hku asia case research centre

Case collection: Asia Case Research Centre

About the University of Hong Kong, Faculty of Business and Economics

Tracing its roots back over a century, the University of Hong Kong (HKU) today proudly stands as one of the leading institutions of higher education in Asia. And with it, the  HKU Business School has grown to become a widely recognised and respected business school in the region.

The School strives to nurture first-class business leaders and to foster both academic and applied research to serve the needs of Hong Kong, China and the rest of the world in the fast-changing global economy. They engage leading scholars from all corners of the world who instil students with global knowledge. HKU Business School attracts the best and brightest students from Hong Kong and beyond.

The School’s full-time MBA programme has been ranked Asia’s no. 1 in the World MBA Rankings, released by the Economist Intelligence Unit, for nine consecutive years from 2010 to 2018. In addition to offering an elite EMBA-Global Asia programme jointly with Columbia Business School and London Business School for globally-focused senior executives and professionals, they also collaborate with top business schools throughout China and across the globe to synergise business and economics education. Their strong and extensive alumni network, with business and community leaders serving at key positions in both public and private realms, furthers their reach and strengthens their influence in different sectors and strata of society.

About the collection

The Asia Case Research Centre (“ACRC”) is part of HKU Business School. It was founded in 1997 to address the need for rich business cases with an Asian focus. The ACRC is committed to the advancement of learning and teaching in business education and strives to promote leading management thinking through research on the latest practices in the Asia Pacific business environment. The ACRC is a major producer of quality business cases. It boasts a repository of over 650 business case studies developed in collaboration with many of the region’s leading companies. 

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For any queries related to the ACRC case collection, please contact:

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The ACRC collection of over 760 cases, and their accompanying instructor materials and videos, is available from The Case Centre.

ACRC materials are also available as part of our Undergraduate Case Teaching Licence and discounted pricing scheme for members in developing countries . 

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Asia Case Research Centre

The Asia Case Research Centre of the Faculty of Business and Economics contributed to the development of the management education profession locally and internationally through its production of context-rich business and policy-related cases for teaching.  Many cases have been translated into simplified Chinese while some are translated into other languages.  More than 245,000 copies of its case studies have been distributed worldwide.

Frequently Asked Questions

For each round of competition, each team will prepare and present the same case before a panel of three to four judges. All matchups are determined through prior random draw.

1. When do teams get a copy of the cases and where do the teams prepare their cases?

2. what is the time limit for case preparation on the day of competition, 3. what is the role of the coach, 4. what is the nature of the cases used and how should each team prepare for the competition, 5. will the coaches have access to the cases used in the competition, 6. what supplies are provided for case preparation, 7. please tell me more about the presentations..

The presentations must be in English. Overhead acetates, a whiteboard/blackboard, and cue cards are allowed for the presentation. A large number of acetates will be provided in the breakout room. They may not be prepared before the relevant case has been distributed.

Each team will have a strictly enforced maximum of 20 minutes to make its case presentation, followed by a 15-minute question-and-answer session. All team members are required to participate at least once in the presentation.

8. Is there a dress code for the competition?

9. what prizes are offered, 10. will there be a different case for each round of the competition, 11. under which academic discipline do the cases used in the competition fall, 12. how do the teams navigate if they are not familiar with the university of hong kong campus, 13. are there any facilities in the breakout rooms that students can utilize, 14. do teams need to attend the final award ceremony even if they do not place in the top four, 15. do teams make their own travel and accommodation bookings.

All teams from overseas are provided with free hotel accommodation from 4 June–8 June (checkout on 9 June) at Hotel JEN near The University of Hong Kong. Within Hong Kong, complementary transportation will be provided for all competition related events. This includes the transportation to and from the airport. Food and drinks will be provided at designated venues. Any expenses incurred outside the above arrangement will be at the individual’s own expense. This includes food and drinks on the hotel room account.

The individual universities/participants bear the cost of two-way air tickets. Universities/participants will also have to buy their own travel/health insurance. If your team has to arrive before 4 June or leave after 9 June due to flight availability, please contact the ACRC to make special arrangements.

15. Will you be able to take into account my dietary needs?

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Asia Case Research Center

This case explores the predicament Louis Vuitton Moët Hennessy (LVMH) faced with respect to brand management when expanding its operations in China. In 2004, Asia accounted for about 40% of the sales of LVMH, however, it faced several challenges. One of its primary concerns was protecting its valuable brand against dilution. In China, phoney branding is particularly endemic. In addition, LVMH’s expansion plans in Asia also opened up the issue of private ownership versus franchising with regards to the profitability of companies in the luxury goods industry.

Starbucks has noted rapid growth in China, targeting 70% growth in three years. Although popular among a Chinese clientele, it is facing a number of internal and external challenges related to the Chinese economic slowdown, and issues associated with the paradox of growth. As a leader in innovation, it has developed and implemented top-notch solutions across domains such as HR, R&D, CRM, design, digital, product development, supply chain, electronic payment, etc., and needs to continue the innovation process to stay ahead of the competition. What can it do to expand and innovate continuously? As growth reduces elasticity, what should it do to retain the flexibility to address market demands and interruptions quickly?

This case describes the unique concept of “museum retail” that was introduced and championed by Adrian Cheng, Founder of the K11 Group and K11 Art Foundation. His mission is to help the ecosystem of art and culture among the young generation, and to bring art to his customers through art exhibitions and education in a retail mall setting. The core values of K11 are art, people, and nature all integrated into an art mall environment. The first K11 Art Mall opened in Hong Kong in 2009. It became the forerunner of the K11 Art Malls at several major cities in China (Shanghai, Wuhan, Shenyang, and Guangzhou).

This case highlights the role played by Rebecca Woo (Senior Director, Operations, Hong Kong, K11 Concepts Limited) in fulfilling the mission of K11 while maintaining a strong position in an increasingly competitive market. She focuses on the millennial customers, the fastest-growing segment in the retail market. These customers are highly attracted to the unique blend of art and commerce and the emphasis on the shopping experience. K11 engages them by considering multiple factors that influence their motivation.

Using K11’s Christmas program in 2017 as an illustration, this case offers the students a grand tour of the planning, design, development, and launch of a highly successful marketing program. Importantly, the case illustrates how K11 creates the unique multisense experience that influences customers’ feeling, thinking, and behavior.

The case demonstrates how Ant Financial, the leading Fintech company in China, carried out an innovative CSR project—Ant Forest and how the project creatively integrates social goals with business practices to create a significant social impact as well as strategic values. Ant Forest is an exemplar showcasing how an environmental initiative can synergize with the core competence of a Fintech company. For undergraduate or master students, the instructor can stimulate discussion on popular CSR practices and on how to improve their effectiveness by introducing creative designs such as gamification. For an in-depth discussion, the instructor can introduce the strategic thinking behind CSR activities and the implicit competition between firms and nonprofit organizations in delivering social goods.

On 18 November 2018, Dolce & Gabbana S.R.L. (D&G) released three short videos on Instagram , Facebook , and Twitter as well as Sina Weibo in China to promote its first-ever fashion show in mainland China. The campaign was specifically designed to drum up excitement about an important catwalk event to be held at the Expo Center of Shanghai on 21 November 2018.

However, the videos did not create the intended positive effect. In fact, the incongruous or extreme presentations in the videos jeopardized the entire promotion campaign. From the Chinese audience’s perspective, the D&G videos were not entertaining but inappropriate, offensive, and racist. The result enraged the Chinese audience and fueled a heated online debate. Within 24 hours, under public pressure, D&G was forced to remove the videos from its Weibo promotion channel. While many Chinese media users were demanding a formal apology from D&G for the videos, the company allowed the debate to simmer and boil for the next few days.

Many companies study the management strategies of others, adapting and learning from the experiences of large multinationals. But global corporations also need strategies that are capable of adapting to changing markets and profitability. Is it possible for these corporations to develop new and powerful insights from smaller firms?

The Toyota Motor Corporation’s philosophy and business strategy, known as the “The Toyota Way” is globally recognized as an industry leader, and its managerial values and business methods are regarded as benchmark practices, guiding the processes and strategies of organizations worldwide, e.g., Toyota’s Kanban method, of inventory control which facilitates just-in-time manufacturing, is seen as the optimal approach to inventory control.

Founded in Japan in 1937, the company grew rapidly. But a series of issues, resulting in a drop in vehicle sales and profitability left Toyota’s president, Akio Toyoda, considering how the company could find a more sustainable way of growing and how to incorporate this new philosophy into its existing business model.

Toyoda is now a strong advocate for an alternative philosophy known as the “Nenrin or tree ring” strategy. He credits a small company, Ina Food, which makes agar, a traditional ingredient in Japanese food, as the source of Toyota’s ongoing success.

Finding inspiration in Ina Food’s 55 years of sustainable growth and profit, Toyoda now follows many of its key initiatives.

The corporate giant has become one of the largest corporations globally, while still promoting the virtues of slow and steady growth on an ongoing basis.

Huawei Technologies Co. Ltd. (Huawei) was the world’s largest telecommunications equipment provider, and was widely acknowledged to be the leader in developing fifth generation (5G) mobile network systems. In 2018-2019, the US government took a series of steps to restrict Huawei’s business with the US government and US companies, citing security concerns. Huawei needed to craft a response that would minimize damage to its financial position, protect its leading position in 5G equipment, and allow it to continue to expand its overall business.

Walmart miscalculated when it entered China using its “Every Day Low Prices” strategy. It struggled with value proposition, local regulations, staff incentive schemes, logistics, and significant economic and cultural differences between regions. After two decades it developed successful operations in China. With Chinese led disruption labelled as “New retail,” that meant full integration between online and offline commerce, Walmart had to ensure its continued success in this new environment.

In November 2019, almost a year after it went public, Tencent Music Entertainment Group (“TME”) announced its third quarter financial results. Market investors had had high expectations for TME since it was the strategic music arm spun out by Tencent Holdings Limited (“Tencent”), one of the world’s most valuable technology, gaming and social media companies. When TME made its debut on the New York Stock Exchange in late 2018, many individual investors were mystified by its “music-centric social entertainment” business model.

Was it just the Chinese version of Spotify, which operated the world’s most popular music app? Or was it a truly different business model which might generate more lucrative and diversified business revenue than its international counterparts? Some market analysts and investors also wondered if TME presented a more attractive investment opportunity than similar music streaming platforms in the world, including the global leader Spotify. As the global and domestic market became more competitive, how could TME sustain its competitive advantage by leveraging its synergies with Tencent’s dominant position in social networking? Would TME’s atypical music and social entertainment business model be easily replicated by its industry rivals or adopted beyond the music industry? What role would music streaming platforms play in driving the growth of the music industry and how would it affect the ecosystem of the global entertainment industry?

Château Lafite Rothschild produces some of the world’s most expensive wine, making the product an attractive target for counterfeiters. Fighting these counterfeiters has proven difficult for the Château as the traceability in the wine supply chain is insufficient and stakeholders have different interests and capabilities in identifying fake wine. As traceability is the key to preventing counterfeit wines from entering the wine supply chain, how to use advanced technologies to fight counterfeiters has received increasing attention.

Besides existing technologies such as barcodes, Quick Response Codes (QR codes), Radio Frequency Identification (RFID), and Electronic Product Codes (EPC), blockchain as an emerging technology has also come into play. The case provides an opportunity for students to understand the benefits and limitations of using different technologies, especially the emerging blockchain technology, to improve traceability in the supply chain. Students will learn how to assess the feasibility of using blockchain in supply chain management and discuss different blockchain strategies.

Despite Prime Minister Shinzo Abe’s new economic strategy, known as “Abenomics,” being enacted in 2012, Japan’s deflationary spiral continued.

In an effort to stimulate economic growth, early in 2013 the Bank of Japan (BOJ) stepped in, using quantitative and qualitative monetary easing (QQE) with the aim of achieving an inflation target of 2% in two years. At that time, the short-term prime interest rate was 1.475% per year. Could an unconventional monetary policy work?

Despite all efforts, Japan’s economy remained weak. On 20 January 2016, the BOJ’s governor, Haruhiko Kuroda, held a policy meeting in Tokyo, where the decision was made to introduce QQE with a negative interest rate.

With hundreds of suppliers providing a medical inventory that delivers medicine to nearly 4 million patients a year, Shanghai General Hospital is looking for new ways to improve its medical supply chain. The current system not only takes up too much of pharmacists’ time for menial stock-taking duties, but is also labor intensive and prone to error. Wang Xingpeng, the hospital’s chief executive, wants to better utilize medical professionals’ time and allow pharmacists to do more clinical work for patients. Further complicating the issue is a new set of government rules that will require hospitals to sell medicine at cost, meaning that what was once an income source will soon become a cost burden. The hospital is planning to establish a new supply system with one of its suppliers, Shanghai Pharmaceutical. How should the new system address existing issues? And as Wang reviews the strategic partnership, how can he align the new partner’s interests with the hospital’s objectives? This case demonstrates the components of a medical supply chain in a hospital and the challenges associated with managing such a supply chain. It allows students to discuss ways to streamline the supply chain. The case can also be used to explore topics in strategic partnerships, in particular, vendor-managed inventory systems, and offers background for discussion of the risks and considerations when introducing a third- party strategic partner into the supply chain.

https://www.acrc.hku.hk/Case/Detail/999

Dinesh Agarwal and Brijesh Agrawal (“DA & BA”) established IndiaMART with around US$1100 savings in 1996. By 2014, IndiaMART.com was “India’s largest online marketplace for Small & Medium Size Businesses”. Its revenue for the year ended March 2014 reached US$32 million. “The company offered a platform and tools to over 1.5 million suppliers to generate business leads from over 10 million buyers… (It had) over 2600 employees located across 40+ offices in the country”. In keeping with its growth plans, the company evaluated various capital raising activities from time to time, including public or private placement opportunities. Factors that would benefit the company’s valuation included a strong track record of year-on-year growth, a sustainable revenue base from diversified product categories, a strong, large and active user base as well as a solid conversion rate of buyer-leads to revenue dollars for its suppliers. The downside, though, was that the company had not been generating operational profits for five years since 2010. From scratch to US$32 million revenues, DA & BA led the company’s many evolutions; what were the major considerations in building the present business model? How did they ensure the development of strong networks in every product category of the multiple-sided platform? One criticism of IndiaMART’s weakness was easy replicability – what was the founders’ response to mitigating risks presented by this weakness? What should IndiaMART do to attract a fair valuation?

https://www.acrc.hku.hk/Case/Detail/942

In less than 20 years, Uniqlo has become the leading fast-fashion retailer in Japan and a strong player in other Asian countries like China, Korea and Taiwan. Since 1998, the company has expanded sales at double-digit rates, thanks to an aggressive pricing policy combined with a high level of quality, a mix that proved hard to resist for Asian customers. Key to Uniqlo’s strategy and success was an agile supply chain inspired by the “fast-fashion” model pioneered by Inditex and also utilized by H&M, the two largest fashion retailers in the world. While Uniqlo demanded competitive prices from its suppliers, it also offered them continual technical assistance in developing and perfecting their manufacturing techniques, and supported them with a high flow of orders. Nineteen ninety-eight was an important year for Uniqlo, as the opening of a flagship store in one of the hottest fashion districts of Tokyo projected the brand in Japan at a national level. At product level, a partnership with Toray, one of the world’s leading producers of composite and synthetic fibers, resulted in garments that had performance and properties no natural material could match. Working with Toray forced Uniqlo to refine its supply chain further, that became “just-in-time,” mimicking that of other highly competitive Japanese companies. With an efficient but regional supply chain, Uniqlo faced rising manufacturing costs in China and was experimenting with new supply chain models in low-cost locations like Bangladesh. Uniqlo’s supply chain had proved effective in the Asia Pacific region, but could the same model be scaled worldwide? Was the low growth rate Uniqlo experienced in the US, and particularly Europe, also due to the limitations of its current supply chain?

https://www.acrc.hku.hk/Case/Detail/949

Besides computers, tablets and mobile phones, what other items in your home could be connected to the internet? The answer might be far more than you imagine: refrigerators, cupboards, coffee machines, washers and many other household appliances. In March 2015, Amazon, the global e-commerce giant, unveiled to its selected Prime members a wi-fi connected Amazon Dash Button that could be attached to home appliances and allowed consumers to make online orders automatically simply with the push of a button. This innovation eliminated regular e-commerce shopping steps and made speedy and convenient online shopping possible. In July 2015, Amazon brought this Dash Button to all its Prime members for US$4.99 each, accelerating the implementation and adoption of the Internet of Things (“IoT”) in the e-commerce sector. The IoT was defined as a worldwide information infrastructure in which physical and virtual objects were uniquely identified and connected over the internet. These inter-connected devices generated and communicated big data dynamically, enhanced operational efficiency and created new business opportunities for various industries. The e-commerce sector was no exception to the booming IoT development trend. The IoT would expand the scope and depth of e-commerce by linking people, smart devices and objects that were offline in the current e-commerce business model, generating unprecedented big data on product performance and on customer behavior and experience, involving more communication and action, and ultimately shaping the future of e-commerce. How would the IoT change current e-commerce models? What business transformations could companies undergo to integrate the IoT with existing e-commerce platforms and create new business models and competitive advantages?

https://www.acrc.hku.hk/Case/Detail/936

3D printing was a bottom-up process by which materials were laid down in thin successive layers until an object was fully constructed. As an innovation in technique, 3D printing made production conducted at or near the points of purchase or consumption possible. This had a huge impact on traditional manufacturing industries and supply chain management. A variety of key 3D-printing patents expired in 2014, stimulating mass production and adoption of 3D-printing devices. 3D printing was likely to provide a solution to supply chain management challenges by printing low-volume and tailor-made products on-site, a solution that would also reduce materials-supply risks, supply chain network complexity and inventory costs. Imitative innovation, well-established manufacturing infrastructure and relatively low labor and material costs made rapid growth of 3D-printer manufacturing in China possible. In recent years, China rapidly embraced the 3D-printing trend and explored the new, greatly expanded 3D-printing manufacturing and export market space. What role could 3D printing play in changing supply-chain management? What could the short-term and long-term impact of 3D printing on the Chinese manufacturing industry be? Could China leverage the coming 3D-printing trend to reinforce the power of its manufacturing industry?

https://www.acrc.hku.hk/Case/Detail/935

Visa’s China strategy was challenged by the Chinese monopoly, China UnionPay Company (“CUP”), on all fronts after a few short cooperative years. Visa countered CUP’s competitions by scaling the disputes up on the WTO level. What were the implications of Visa’s history of monopoly and where would the disputes between two global monopolies lead?

https://www.acrc.hku.hk/Case/Detail/919

Please go to ACRC for more details

Department: Asia Case Research Centre

• Asia Case Research Centre

Yen Benjamin Ping-Chang

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You are cordially invited to the seventh Knowledge Primer (KP) titled “Enabling the Ecosystem for Resource Circularity in the MICE Industry” under the “Partnership for Sustainability Leadership in Business” (PSLB) project, initiated by the Centre for Civil Society and Governance (CCSG) of HKU with full support from the Hongkong Bank Foundation.

Hong Kong is a bustling city that hosts a wide range of business events and exhibitions throughout the year. While they provide valuable market information, knowledge, networks and opportunities for professionals from businesses, government, and the non-profit sector, the cost of organising these events often comes at the expense of the environment, which contravenes the ideals of low-carbon and sustainable future that many businesses uphold. Therefore, it is imperative to transform the traditional ‘linear’ nature of these events into a ‘circular’ and more sustainable model.

Leveraging the knowledge and practical experience of speakers from the meetings, incentives, conventions and exhibitions (MICE) industry, this Knowledge Primer will take a close look into the necessary conditions–be they infrastructure, policy change, industry support or innovative collaboration models–for resource circularity to take root in business events. Two keynote speakers will shed light on the following topics:

• Thailand Convention & Exhibition Bureau will discuss the role of Government policy, infrastructures and capacity building in guiding the trajectory of circularity and sustainability advancement in MICE industry;
• Macau Fair & Trade Association will present on sustainable initiatives that incentivise the practitioners to adopt more circular and sustainable practices to achieve net zero goals.

A moderated discussion featuring industry practitioners from Hong Kong Convention and Exhibition Centre (Management) Limited, Informa Markets, KPMG, New World Corporate Services Limited and ReThink Hong Kong will follow to cascade the industry’s best practices. The panellists will share views on the collaboration needed to catalyse circularity practices and innovation in the MICE industry.

The event will also celebrate the launch of “A Practical Guidebook to Circular Economy (Volume 2): Collaborating with Value Chain Partners for Organising Circular Events and Exhibitions”. The Guidebook is a consolidated self-learning resource for the MICE industry practitioners to integrate resource circularity principles in business operations through the value chain-based event frameworks. A well-thought step-by-step guidance and templates are made available to help readers putting ideas into action.

  The event details are as follows:

*A participant limit will be in place for physical and online attendance to cater to the maximum capacity of the venue and online streaming platform. Please sign up to reserve your space.   Should you be interested in participating, please register HERE on or before 5 June 2024. You are welcome to contact Mr. Woody Cheng at Telephone: 3910-2463 / Email: [email protected]  for queries.   PSLB Team

Category :    Event

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Seminar: Promoting De-colonizing Pedagogy through Translanguaging

May 08, 2024 (Wed)

4:00 PM - 5:30 PM

Promoting De-colonizing Pedagogy through Translanguaging Professor Fan Fang Professor of Applied Linguistics, Shantou University May 8, 2024 (Wednesday) 4:00 PM - 5:30 PM Room 408-410, Meng Wah Complex, HKU (and Zoom) Chair:    Professor Kevin W. H. Tai Registration : https://hkuems1.hku.hk/hkuems/ec_regform.aspx?guest=Y&ueid=93962 Zoom Link: https://hku.zoom.us/j/98363952537?pwd=K0E5MStTYjFLQmM3WlhqbnFpdEJmdz09 Meeting ID: 983 6395 2537       Password: 010069 Abstract: This talk discusses the role of English as a global language and its implications in education, particularly in higher education settings. It delves into the concept of translanguaging, which involves using multiple linguistic and multimodal resources to facilitate understanding and enhance multilingual literacy. Through a case study, the questionnaire results showed that although the respondents slightly preferred English-only practice, they found it difficult to implement it and would resort to translanguaging practices, confirming an inconsistency between language ideologies and language practices. The observation findings revealed the adoption of translanguaging for meaning comprehension, terminology explanation and translation of local elements, while interview findings revealed three types of student participants, i.e. believers, sceptics, and inbetweeners, towards translanguaging practice in EMI courses. In contrast, most of the teachers held a favourable stance towards the English-only practice in EMI courses. While the participants all regarded translanguaging practices as facilitators for language and content learning, they believed that hierarchical relationships do not exist among languages. The talk concludes by advocating for a reconsideration of language policies to promote translanguaging pedagogies to a de-colonized pedagogy in order to challenge linguistic inequality, and embrace the multilingual reality of students. About the speaker: Fan Fang obtained his PhD from the Centre for Global Englishes, University of Southampton, UK. He is Professor of Applied Linguistics at College of Liberal Arts, Shantou University, China. He is among the World’s Top 2% most-cited scientists 2022 by Stanford University and a highly cited scholar on Elsevier’s list in 2021, 2022 and 2023. His research interests include applied linguistics, language attitude, identity, intercultural communication and language education. He has published articles in journals including Asia Pacific Journal of Education , Cambridge Journal of Education , ELT Journal , English Today , Journal of Multilingual and Multicultural Development , Language, Culture and Curriculum , Language Teaching Research , Lingua , RELC Journal , System , TESOL Quarterly , among others. His recent books include a monograph titled Re-positioning accent attitude in the Global Englishes paradigm (Routledge) and edited volumes titled Critical Perspectives on Global Englishes in Asia: Language Policy, Curriculum, Pedagogy and Assessment (2019, co-edited with Dr Handoyo Widodo), Policies, Politics, and Ideologies of English Medium Instruction in Asian Universities: Unsettling Critical Edges (2023, co-edited with Dr Pramod K. Sah) and English-Medium Instruction Pedagogies in Multilingual Universities in Asia (2024, co-edited with Dr Pramod K. Sah).

~ All are welcome ~ For enquiries, please contact the Office of Research, Faculty of Education at [email protected]

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