案例成果

Amazon.com Inc. (Amazon), the Seattle-based e-commerce giant, leaped into China with a buyout of Joyo.com Limited, China’s largest online book, music, and video retailer, in 2004. Amazon had the ambition of becoming the dominant online retailer in China by capitalizing on its globally recognized brand, cutting-edge technologies, and advanced business model and philosophy. In the following years, China’s e-commerce industry experienced exponential growth, representing a golden opportunity for technology firms. For Amazon, however, many challenges started to surface, including intense competition from Alibaba Group Holding Limited and JD.com Inc., which limited Amazon’s growth. In 2018, as China’s e-commerce industry quickly became one of the world’s largest, Amazon had to determine what its next steps should be.

Huluwa Technology Co. Ltd. (Huluwa) was a small manufacturer of children’s smart watches in China. The company’s smart watches could be monitored by parents in real time through an application installed on their phones. The product design, application development, raw material procurement, and cloud service were all operated by Huluwa, while production was outsourced to a factory. Huluwa mainly relied on its offline channels to sell products. In April 2016, looking back at the first-quarter data for the year, the company’s operations director noted that Huluwa had sold and delivered 150,000 units to its distributors while it had produced 200,000 units. Puzzled by that gap, he was also worried about the production capacity stretch imposed on the contract manufacturer. How could the company manage continuing growth for the product?

Jinrun Li, chief operating officer for Goodbaby Group (Goodbaby), had to make a decision about opening a new store in a high-end mall in Shanghai, China. Goodbaby was going to manage the store for one of its clients, who had its own specifications for the dimensions and product range of the store. However, the floor space available was too small to accommodate the preferred proposal from Goodbaby’s marketing department. Based on a recent pilot project, Li considered adopting a new supply chain structure that would allow for reduced floor space while complying with the client’s specifications. The new supply chain structure involved an upfront warehouse that would increase the speed of store replenishments and act as a buffer between the regional warehouse and the store. Looking at the data, Li wondered if this new structure would be the solution for the proposed new store.

苏州工业园区邻里中心发展有限公司（简称邻里中心公司）成立于1997年11月，通过借鉴新加坡公共管理先进理念，结合苏州工业园区的开发建设实际情况，经过多年创新实践将商业服务和公共服务有机融合于一体，实现了居民在家门口体验一站式生活配套服务与政府公共服务。邻里中心公司作为社区商业地产的开发运营商，坚持“以人为本、便民惠民”的理念，精心设计从“柴米油盐酱醋茶”到“衣食住行玩乐闲”的一站式业态组合，在从根本上满足居民对社区生活配套的需求的同时，也为中国社区商业发展建立了标准、树立了标杆。2018年邻里中心REITs项目正式发行，开创了中国社区商业资产证券化先河，也对邻里中心的运营能力提出了更高的要求。因此，如何确定邻里中心的未来战略方向，打造邻里中心可持续发展的核心竞争能力，是目前邻里中心亟待解决的发展问题。

小米是一家主打智能手机、智能家居产品的科技企业。从2010年至今，短短9年，小米从零开始到如今家喻户晓，它不仅在智能手机领域凭借性价比优势站稳市场，还致力于打造以手机为核心向生活周边扩展的物联网布局，打造小米生态链。“铁人三项”发展模式将硬件、新零售和互联网服务融合，相辅相成。小米的发展史，是正确品牌定位、创新性营销和良好发展模式的成功组合，但是辉煌的背后往往潜藏着危机，面对激烈竞争、品牌升级等挑战，小米该如何作出应对，是需要在学习中探索的。

As one of China’s top three major state-owned air transportation companies, China Eastern Airlines Corporation Limited (China Eastern) had built an international brand image with a global influence. With the airline’s unique Shanghai-based globalization, China Eastern’s strategy remained focused on expanding its global footprint. In the face of growing competition from domestic and international rivals, China Eastern strove to carry out cross-border business, strengthen its co-operation with partners in the aviation industry, and accelerate its globalization process. Over the past three years, China Eastern had introduced its “Pacific Plan” and made concerted efforts in expanding its route network and optimizing transit opportunities in the North American market. With the implementation of the Belt and Road Initiative (a global development strategy adopted by the Chinese government), what strategy should China Eastern use to continue to expand its Shanghai-based globalization?

互联网时代商业模式创新是管理者普遍关注的问题，然而值得思考的是，那些看似流行的互联网模式是否适合每家企业？企业应如何根据自身战略定位和产品特点学习和设计适合的成长模式？本案例描述了樊登读书自2013年创业至今的发展历程，着重讨论了管理层对传统互联网企业免费模式的反思与突破，以及发展线下代理模式的探索和经验，并比较了樊登读书与其他网络知识社群组织的不同增长路径和创业学习机制。案例引入组织学习与精益创业理论，旨在启发创业者进行有效的创业学习，不限于流行模式的窠臼，用不断迭代和创新实现商业模式的快速完善与盈利。面向未来商业环境，很多互联网企业正积极探索线上和线下的交互融合，本案例在这方面具有一些启示作用。

In September 2017, the chairman and the president of Shanghai Shine-Link International Logistics Co. Ltd. were considering their company’s future. The company was established in May 2001. After more than 16 years of rapid development, it became a leading information technology empowered logistics provider, offering high value-added services, with the lean management and innovation capabilities of modern logistics enterprises. In September 2017, it was listed on the Shanghai Stock Exchange main board. The management team had to reconsider the company’s next steps for growth. The two men realized it was time to convene the board of directors to consider the company’s future. With so many opportunities and risks in front of them, good decision-making was essential to their prospects.

作为国内竞争最充分的彩电行业，经历了空前激烈的零件涨价潮、价格战、渠道战、并购战等一系列商战，市场行业集中度进一步提升，盈利企业的利润薄如纸。互联网时代已经来临，家电市场受到剧烈冲击，仅存的几个家电企业面临新一轮的优胜劣汰。海信作为以彩电起家的家电企业，从十余人的小厂启航，几十年间已发展成为产值破千亿元的大型集团，并且在传统彩电领域位居全球前三，形成跨国经营的格局。同时，海信频频在通信、智能交通和医疗领域跨业经营，在国内外形成了竞争力。作为一家传统企业，海信如何实现从传统彩电企业向科技企业的完美转型？如何提升价值体系、在严酷竞争的国内外市场攻城拔寨？本案例聚焦海信“技术促进转型”的策略，回答三个关键问题：第一，作为传统制造企业，海信是如何通过技术创新实现价值链重构的？第二，海信从传统家电企业转型为科技企业，海信“跨界”经营的逻辑是什么?第三，技术转化为产品并推向市场具有不同的模式，海信是采用哪种方式保障新产业孵化成功的？

This case describes the journey of a Chinese snack food company, LYFEN, as it developed supply-chain processes and capabilities to compete successfully in a highly competitive market. It provides detailed information about LYFEN’s quality-control processes and supply-chain management practices. A particularly interesting aspect of the case is the challenges faced by the company to deliver on customer expectations for food safety and the associated implications for brand image. The question of concern for the company president was how she could keep up with a quickly expanding market while ensuring quality through supply-chain management.

At the end of 2017, the human resources director at Yuanbo Education Group, a fast-growing educational service enterprise located in Shanghai, China, was struggling to calm down the managers, who were complaining about their salaries. Managers of the established business units were paid a relatively lower base salary but often with a sizable bonus tied to a revenue target. In contrast, the new hires for the recently established business units were paid a much higher base pay but with little or no bonus available. Both veteran and new managers were dissatisfied with their pay structure. The human resources director knew that he needed to take action soon. But what should he do and where should he start?

魏则西之死和他的问题“人性最大的恶是什么”是2016年中国最受关注的公众事件之一。该案例回顾了这个事件的始末；描述了百度“竞价排名”搜索和自然搜索方式的不同；记录了事件前后有关“网络推广行为”所应当适用法律的争论；记录了关于百度在该事件中应承担责任的讨论；并描述了百度在该事件后所受的影响及其战略调整。案例本身注重事实描述而不是价值评判。 本案例可用于商业伦理、企业社会责任、电子商务和市场营销等相关课程。教学目标有两方面：首先，激发学生的批判性思考，鼓励学生讨论如何界定商业道德和企业社会责任；如何协调这些价值取向与企业利润取向之间的关系。第二，在课堂讨论企业社会责任分析框架的基础上，鼓励学生思考企业应当如何与各利益相关者有效互动，以增强其合法性。 该案例在上海交通大学安泰经济与管理学院EMBA《商业伦理和可持续发展》课程的教学中使用两年，收到非常好的教学效果。