Tire-building machinery producer Safe-Run Group (Safe-Run) was a second-tier supplier in the automotive industry. Responding to “green supply chain” initiatives in the industry, including by Safe-Run’s major clients, the company started working on a new environmentally friendly meridian machine. The results of a pilot test led by Zhijun Li, vice-president and head of research and development at Safe-Run, proved very promising both in terms of energy consumption and productivity, yet senior management remained skeptical. In a meeting with Li, senior executives expressed concerns about the higher production costs and the reaction of Safe-Run’s main customers. Li needed to build a better business case for the new machine.
In 2020, the chief executive officer of Zhida Environmental Technology, a waste management company based in Nanjing, China, was considering adopting blockchain technology into the company’s work process. With the concept of Internet plus recycling, the company was committed to waste sorting and had introduced innovative household waste solutions. However, new challenges were emerging, including stagnant resident participation rates, low profit returns, competitor expansion, and limited support from the local government. Inherent blockchain technology functions such as digital token services, a transparent recycling chain, and collaborative governance mechanisms could potentially improve the company’s current operations and provide a first mover position in the market. However, the chief executive officer had to thoroughly consider the decision of adopting blockchain technology: What true value could it offer and what potential challenges could arise?
Iloof Technology Co. Ltd. was a Chinese start-up high-technology company at the forefront of the smart water bottle market, one of the newest sectors in the reusable water bottle industry. Smart bottles or cups, also known as interactive water bottles, were technologically advanced devices that had wireless communication capabilities to connect with electronic devices, such as smart phones. They also helped record and optimize the user’s water intake and develop healthy drinking habits. In 2016, after two years of research and development, Iloof Technology Co. Ltd. released its first smart water cup, the HeyDo S1, to great success. However, after three quarters of growth, sales slowed and the company’s founder considered expanding to traditional or offline channels to sustain growth. Could the company operate in both online and offline markets? What potential challenges would the company face in its sales channel expansion?
Tsingtao Brewery Co, Ltd, the best-known Chinese beer producer in the world, had been surpassed in market share by Yanjing Beer in the mid-1990s due to its inefficient operations. From 1994 to 2002, Tsingtao Brewery acquired over 47 small and medium-sized companies and regained its dominant position in the beer industry. However, this resulted in many problems including increased levels of bureaucracy, lack of integration of corporate cultures of the acquired companies, lack of brand focus, low profitability and other problems resulting from the rapid expansion. In July 2001, the General Manager Peng Zuoyi suddenly died of a heart attack. Jin Zhiguo, his successor, believes he should change the company business strategy from 'growing large to become powerful' to 'growing powerful to become large', which focuses on post-acquisition integration.
Tsingtao Brewery Co. Ltd. had several problems due to its aggressive expansion from 1994 to 2002. This case reviews a number of initiatives which were implemented in order to address these problems. The initiatives include: downsizing, process re-engineering using ERP, redesigning of the incentive system, organizational restructuring, forming a strategic partnership with Anheuser Busch, integrating the culture and values of the company, and building a learning organization. This is a supplement to Tsingtao Brewery Co., Ltd. (A), product 9B05M063.