Sowers Action was founded in September 1992 as a non-religious, non-political and not-for-profit charity. Its principal objective was to improve the level of education in remote areas of China by subsidizing poverty-stricken students, building safe school premises and enhancing the qualifications of teachers. The organization implemented a business model that led it to a quick success in its start-up phase. Rarely has a similar organization in Hong Kong grown at such a rapid pace and to such a scale. What differentiated Sowers Action from its peers and what were the major factors that drove its early success? This is a case about entrepreneurship and general management, aiming to introduce the concept of entrepreneurship, entrepreneurial processes and dynamics, and how critical factors work together to lead to a successful start-up phase. It also sheds light on management and operation of social enterprises.

On 31 January 2007, Dell Inc. announced the return of Michael Dell, its founder, to the position of CEO, replacing Kevin Rollins in providing day-to-day leadership to the troubled PC maker. The radical decision came after a turbulent year that saw a sharp decline in both market share and profitability, and which ended with Dell losing its leading position in the industry to Hewlett-Packard, from which it took in 2003. Once a high-flying success case with its revolutionary direct business-to-customer model, Dell was now facing an obvious challenge in turning itself around. This is a management strategy case concerned with the applicability of the direct business-to-customer model in global expansion, further complicated by changing industry dynamics. The application of the model is dependent on many factors that are outside the control of the company. The combined effect of these factors-such as physical infrastructure, telecommunications infrastructure, political climate, transportation networks, availability of suitable staff-determines the market readiness of the country concerned. Meanwhile, the changing market conditions, such as consumer purchasing patterns and market growth patterns, may also impair the effectiveness of the model. The test is whether Dell can successfully apply its direct model in other markets with different social and economic contexts, notably China. In addition, should Dell unswervingly adhere to the direct model in the face of shifting market conditions, globally and regionally? What are the strategies it should develop to conquer the world's second-largest PC market-China?

Wumart Stores (Wumart) is a privately owned, indigenous Chinese retail chain operation founded by a private entrepreneur in 1994. The decade after its inception saw the company grow from a small, suburban supermarket to the seventh largest chain retailer (over 500 stores) in China. By using regional market positioning focusing on one of China's wealthiest regions--Beijing; implementing low-cost expansion strategies; taking the opportunity to restructure state-owned assets; employing multi-format store development in both the most mature and fastest growing segment; and making the earliest commitment to information technology among its domestic peers, Wumart establishes strong competitive advantages that set it apart from its domestic competition. On the company's 10th anniversary, China fully opened its retail sector to foreign participation. Vying for a share in China's vast consumer market, but having been hindered by many regulatory obstacles, foreign retailing giants can now compete on a level platform backed by their ample financial resources, deep industry and management expertise, and long-term commitment to China. The market is becoming ever more competitive and is expected to experience massive consolidation. In the end, only the best performers with significant scale will survive. The test is for Wumart's management to develop strategies to sustain its competitive advantages in the face of challenges from both domestic peers and foreign giants, to carry on the success story, and to eventually realize its ambition of becoming an everlasting national brand.

Although Wal-Mart, the world's largest company by revenue, was into its 9th year of operations in China, its stores were still losing money. It had created a miracle in the U.S. retail industry by revolutionizing the sector's business model and successfully implementing its model through innovative practices that enabled it to sell national brands at "Every Day Low Prices". The challenge Wal-Mart faced was whether it could transport its successful model to win in a market with many differing characteristics which threatened its low-cost structure and which could nullify its competitive advantage. Concerned with the application of established domestic business models in international expansion. Also sheds light on other globalization issues such as market entry strategy, localization vs. standardization, the effect of regulation changes on the competitive landscape, and firm performance.