In 2009, just 15 years after it was founded, the China Europe International Business School (CEIBS) has achieved the remarkable 8th position in the Financial Times Global MBA rankings. The case describes the short history of the school and the reasons for its success. It also describes the difficult challenges the school faces to maintain its position of leadership in Asia: stiff competition from schools in Greater China, South East Asia and South Asia; recruitment of high-quality faculty members; generating new knowledge that contributes to management practice not just in China but globally; and maintaining a robust economic model to ensure long term financial sustainability.
Tsingtao Brewery Co., Ltd., the most famous Chinese beer producer, was surpassed by Yanjing Beer in the mid-1990s due to an inefficient operations system and fierce competition from home and overseas competitors. From 1994 to 2002, Tsingtao Brewery took over 47 small and medium-size companies and regained its dominant position in the beer industry. However, the quick expansion incurred many problems--capital and managerial pool bottlenecks, cultural conflicts, multiple brands, low profitability, and the other ailments associated with being such a big company. In July 2001, general manager Zuoyi died suddenly of a heart attack and Jin Zhiguo succeeded Peng. Jin decided to transform the business strategy of Tsingtao Brewery from "growing large to become powerful" to "growing powerful to become large," which focused on post-acquisition integration.
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.