案例成果

本案例刻画了健之佳集团的人力资源管理实践，关注其在人力资源管理方面的重大举措，包括招聘、培训、绩效管理、薪酬管理等，同时挖掘企业在不断发展中面临的人力资源管理挑战。案例的目的是帮助学生了解最新的人力资源管理理论，并培养他们的分析与理论应用能力，以便更好地理解和解决人力资源管理问题。案例中涉及的问题包括健之佳集团在二十多年的发展历程中如何逐渐形成了一套制度化的、有亮点的人力资源管理体系，以及该体系的具体特点。此外，案例还探讨了企业在高速扩张的过程中如何建立和优化人力资源管理体系，以确保人力资源管理的有效性，满足业务发展的需求。

在商业环境中，跨界交流合作通常被认为是创新的重要来源，非正式群体为跨界行为营造了绝佳的实施环境，因此，如何建立并有效引导和利用非正式群体受到广大管理学者和实践者的密切关注。上海交通大学行业研究院的智能制造社群班（以下简称“社群班”）就是一个典型的利益群体——非正式群体的一种。本案例描述了智能制造社群班如何从建立之初的热情高涨，到因内部冲突而进入低谷期，再到出现转折重现生机，直至班级稳固并走上理想的发展轨道的全过程。社群班的案例生动地展现了群体发展过程中经历的形成、动荡、规范、执行和中止五个阶段，同时介绍了每个阶段的特征及其承接关系。结合案例分析、讲解利益群体与工作团队的主要区别，提出影响利益群体发展的四种关键因素。本社群班的发展案例，有助于学员掌握利益群体管理的普适规律，提升其在非正式群体情境下的沟通与冲突管理能力。

浙江米奥兰特商务会展股份有限公司（简称：米奥会展）成立于2010年，以“打造全球领先的数字展览公司，树立中国一流的民族展览品牌”为愿景，聚焦于中国展览品牌国际化平台建设。凭借多年的海外市场运营经验，积累的各行业资源服务中国企业超过20万家次，帮助中国制造对接全球市场。其业务遍及18个国际市场，尤其覆盖一带一路、RCEP及大中华地区。2019年米奥会展在深交所创业板挂牌，成为"中国会展第一股"。二十余年跌宕起伏，在创始人之一方欢胜的带领下，米奥会展两次破釜沉舟，主营业务经历了由代理展到自办展，由线下展到“双线双展”的转变，克服了疫情对会展业的冲击。根据2023年半年报披露，米奥会展营收同比增长270.55%。而在此大好形势下，米奥会展再次宣布转型，将原有的自办综合展全部重组为专业展，这对企业的办展能力提出了更高的要求。因此，如何应对快速转型带来的挑战、打造米奥会展的可持续发展的核心竞争力，是目前米奥会展亟待解决的问题。

ZOLOZ, a biometrics platform within the Chinese technology provider Ant Group, served more than one hundred million overseas users with its advanced biometrics identification technology. In 2018, ZOLOZ’s general manager was appointed to promote the company’s facial recognition technology overseas, extending the company’s global ambitions. ZOLOZ aimed to not only increase its user base but also promote the growth of electronic Know Your Customer (e-KYC) processes. The company successfully expanded to the Philippines and planned to enter other Southeast Asian countries, helping users open accounts remotely. ZOLOZ’s general manager needed to decide how it could continue to expand the use of facial recognition technology to the rest of Southeast Asia.

The president of Siyuan Energy (Siyuan) faced the long-standing problem of a very high rate of top management turnover. By 2019, Siyuan had grown to five hundred employees and ¥170 million in revenue; however, over the past decade, the turnover rate of executives had grown dramatically. Few of the externally hired executives lasted even a year, and now a number of long-time internal executives were also leaving. Morale was declining at the same time that the company was facing growing competition. Action was required to address the problem, but analysis was first needed to understand whether such high turnover was due to systems or leadership, or both.

James Han, director of strategy and planning at CHINT Group, needed to select the new country manager for the group's branch in Saudi Arabia. The branch was expected to become CHINT's regional hub for the Middle Eastern market, but the incumbent country manager lacked the necessary leadership skills. Han was considering two candidates: Wendy Sun, the country manager in Turkey, and Jack Ma, the country manager in Egypt. Both branches had achieved outstanding business growth under the leadership of Sun and Ma, respectively. Han needed to evaluate their capabilities and decide who was a better fit for the target market and the local team in Saudi Arabia, while also taking into account the cost of replacing them at their respective branches.

Tire-building machinery producer Safe-Run Group (Safe-Run) was a second-tier supplier in the automotive industry. Responding to “green supply chain” initiatives in the industry, including by Safe-Run’s major clients, the company started working on a new environmentally friendly meridian machine. The results of a pilot test led by Zhijun Li, vice-president and head of research and development at Safe-Run, proved very promising both in terms of energy consumption and productivity, yet senior management remained skeptical. In a meeting with Li, senior executives expressed concerns about the higher production costs and the reaction of Safe-Run’s main customers. Li needed to build a better business case for the new machine.

本案例介绍了飞利浦电动牙刷的产品线，阐述了中国电动牙刷的行业发展状况以及飞利浦电动牙刷在激烈的竞争格局下市场覆盖策略所面临的困境。飞利浦旗下的第一代声波振动牙刷2000年问世，作为首批进入中国市场的外资品牌，其电动牙刷曾占据国内市场份额的半壁江山。面对国内本土电动牙刷品牌的快速崛起，飞利浦先后推出了17个主要的产品系列以覆盖电动牙刷市场，然而其整体市场份额却逐年下降，是维持还是优化市场覆盖策略是飞利浦电动牙刷目前需要决策思考的问题。本案例素材源于企业一手实地访谈与二手公开资料，案例旨在帮助学生加深对产品组合、STP理论以及市场覆盖策略的理解与认识，明确飞利浦电动牙刷优化市场覆盖策略的可能路径以及实施要点。

Tire manufacturer Linglong initiated its green supply chain management (GSCM) program in 2018. By extending the ongoing green practices from within the organization to external supply chain partners, Linglong developed a green concept based on the entire product life cycle, which involved materials suppliers, equipment suppliers, distributors, and other stakeholders. After a one-year trial, the company saw an opportunity to mitigate the environmental risks in the supply chain and to enhance both environmental and economic performance at the supply chain level. However, the company also encountered challenges, such as the supply chain partners’ limited understanding of the value of GSCM and a lack of senior leadership support among suppliers. Faced with these challenges, Linglong had to decide whether to extend its GSCM program and how to improve it.

一支雪糕售价高达66元，仍被抢购一空。成立短短3年内，迅速成为行业领军品牌。钟薛高是如何做到的？本案例以国潮网红雪糕品牌钟薛高为研究对象，介绍钟薛高从行业竞争激烈、品牌格局稳定的雪糕红海市场中迅速崛起的密码：以Z世代青年群体为目标消费者，切入高端雪糕市场，在精准定位的基础上，打造高品质中式雪糕并弱化产品季节限制；以创新产品设计，配合广泛的渠道布局和出色的市场营销，在成立短短3年内，迅速成为行业领军品牌，甚至引领了雪糕这一成熟品类的变革。本案例在总结汲取钟薛高成功方法的同时，探讨钟薛高快速爆红后面临的考验和解决方法，旨在为其他新兴品牌发展提供宝贵、可借鉴的经验和指导。

1931年成立的百雀羚公司是中国最早的化妆品公司之一，古韵古香的小蓝罐，承载着几代人的芳香记忆。百雀羚近百年的发展史并不是一帆风顺的，面临消费者的需求升级和外资品牌的挑战，百雀羚一度陷入沉寂。从2008年起，百雀羚通过优化品牌矩阵、向草本护肤方向进行产品改良、商超渠道与线上渠道并行，不断开拓市场，并采取创意广告、跨界联名等营销活动，逐步摆脱了老气过时的品牌形象，重获消费者青睐。但短暂的辉煌过后，百雀羚品牌又一次陷入困境，天猫双十一销量排名逐年下滑。百雀羚的活化策略为何失效？全面摒弃传统产品的做法是否合理？如何度过当下的经营困境？这些都是百雀羚当前需要慎重思考的问题。

本案例展示了2016—2021年间，中国民营制造企业正泰集团在埃及的合资工厂准备筹建、开业磨合、运营优化过程中发生的故事。案例以埃及工厂建设为主线，以正泰国际总裁Lily和埃及工厂总经理姜涛为主人公，围绕人力资源管理和跨文化管理相关主题，涵盖了招聘选拔、培养开发、绩效考核、团队管理、冲突与沟通等方面的内容。案例揭示了中国企业国际化过程中人力资源管理的独特做法，这些做法既给中国企业出海带来了良好的绩效，也显示出鲜活的生命力。正泰管理者所采用的具有中国文化特色的人力资源管理思路和做法是否可以复制、推广？能否在民营企业国际化的道路上持续发挥作用？案例给企业管理者和管理学者带来了一系列值得思考的问题。通过案例分析，有助于学员总结提炼具有中国文化特色的国际人力资源管理规律，思考跨文化管理的情境化特点，提升冲突管理及沟通技能。