Established in 1929, Chow Tai Fook Jewellery Group (CTF) was not only among the most popular brands in the Chinese-speaking world but also one of the largest jewellry retailers in the world with over 7,400 points of sale, mainly in Mainland China, generating Group revenue about US$5 billion in early 2023. Despite the COVID-19 pandemic and rising macro-economic headwinds, how did CTF achieve a resilient business performance? Two strategies based on retail expansion and smart retailing which automated the order fulfillment process and enhanced customer shopping experiences proved successful. Moreover, elevated product offerings through brand differentiation targeting different market segments such as high-end luxury, mass luxury and youth were also implemented. As of 2023, would CTF's strategy be robust enough to face the continuing economic and political challenges? Should it continue to expand? And is its current brand portfolio too broad?

June 16, 2020, marked another milestone in the Hong Kong Jockey Club (HKJC)'s long history - the opening of the new Clubhouse. Scarlette Leung, the Executive Director of Corporate Planning, Branding and Membership at the HKJC, was introducing the new clubhouse to the guests attending the opening ceremony. Nearly forty months after the new Clubhouse design and business plan was approved by HKJC's Board of Stewards, it was finally ready to be unveiled to HKJC's members. The HKJC had long contemplated the implementation of a digital transformation. The launch of the new Clubhouse project provided the opportunity to go ahead and realize new benefits and services for the members. The initial usage patterns and informal feedback indicated that members were delighted with the new Clubhouse, especially the younger segments. With the new clubhouse, the demand pipeline had increased. Many members had also started using the new digital app, even some of the older ones who were less tech savvy. Still, it was too early to pop the champagne bottles. Challenges remained on the horizon. The pandemic was still ebbing and flowing. Government-imposed social distancing measures severely complicated hospitality businesses, including private clubs such as HKJC. Scarlette was reflected on some of the challenges lying ahead. Would the recent initiatives be sufficient to attract younger members to the Club without alienating older club members? Would there be more breakthroughs for operations to realize new capabilities from the membership transformation? Would new programs and events realize the intent of the business design to attract the younger segments and their social circles for more regular visits? And how about the operational staff who had all learned the new way of operation that was hardwired by the new systems - would they continue to improve and buy into the new direction the Club was heading toward?

HKTVmall, owned and operated by Hong Kong Technology Venture Company Limited (HKTV), is the largest online e-commerce platform in Hong Kong. Officially launched in 2015 as an "online supermarket", HKTVmall has morphed into an "online shopping mall" in just five years, serving more than 1 million consumers and almost 4,000 merchants and suppliers. The company recorded its first ever net profit in mid-2020, one year prior to the company's forecast, and became one of the few online shopping operators globally to make a profit in merely five years. Despite this success, Alice Wong, Group Chief Financial Officer and Company Secretary of the company, knew it was far too early to pop the champagne bottles and celebrate - as scores of dotcom businesses in the past had prospered and then subsequently gone bust, including in Hong Kong (e.g. adMart). The challenge now is how to sustain the company's momentum and even expand the business further, especially for the post-COVID 19 era. This case describes the business details of HKTV with a focus on its HKTVmall business. It traces the company's history, retail, and e-commerce environments in Hong Kong as well as the business strategies for HKTVmall. It helps students to understand, analyze, and discuss the company's key success factors, Hong Kong's retail and e-commerce competitive landscape, as well as the post-COVID 19 era for the company's development.

This case is focused on the ongoing rejuvenation of Citibank's cornerstone product in Hong Kong, Citigold, first launched in 1982. Citibank strived to be the market leader in priority banking products offered to high net worth individuals (HNWIs). For HNWIs, Citibank followed a segment-led strategy based on the customer's account balance around which Citi Priority, Citigold and Citigold Private Client products were formulated. Out of the three, Citigold focused on the emerging-affluent segments and offered them exclusive services that were based on three tenets of the product: sophisticated financial planning products, dedicated relationship managers and unparalleled privilege that allowed a Citigold customer to enjoy elevated banking status with Citibank. As Citigold was one of the first products of its kind in the market, it contributed to the premium image of Citibank over other banks in Hong Kong. However, over the years competition had caught up and offered products very similar to Citigold, eroding their once unique value proposition. Combining the commoditization of their product and changing consumer preferences in Hong Kong, the market share of Citibank in Hong Kong was threatened. Citigold customers, which made up 30% of the entire Citibank consumer base, contributed to 80% of the bank's revenue. In 2017, the bank looked to protect its position in the market and to craft a strategy that would address the current challenging environment in priority banking products.

As a global company based in Hong Kong, Techtronics Industries (TTI) is sitting on top of the world. Since its incorporation in 1985 as an Original Equipment Manufacturer (OEM), TTI grew into a leading producer and brand-owner of power equipment and floor-care products in North America, Europe and Australia. At an investors meeting in 2015, it boasted of an unbroken 4-year growth of sales revenues and double digit net profits. TTI attributes its success to its passion for product innovation, manufacturing excellence, and unwavering devotion to specific markets. To sustain its growth, TTI was convinced that the Asian region would be its next frontier. How should it go about deciding which countries to target? What are the challenges and risks in introducing TTI's premium products to emerging markets?

Hong Kong Telecommunications Limited (HKT) is a member firm of the PCCW conglomerate and Hong Kong's largest telecommunications company. With its core telecom business maturing, HKT has been exploring new business opportunities to sustain its growth momentum. In November 2011, HKT rolled out eSmartHealth; the first cloud-based health data management service in the territory. eSmartHealth aimed at providing integrated data on personal wellness and healthcare management. The business kicked off with a wellness management service targeting figure-conscious females, marathon lovers, and health-conscious urban dwellers. Over the next five years, eSmartHealth evolved its positioning from wellness to healthcare and explored new segments. HKT would typically give a new business venture a year's grace period to break even. But eSmartHealth was going into its sixth year and still looked like it was in the startup stage. Teresa Ng, the Head of marketing for HKT's consumer group, sensed the pressure to turn eSmartHealth around and make it a success was intensifying. She and her team realized that the generosity of top management would not persist if the business failed to make a decent profit.

Chow Tai Fook (CTF) is China's largest jewelry retailer by market capitalization, with reported sales of USD7.4 billion in fiscal year 2013 and is less known to Westerners. Within mainland China, the Hong Kong-based brand was better known than other international jewelry brands such as Bulgari and Tiffany. CTF's aggressive expansion strategy in China aimed to have 2,000 point-of-sales outlets by the end of 2014. Faced with rapidly changing demographic, social, economic, and digital landscapes within Mainland China, Kent Wong, the Managing Director of CTF, is challenged to fine-tune CTF's operation and marketing strategies in order to sustain its leading competitive position. The company is also facing some severe headwinds that could slow down its growth path. One of the biggest hurdles is the anti-graft drive initiated by the Chinese President to stamp out corruption among government officials. Many analysts fear that this campaign would have negative or even devastating consequences for many luxury goods companies like CTF, especially for goods associated with conspicuous consumption.

The case is based on a situation faced by Hong Kong Television Network Limited (HKTV) in 2012, a leading player in Hong Kong's international direct dial (IDD) telephone and broadband Internet access industries. The protagonist is Ricky Wong Wai-kay (王維基), Chairman and Founder of HKTV who built his company by successfully challenging local oligopolies. Encouraged by the Hong Kong government's policy to promote more choices of quality programs in the free-to-air terrestrial television market (free TV), HKTV was one of three parties to apply for a license in 2009. At the time, two stations had free TV licenses; the dominant Television Broadcasts Limited (TVB) and troubled rival Asia Television Limited (ATV). To amass funds, Ricky sold the cash cow of his company, the broadband business, for around HKD5 billion. With the funds, HKTV started to hire staff and construct a large multimedia center. Ricky Wong's vision is that "together we can create TV miracles." How can he realize his vision? What will it take for him to compete successfully against TVB?