailed. Electronic bidding procurement projects were also stalled due to the inability of experts to evaluate online bids. To seize this market opportunity, gain competitive advantage, and grow its business in the face of significant uncertainty, Ebidding would have to determine how to quickly develop a remote decentralized bid evaluation system, gain acceptance for it, and lead customers to accept the new system.

Ebidding, Shanghai Huizhao Information Technology Co., Ltd.'s key product, was China's only "Internet+" integrated bidding and procurement service provider, integrating supply chain management consulting, project implementation, and electronic bidding platform operation. Its main business was to provide enterprises with a full-process electronic bidding and procurement solution. The Ebidding team had developed a full-process electronic bidding platform in 2012, and it had been upgraded and developed regularly since then. A business expansion opportunity emerged for Ebidding as a result of shutdowns during the COVID-19 pandemic. As a result of precautions to combat COVID-19, offline bidding and procurement across China were severely curtailed. Electronic bidding procurement projects were also stalled due to the inability of experts to evaluate online bids. To seize this market opportunity, gain competitive advantage, and grow its business in the face of significant uncertainty, Ebidding would have to determine how to quickly develop a remote decentralized bid evaluation system, gain acceptance for it, and lead customers to accept the new system.

The founder of Jucai Human Resources Development Co., Ltd. had witnessed the development of China's human resources service industry over the previous 20 years. In the company's early stages, it had mainly relied on the advantage of information asymmetry of the Internet to carry out online recruitment services. But from 2015, the founder became interested in and confident about the prospects of providing a talent assessment service for public institutions and thus decided to start such a service. After five years of development, the company had become a leading enterprise in the domestic talent assessment service for public institutions. However, with the onset of the COVID-19 pandemic, talent assessment services for public institutions suddenly stagnated. The founder realized that this service was too dependent on government policy support, although income from this service accounted for 70 per cent of its revenue. If public institutions shifted their talent assessment business from outsourcing assessment to independent assessment, the company would face a severe challenge. Therefore, the founder had to consider how his company could reduce its dependence on policies and achieve sustainable development by using existing data resources.

The general manager of Lidu Liquor Co. Ltd. (Lidu) was considering the next phase of the company’s marketing plan. From 2016 to 2018, unit sales had risen from ¥80 million to ¥300 million, largely due to Lidu’s unconventional marketing programs. But by mid-2019, national and domestic brands had noticed Lidu’s success. With competition increasing, Lidu’s future growth might not come as easily. The general manager wondered how best to modify the company’s immersive experiential marketing plan so that Lidu could stay ahead of the competition.

The general manager of Lidu Liquor Co. Ltd. (Lidu) was considering the next phase of the company's marketing plan. From 2016 to 2018, unit sales had risen from ¥80 million to ¥300 million, largely due to Lidu's unconventional marketing programs. But by mid-2019, national and domestic brands had noticed Lidu's success. With competition increasing, Lidu's future growth might not come as easily. The general manager wondered how best to modify the company's immersive experiential marketing plan so that Lidu could stay ahead of the competition.