In 2012, the incoming general manager for AdNike Pharmaceutical’s operations in China faced a major challenge. AdNike was a leading global pharmaceutical company that had been in China for over 40 years. However, its performance in the country had been worse than expected. In the most recent half-decade of its operations in China, AdNike faced a changing regulatory environment that was becoming more challenging to navigate. Also, local competitors were making significant inroads into AdNike’s business. The new leader was charged with reinvigorating the company so it could achieve the growth and performance that was originally intended. Despite being new to China and not speaking any Mandarin, he had to determine a new strategic direction for AdNike while balancing the needs of external and internal stakeholders.

In 2012, the incoming general manager for AdNike Pharmaceutical's operations in China faced a major challenge. AdNike was a leading global pharmaceutical company that had been in China for over 40 years. However, its performance in the country had been worse than expected. In the most recent half-decade of its operations in China, AdNike faced a changing regulatory environment that was becoming more challenging to navigate. Also, local competitors were making significant inroads into AdNike's business. The new leader was charged with reinvigorating the company so it could achieve the growth and performance that was originally intended. Despite being new to China and not speaking any Mandarin, he had to determine a new strategic direction for AdNike while balancing the needs of external and internal stakeholders.

This industry note details the state of the healthcare and pharmaceutical industries in China in 2012. It has details on the size of the respective industries, their growth, their regulation and key political actors, as well as information and analysis on other important stakeholders in the pharmaceutical and health care sectors in China in the 2010s. The level of detail is high, as is the complexity of information presented. The note can be used independently, however, it was written primarily to serve as a companion to W16865.

This industry note details the state of the healthcare and pharmaceutical industries in China in 2012. It has details on the size of the respective industries, their growth, their regulation and key political actors, as well as information and analysis on other important stakeholders in the pharmaceutical and health care sectors in China in the 2010s. The level of detail is high, as is the complexity of information presented. The note can be used independently, however, it was written primarily to serve as a companion to 9B16M225.

Supplement to case W16600. This case is a supplement to Nintendo: Game On! Released in July 2016, Pokemon GO was a location-based virtual reality mobile game in which players needed to locate and capture virtual creatures from the Pokemon family. Although it was a revolutionary concept, would its release mark a change in Nintendo's recent history of continuous decline in revenues and profits?

In 2015, Nintendo—the iconic Japanese video game company—was faced with the decade-long challenge of responding to an industry that had changed in ways it had not anticipated. Under its new president, Nintendo had to contend with large-scale changes in the global gaming market. By not adapting to changing customer needs, Nintendo had lost the customer loyalty it had once enjoyed, as was evident from the decline in the number of units sold. It faced daunting challenges in the traditional console gaming segment from Sony and Microsoft, as well as more recent threats to its competitive position from the mobile gaming segment, which had become a preferred platform for game developers. Nintendo needed to decide how to revise its business model and strategies to move away from the decline that had been part of the company for years. Could the once-dominant Nintendo connect with its customers as it had done in the past, or was it better off as an acquisition target by a large entertainment company?

In 2015, Nintendo-the iconic Japanese video game company-was faced with the decade-long challenge of responding to an industry that had changed in ways it had not anticipated. Under its new president, Nintendo had to contend with large-scale changes in the global gaming market. By not adapting to changing customer needs, Nintendo had lost the customer loyalty it had once enjoyed, as was evident from the decline in the number of units sold. It faced daunting challenges in the traditional console gaming segment from Sony and Microsoft, as well as more recent threats to its competitive position from the mobile gaming segment, which had become a preferred platform for game developers. Nintendo needed to decide how to revise its business model and strategies to move away from the decline that had been part of the company for years. Could the once-dominant Nintendo connect with its customers as it had done in the past, or was it better off as an acquisition target by a large entertainment company?

This case is a supplement to Nintendo: Game On! Released in July 2016, Pokémon GO was a location-based virtual reality mobile game in which players needed to locate and capture virtual creatures from the Pokémon family. Although it was a revolutionary concept, would its release mark a change in Nintendo’s recent history of continuous decline in revenues and profits? Supplement for product 9B16M158.