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This case describes the genesis and development of a Chinese data analytics startup, TalkingData, from 2012 to 2017. It highlights the strategies pursued and capabilities that the company had built over time in order to secure its position as one of the top data analytics providers in the country. This case also identifies the main challenges that TalkingData needs to address as it continues to grow and expand its businesses and operations. This case is suitable as a standalone in digital innovation and strategy classes to illustrate an emerging breed of firms that rode the waves of Big Data analytics and artificial intelligence (AI), which swept through the technology world in the early 2010s. It highlights these new firms' growth strategies and markets, both new and old. This case can also be employed in business analytics courses to illustrate how companies can build their data analytics and technology infrastructure as a business offering or strategic support for decision-making.

Political ties are often considered a critical resource for firms to succeed in China. The way companies build political ties receives noticeably less attention. Academic research traditionally uses the prior government work experience of firms'top management, in addition to executive membership in the National People's Congress (NPC) and/or the Chinese Communist Party (CCP), as surrogates to quantify political ties. However, such measurements only expose the tip of the iceberg and do not sufficiently answer questions about how these connections are organized and controlled. Drawing insights from institutional theory, in this article we introduce a multidimensional framework to shed light on the study of political ties in China. Specifically, by using the framework of regulative, normative, and cognitive institutional pillars, we identify government work experience, political membership, family connections, shared social identity, and instrumental exchange as effective ways of building political ties in China. We also discuss theoretical and managerial implications, as well as limitations to our research.

China Eastern Airlines (CEA) is a state-owned enterprise (SOE) in China's aviation industry. To be internationally competitive, it sought out international investors such as Singapore Airlines in 2007 and Delta Air Lines in 2015. More specifically, what risks do international investors need to consider when investing in a Chinese SOE? Also, how important is the mode of alliances? The case looks into various modes such as equity-based ownership and M&A deal that inadvertently attracts attention from the public as well as the central government. In addition, this case highlights the intricacies of entering the Chinese market in view of its complex political and industry structures.

Yankuang Group Company (YGC), a Chinese provincial state-owned enterprise (SOE), had over two decades of experience operating in the international market since its overseas initial public offering (IPO) in 1997. In 2013, YGC suffered great losses from an oversupply of coal production and a sharp decline of coal prices. How has YGC adjusted its internationalization process? The case highlights the key steps in the process and the impact of internal and external environment factors on the adjustment. It also illuminate the reforms of Chinese SOEs and the solutions to tackle challenges for running multi-national businesses.

China's economy has experienced multiple radical changes since 1978, in which state-owned enterprises (SOEs) have played vital roles and transformed accordingly. In the era of Xi Jinping, China has been launching new plans for SOEs reform aiming to improve enterprise efficiency and adjust the industrial structure. This case discusses the development of socialist economy and key characteristics of SOEs reforms before and after 2012, and explores the challenges China faces in the new stage.