Luen Thai is considering adopting a "design-to-store" supply chain strategy to compete in the apparel market as he faces increasing margin pressure, new market entrants, and China's WTO entry. The decision to implement "design-to-store" will depend on the success of partner process integration (between fabric mill, manufacturer, and brand) and mechanisms to enhance "collaborative behavior" between partners. Luen Thai endeavors to fundamentally improve information flow which could lead to change in processes and create multi-company efficiencies.

.Discusses how Hong Kong is positioning itself as the gateway to China and as Asia's world city. The Hong Kong SAR government's (HKSARG) program Brand Hong Kong (BrandHK) uses the tagline "Hong Kong: Asia's world city." HKSARG has spent some U.S. $1.24 million of taxpayers' money on the branding program and it is important to measure its effectiveness. The public is somewhat confused about the messages displayed and the distinction from previous campaigns run by the Hong Kong Tourism Board (HKTB). The case highlights HKTB and its successful experience in marketing Hong Kong as a tourist destination and what BrandHK can learn from it. Also focuses on the HKSARG's attempt to market BrandHK with traditional marketing tools and how new marketing tools, such as the Internet, could and should be used.

Hang Seng Bank is the second-largest locally incorporated bank and the fifth-largest public company in Hong Kong. Due to growing consumer demand, peer pressure, and pressure to improve profits, Hang Seng launched e-banking in August 2000. This case provides a study of why Hang Seng accelerated its online banking strategies, critical issues in its implementation of strategies, and how Hang Seng is differentiating its online banking from that of other banks. Hang Seng has been serving customers throughout Hong Kong since 1933; it has been regarded as a reliable and traditional community bank. Discusses how e-banking is helping Hang Seng to strengthen its new image as a contemporary and progressive bank. The case also presents the issue of how to measure the profitability of online banking and/or technology investment.

In 2001, Citibank's Cash and Trade Group division transformed itself into an e-business, with the strategic intent of converting traditional money management business into an e-business framework. This case discusses how Citibank is using its traditional assets and integrating Internet initiatives into its e-business strategy to create sustainable competitive advantages. Competition in the cash and trade business is becoming intense and a new breed of competent and aggressive competitors is vying for the market, including technology companies interested in B2B e-payment. Citibank is responding to the competition by continually evolving its e-business strategy--connect, transform, extend. Also looks into the challenges that Citibank e-Business Group is facing in developing a single global web platform for the corporate market. The focus is on how Citibank is developing an e-business product that would serve the highly segmented market and how to encourage these markets to use a global single platform online. At one end of the spectrum are multinationals and top-level domestic corporates that operate sophisticated treasuries, and at the other end are companies and small- and medium-size businesses that are not yet ready to upgrade and transform their systems.

Discusses how Grey Worldwide Hong Kong and China (Grey WW-HK/China) is repositioning itself through defined e-marketing and CRM strategies for the Asian market. Examines how integral its customer relationship group is in building a CRM strategy to deliver client value proposition. Grey WW-HK/China has very strong umbrella brand equity, but the brand capital has to be invigorated through a renewed e-marketing focus. Constrained by changing market conditions, particularly industry pressure on commission margins, Grey WW-HK/China needs to differentiate itself and is assessing CRM's value in developing loyal and lifetime customers. However, in a growing Asian market, Grey WW-HK/China is in heated competition with other players, including management consultants, traditional agencies, and pure on-line players who are actively pursuing a CRM business focus. Grey WW-HK/China's CRM team is in the process of developing an Asia-specific CRM blueprint for its internal management, something that is transferable to Grey's clients. Grey WW-HK/China is considering merging technology with traditional marketing philosophy, and the team is expected to deliver a proposal that outlines the CRM tools that Grey WW-HK/China should use to reposition its brand and build customer loyalty.

Jimmy Lai launched adM@rt, a home-delivery shopping service, in June 1999. The concept, a virtual shopping store on a Web site that allowed customers to browse through competitively priced merchandise, select foods, and complete transactions on-line, was a first in Asia. Lai's vision was to build a virtual shopping mall, rent out virtual store space to niche marketers, and deliver their goods and its own within a few hours of receiving an order.

By March 2000's first quarter evaluation, it was evident that EUROCAP Equities Japan had performed beyond expectations. Its primary year-2000 objective was to become the top-choice broker for its client for Japanese equities. However, when bonuses were handed out in March for 1999's performance, two key research analysts threatened to resign and the team was overall dispirited, as bonuses were lower than expected and lower than industry payouts. Key issues facing EUROCAP Equities Japan management included: How would key employees' expectations be managed in 2000? How was EUROCAP Equities Japan going to retain its employees in a bull-run with competitive pressures on the small local resource pool? How would employees be motivated through compensation packages, and what other methods would be used to make employees excel in their performance and thrust EUROCAP Equities Japan's performance into the limelight?