入库案例|毅伟案例库+2！中国工商管理案例库+2！ 发布时间：2026-03-01
2026年1月至2月，我院2篇案例入选毅伟案例库，2篇案例入选中国工商管理案例库。
1. He Zhong Qi Yun - Working Capital Fintech for China's Supply Chains
作者：Li Xu, Joe Naoum-Sawaya
【案例编号】毅伟案例库 W47395
【案例摘要】
February 2025 marked five years since Max Zhang founded He Zhong Qi Yun (HZQY) and introduced the concept of dynamic discounts to the Chinese market. Now it was time for Zhang to plan the future direction of HZQY. Zhang reflected on the next steps. In terms of industry focus and customer expansion, HZQY proposed to target large enterprises with annual revenues exceeding CNY 3 billion and payment terms extending beyond 30 days. Industries such as fast-moving consumer goods, manufacturing, and retail would be ideal candidates. Regarding HZQY’s services, Zhang proposed to emphasize refining and customizing offerings to better align with the needs of Chinese customers. Ultimately, Zhang’s primary goal was to prepare HZQY for securing financing and designing its equity structure. Did he have the right emphasis? And were his goals achievable?
2. ABB B&R China: Designing an Organization for Sustainable Innovation
作者：Xiaorong Chen, Zhanzhong Shi, Ning Su, Xianggang Liu
【案例编号】毅伟案例库 W47227
【案例摘要】
Founded in Austria in 1979, B&R was an industrial automation company, providing cutting-edge technologies and solutions for machine and factory automation, motion control, and related fields to diverse industries. B&R entered the Chinese market in 1996, and in 2017 it was acquired by ABB Group. Under the leadership of Dr. Xiao Weirong, through nearly three decades of development, ABB B&R Industrial Automation (China) Co. Ltd. (B&R China) had grown into a major player in multiple industries. By 2020, China had become B&R’s second largest market. Now, in October 2023, with new opportunities arising from China’s national carbon neutrality strategy and new technologies such as artificial intelligence and intelligent manufacturing, B&R China needed to strategically design its organization to replicate past success while adapting to a changing business landscape.
3. 《OATLY打开中国市场：从0到1》
作者：周颖，张春，赵子倩
【案例编号】中国工商管理案例库 2026MAR002CC
【案例摘要】
创立于1994年的OATLY是来自瑞典的燕麦植物蛋白品牌。主要产品燕麦奶属于植物基食品，在很多场景下可以作为牛奶的替代品。OATLY作为“牛奶挑战者”的角色，凭借追求健康和平衡的理念，在欧美市场获得了广泛认同。但是它在2018年进入中国市场时却遇到了难题。中国的饮食文化原本就以植物基为特色，OATLY的理念一开始无法在市场产生共鸣。刚起步的中国团队应当如何打开中国市场？又如何获得更广泛的消费者认同？
4. 《OATLY打开中国市场：从1到N》
作者：周颖、张春、赵子倩
【案例编号】中国工商管理案例库 2026MAR003CC
【案例摘要】
创立于1994年的瑞典燕麦奶品牌OATLY，2018年进入中国市场后，经过了0到1的发展阶段，迅速融入咖啡、茶饮等领域，成为新植物基赛道的先锋。到2024年5月20日，瑞典OATLY公司宣布，2018一2023年在中国市场销售的燕麦奶可制作约10亿杯燕麦拿铁。与此同时，企业也面临了新的挑战：是采用产品多元化的加法战略，加速产品和市场的拓展，还是转向“回归核心竞争力”的减法战略，聚焦核心产品和场景？两个选择是对立的吗？
