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By 2014, Tencent Holdings Limited, headquartered in Shenzhen, China, had become one of the most innovative companies in Asia. It had created several leading Internet platforms to form China’s largest Internet community. WeChat (or Weixin, as known to Chinese users) was one of the company’s most popular mobile platforms, having grown to 200 million active users in the first two years after its launch in 2013. Shortly thereafter, WeChat rolled out a payment platform that sought to capitalize on its customer base across China. However, its president was concerned about how to expand WeChat Payment in the country’s emerging mobile payment industry. Where was the next major opportunity? Tencent had to be highly creative in navigating the world’s largest economy.

Keda, a manufacturer of large-scale machinery in China, had successfully deployed an enterprise resource planning (ERP) solution that was paying for itself through more efficient inventory management. This was significant because despite China’s increasing demand for ERP systems, an estimated 80 per cent of ERP implementation efforts failed in the country. The vice general manager of Keda had a large backlog of other information technology projects, and he wanted to carefully evaluate the ERP project to determine what had gone right, what had gone wrong, and what Keda had achieved through simple luck.

Although demand for enterprise resource planning (ERP) systems in China has been steadily increasing, many such implementation projects have ended in failure. Keda Industrial Co. Ltd. (Keda), a manufacturer of large-scale machinery in China, had successfully deployed its ERP solution. This case study documents Keda's ERP initiative from conception to its deployment and offers insights into the factors and practices that contributed to its success in the Chinese cultural context.

The case describes the circumstances surrounding Google's reconsideration of its China strategy. Google officially announced in January 2010 that its Chinese website, Google.cn, experienced cyber attacks from within China. Google further announced that, as a result, it had decided to reconsider its approach to China, including the option of a complete exit from the Chinese market. The case presents Google's performance in China, the details of the cyber attack and the heated public discussion following Google's announcement. Students are asked to consider actions that Google should take and the corresponding, underlying rationale.

This case, a supplement to Google in China (A), details the search engine’s cyber attack from within China, as well as Google’s response.

The research and development improvement manager at Shanghai Bell has just gotten out of a meeting with top management on strategic initiatives suggested in the corporate information systems plan report. One project that was suggested in the report--implementing a collaborative product commerce system--was about to begin. The manager must review the project planning process and examine the extent to which the company was ready to undertake the project.

The research and development improvement manager at Shanghai Bell, a major telecommunications device manufacturer in China, has just finished a meeting with top management on strategic initiatives suggested in the corporate information systems plan report. One project that was suggested in the report — implementing a collaborative product commerce (CPC) system — is about to begin. The manager must review the project planning process and examine the extent to which the company, a European-Chinese joint venture, is ready to undertake the project.

The Industrial and Commercial Bank of China’s Shanghai branch has successfully launched its Internet-based private banking service. The vice director of e-banking felt that the project was a success in terms of schedule and quality, and he needed to present his experiences and lessons learned to senior management. Of particular importance were the e-banking system’s benefits to users, the consumer profile, impacts on the bank’s performance, and factors influencing the effective implementation of the system.