-
The Nanyang Case Collection(including cases from the IMARC Case
Series and
The Asian Case Collection)
Housing cases from the following subjects:
Strategy & Organisation Human Resource ManagementStrategy
& Organisation Human Resource ManagementAccounting
International BusinessAccounting International BusinessBusiness
Communication Infocomm / IT & E-commerceBusiness Communication
Infocomm / IT & E-commerceEconomics Management of Technology
& InnovationEconomics Management of Technology &
InnovationEntrepreneurship MarketingEntrepreneurship
MarketingFinance Productions & Operations ManagementFinance
Productions & Operations Management
NOTE: For a more detailed look at our cases, please visit
http://www.asiacase.com/nanyangCase.html. For cases in our IMARC
case series and Asian Case Collection, please visit
http://www.asiacase.com/nanyangCase-imarc.html and
http://www.asiacase.com/asianCase.html respectively. Last updated
on 3 February 2012
-
2Strategy & Organisation
*New* Singapore Chinese Orchestra (A): Building a Sustainable
21st Century Arts EnterpriseBy Wee Beng Geok & Yvonne Chong
Publication reference no: ABCC-2011-004AIssues: Managing an arts
enterprise; Strategy planning and implementation; Board-management
roles in a non-profit; Artistic enterprise business models;
Stakeholders management
Abstract:Singapore Chinese Orchestra (SCO) was one of three
flagship arts companies under the governments Renaissance City Plan
to develop a dynamic global city for the arts. To achieve its
mission to be a world renowned orchestra and longer-term goal of
building a sustainable arts enterprise, SCOs executive team
initiated a strategic planning process and set about implementing
its plans which included: programming that reflected the orchestras
core artistic values, audience development, talent acquisition and
development, and corporate partnerships.
*New* NanoBright Technologies, Singapore: Transition into a
Commercial Venture By Olaf Rieck & D G Allampalli
Publication reference no: ABCC-2011-003Issues: Technology
commercialisation; Product-market evaluation; Securing commercial
orders for new technology-based products
Abstract:The case study on NanoBright documents the technology
development and commercialisation process with limited capital
grant or investment. Although the young technology firm
successfully developed the nano-fluorescent materials (NFM)
technology and a number of new products such as solar film, spray,
paints and ink, it had to grapple with the delay in licensing the
new NFM technology and the unpredictability of the process of
securing commercially viable orders based on it, and manage its
tight cash-flow situation of technology startup.
*New* The Society for the Physically Disabled: Managing Mission
and Vision in a Non-Profi t Organisation Adaptation in Dynamic
EnvironmentsBy Wee Beng Geok & Ivy Buche
Publication reference no: ABCC-2011-002Issues: External
environment of non-profit organisations: Resources, stakeholders
and institutional fields; Impact of environmental changes on social
enterprise operations; Managing mission, strategy and change.
Abstract:The case is about the impact of the external
environment on the operations of a non-profit organisation Society
for the Physically Disabled (SPD). The sustainability of its social
enterprise operations in such a context is also examined. It
describes how the charity managed the continuous adaptation in the
implementation of programmes to meet the changing needs of
beneficiaries and other stakeholders. A Disability Employment
Network launched at a national level would require the charity to
further fine-tune the founders mission of providing employment to
people with physical disabilities in Singapore.
The Demerger of Six Continents PLC(A)By Siriwan Chutikamoltham
& Yvonne Chong
Publication reference no: ABCC-2010-006AIssues: M&As;
Strategic issues of a demerger; Benefits and costs of a demerger;
Challenges of raising capital during market turmoilTeaching Note
Available
Abstract:Top hospitality group Six Continents announced in 2002
the separation of its hotels and pubs business, to be renamed
InterContinental Hotels Group (IHG) and Mitchells & Butlers.
Set against a backdrop of intense M&A activity in the industry
and the aftermath of the September 11 US terrorist attacks, the
case provides an opportunity to debate the business and financial
strategic issues of a demerger.
-
3Strategy & Organisation
Wilmar International Limited: Managing Growth and Sustainability
in a Global Agribusiness GroupBy Wee Beng Geok , Geraldine Chen
& Ivy Buche
Publication reference no: ABCC-2010-004Issues: Global
agribusiness and sustainable growth;
Stakeholder management; Environmental NGOs
Background Note Available Teaching Note Available
Abstract:Wilmar International, the third-largest listed oil palm
plantation company in the world, operated across the entire value
chain, from plantations to processing, merchandising and
distribution. In 2010, Wilmar embarked on two strategic initiatives
acquisition of Sucrogen, Australias largest sugar company and
expansion into sub-Saharan Africa. As the global demand for palm
oil grew, environmental groups were concerned about the adverse
impacts on the environment. The challenge for Wilmar was to manage
the new initiatives in view of the environmentalists demands for
more sustainable operations.
HCA Hospice Care Services (A): Balancing Growth and
SustainabilityBy Wee Beng Geok & Ivy Buche
Publication reference no: ABCC-2010-003AIssues: Sustainable
growth of a non-profit
organisation; Scaling up a charity to meet growth in demand for
palliative care services; Healthcare professionals - attraction and
retention.
Teaching Note Available
Abstract:HCA Hospice Care (HCA) was the largest home-based
hospice care provider in Singapore. The charity managed a
successful turnaround from three years of operating deficits
(2001-2003) to surpluses in the years that followed. As the general
population grew older, demand for hospice home care services was
expected to grow over and above HCAs operating capacity. At the
beginning of 2010, HCAs leaders were at a crossroad as the charity
faced several resource constraints to growth. Firstly, the
challenge was to raise sufficient financial resources to expand
capacity. Secondly, an adequate pool of competent palliative
professionals, were required to deliver the home-based hospice
services. Finally, HCA needed ready managerial talent if operations
were scaled up.
Tata Consultancy Services: Sustaining Growth Momentum in China
2010By Wee Beng Geok, A. Lee Gilbert & Ivy Buche
Publication reference no: ABCC-2010-002Issues: Service delivery
framework; Near market
strategy; Talent acquisition and development in China
Teaching note Available
Abstract:In 2002, Tata Consultancy Services (TCS) set up
operations in China. The aim was to grow the China operations to
become TCS second global delivery centre after India, functioning
as its offshore IT outsourcing hub for the Asia Pacific region.
Chinas growing domestic software market presented an attractive
opportunity. In 2007, the company set a target to increase its
China-based manpower strength from 800 to 6,000 by 2011. However,
the tight supply of IT talent in China was a major challenge and in
early 2010, TCS manpower strength reached 1,100. The company set a
new target to quadruple manpower strength to 5,000 by 2014. What
steps should TCS take to tap the rising demand for outsourcing
services while tackling the problems of achieving service
excellence in execution in a resource-tight situation?
Hyfl ux Limited and Water Sustainability Treading Blue OceansBy
Wee Beng Geok and Ivy Buche with Mark Kroll and Timothy Chua
Publication reference no: ABCC-2009-003Issues: Capability
building, business development,
strategic growth in new markets, entrepreneurship.
Teaching Note Available
Abstract:Entrepreneur Olivia Lum, set up Hyflux Ltd in 1989 as a
trading company, distributing water treatment equipment. By 2009,
the company became one of Asias leading water treatment companies
providing integrated solutions mainly for the municipal and
industrial sectors. Despite the 2008 global recession, Hyfluxs
municipal business remained strong as the company succeeded in
securing high value projects in new markets. The challenge was to
grow its organisational capabilities to compete as a global water
treatment player.
-
4Strategy & Organisation
National Kidney Foundation of Singapore (A) Anatomy of a
CrisisBy Wee Beng Geok & Yvonne Chong
Publication reference no: ABCC-2009-002AIssues: Fund-raising
strategies and the values
embedded in charitable giving; governance of charities and the
VWO leadership; the board-CEO partnership; the roles and
responsibilities of crisis leadership; and crisis management crisis
communications and management of stakeholders and other actors in
the external environment.
Abstract:This case study is about the National Kidney Foundation
of Singapore (NKF), a major voluntary welfare organisation (VWO)
and examines the issues leading to a leadership crisis in the
organisation in 2005. It explores the initiatives taken by its CEO
to build the NKF brand and reach from 1992 to 2005. It examines the
impact of NKFs innovative fund-raising model and strategies on the
organisation and its external environment, pre-crisis relationships
and post-crisis responses, and actions taken by key stakeholders in
managing the leadership crisis.
National Kidney Foundation of Singapore(B) Leadership and
ChangeBy Wee Beng Geok & Ivy Buche
Publication reference no: ABCC-2009-002BIssues: Leadership of
VWOs; leading and managing
change in organisations; VWO leaders as change agents managing
multiple stakeholders interests.
Abstract:This case is about the pre and post-crisis leadership
at a voluntary welfare organisation (VWO), the National Kidney
Foundation of Singapore (NKF), tracing its growth into one of the
largest charities in Singapore and the impact of this on its
leadership and stakeholders. It examines the issues of change
management at the VWO as its leaders take action amidst an
increasingly complex and changing external environment. The case
also explores the challenges confronting the post-crisis leadership
team in managing change inside the VWO after the exit of a
charismatic leader, while taking action to meet the change
expectations of external stakeholders.
Tata Consultancy Services of India (B): Building an Offshore IT
Software Outsourcing Hub in ChinaBy Wee Beng Geok & Ivy
Buche
Publication reference no: ABCC-2008-004BIssues: Building
competitive advantage through
people, Talent acquisition in a new market.Teaching Note
available
Abstract:In 2006, TCS articulated its near market strategy and
announced a new service delivery model - Global Network Delivery
Model (GNDMTM), underlining the global scale of its business
operations. In 2002, TCS established operations in China, following
multinational clients who were setting up large scale operations
there. By February 2007, TCS China employed nearly 800 IT
consultants and served more than 25 clients in the Asia Pacific
region. TCS goal was to build the China operations into the
companys second global delivery centre after India. To give the
initiative a kick start, it had to increase its workforce strength
in China to 6,000 by 2010/11. In April 2008, TCS China faced major
challenges in talent acquisition and development. What should the
company do to meet its manpower target in China for 2010/11?
Sri Lankas Aitken Spence Hotel Holdings: Competitive Strategy
and Sustainable Tourism (A)By Wee Beng Geok & Ivy Buche
Publication reference no: ABCC-2008-007AIssues: Sustainable
tourism, Brand equity, Managing
hotels in a war-torn context.
Abstract:Aitken Spence Hotel Holdings PLC (ASHH), a leading Sri
Lanka hotel group was well known for the iconic resorts, including
Heritance Kandalama, a resort which had won many international
awards for its ecological and environmental practices. At the end
of 2008, the groups key strategic overseas thrusts were: (a)
Expanding the groups premium Heritance brand of hotel properties in
India and Oman and (b) Growth through hotel management contracts in
India and the Middle East. A key challenge was to successfully and
profitably export its Heritance brand without diluting the current
brand equity. Could the hotel groups sustainable development
philosophy be successfully deployed overseas? What were the
challenges and how could they be overcome?
-
5Strategy & Organisation
Sustainable Tourism: Heritance Kandalama Resort of Sri Lanka
(B)By Wee Beng Geok & Ivy Buche
Publication reference no: ABCC-2008-007BIssues: Sustainable
tourism in an Asian context,
Organisational culture, HR practices and the service delivery
model.
Teaching Note available
Abstract:In 1992, when ASHH announced its intentions to build a
tourist resort, Heritance Kandalama, in Sri Lankas Cultural
Triangle, the local communities and environmentalists were
apprehensive. In response, ASHH embarked on sustained
environmental, social and community development programmes. This
case examines (a) the environment management and social and
community development programmes at Heritance Kandalama (b) the
emergence of an organisational culture among employees anchored on
sustainable development (c) HR practices that engendered and
reinforced employees commitment to implement sustainable tourism
practices and strong employee support for the customer service
delivery model.
Developing Sustainable Fertilization: Is NFL Ready for the
Challenge?By Ritu Narang
From the Asian Case Collection Publication reference no:
ABCC-2008-003Issues: Challenges of promoting balanced
agricultural fertilization in India. Addressing the needs of a
huge market with an incomplete product portfolio.
Teaching Note available
Abstract:The case is based on a public sector undertaking,
National Fertilizers Limited (NFL), Indias second largest producer
of nitrogenous fertilizers. Indiscriminate usage of fertilizers by
farmers had caused nutrient depletion in the soil leading to
decreased yields. Mr. Subodh Gawande, Dy GM was confronted with the
challenge of promoting balanced fertilization among farmers.
Gawande was constrained by NFLs incomplete product portfolio but
also had to address the needs of a huge potential market. He
drafted a two-pronged proposal to handle this scenario. As
decisions were taken very slowly in public sector undertakings,
would NFL be able to respond quickly to meet the current
challenges?
Indias Insurance Industry: Liberalization, Deregulation and
Private Sector OpportunitiesBy Ashish Lall & Shirley Koh
Publication reference no: ABCC-2008-002Issues: Liberalization of
Indian insurance industry.
Abstract:Since 1999, Indias insurance industry had been
undergoing transformation brought about by liberalization and
detariffication. Liberalization had opened the former
government-operated insurance industry to private competition and
foreign minority ownership. Macroeconomic factors especially high
GDP growth rates were fostering growth in the industry. While the
incumbent insurers still dominated the market, private insurers
were meeting the competition with new products and distribution
channels in the brave new world of post-detariffication.
A Tale of Two Shipyards Strategies for Competing on the EdgeBy
Wee Beng Geok & Ivy Buche
Publication reference no: ABCC-2007-002Issues: The strategic
challenge of change, Strategies
for survival/performance in dynamic environments, Innovation and
adaptation
Case Supplement available
Abstract:In 2006, Keppel Offshore & Marine and SembCorp
Marine, two Singapore-based marine engineering groups, were leaders
in the global market for the construction of offshore drilling
platforms and vessels. The last four decades had been characterised
by high velocity and unpredictable changes. The ongoing challenge
was to stay flexible, continually adapting their strategies and
reinventing themselves to manage the disruptive changes in the
business environment. However as more international competitiors
moved in to carve their share of the offshore construction market,
the race was on as to whether the two could hold on to their
leadership positions.
-
6Strategy & Organisation
DBS Bank Ship Financing Challenges in AsiaBy Wee Beng Geok,
Thomas Gleave & Ivy Buche
Publication reference no: ABCC-2006-003Issues: Organizational
design, Strategy
implementation, Knowledge networks, Managing complexity,
Organigraphs
Teaching Note available
Abstract:The move from being a Singapore-centric bank to one
anchored in Asia, saw DBS extending its presence in Asian markets
and increasing the depth and breadth of its services across the
region. The success of the banks strategic thrust into Asias ship
financing market would depend on its ability to build a portfolio
of shipping clients by leveraging on the knowledge networks and
other invisible links across the extended group. The case focuses
on the issues of organisational design, its impact on strategy
implementation and developing knowledge networks in geographically
distributed organisations, especially in the highly specialized and
competitive business of ship financing.
HTL International: Manufacturing for DesignBy Wee Beng Geok, Ivy
Buche & Seow Jia Min
Publication reference no: ABCC-2006-002Issues: Design as an
integral part of business
strategy, Strategic Alliances, Vertical Integration, B2B
Business Model
Chinese translation available
Abstract:The case traces the evolution of a Singapore-based
leather sofa manufacturer, HTL International Holdings Ltd, from an
Original Equipment Manufacturer (OEM) for global furniture
wholesalers and retailers to become one of the largest Original
Design Manufacturer (ODM) in Asia. The companys concept of
Manufacture for Design was the central attribute of their B2B
business model. Design featured strongly in terms of the strategic
choices made by the company with regard to: the alliances formed
with international players, their value chain model, the key
markets they served and building core competence within the
company. In 2005, the key challenge facing Y T Phua, the co-founder
and Group Managing Director, was to find a niche between low-cost
manufacturers and the high-end design furniture players and to
build a unique HTL identity in leather sofa design.
Kaiten Sushi (Thailand) Company Limited: Battling for GrowthBy
Chan Teng Heng & D. G. Allampalli
Publication reference no: ABCC-2005-019Issues: Marketing and
sales management, financing
growth and business strategyIndustry Note availabe
Abstract:In 2000, Kaiten Sushi (Thailand) Company Limited (KST)
opened its first franchised sushi restaurant in Bangkok. The
company opened three more outlets in the next four years so as to
enjoy economies of scale. While the outlets initially attracted
large crowds, customer arrivals and sales declined with time. Price
discounts, loyalty programmes, new menu items and joint promotions
with shopping malls were some of the measures that were introduced
to sustain customer arrivals, albeit with limited success. In the
first 10 months of 2004, the chains daily sales declined from a
range of 10 to 47 percent and its operations suffered losses. BL
Van, director of KST had to decide how he could boost customer
arrivals and turn around the chains operations.
JTJB Advocates and Solicitors: Growing the International Client
Base through Competitive PositioningBy Wee Beng Geok & Shirley
Tan
Publication reference no: ABCC-2005-001Issues: Expanding client
base, Strategy
Abstract:In 2000, Joseph Tan Jude Benny (JTJB), a law practice
in Singapore, had opened its first overseas office in Greece. It
was the first Singapore law practice as well as the first Asian law
firm to set up an office in the ancient port city of Piraeus. At
that time, Jude Benny, a senior partner, knew very few people in
the shipping community in Greece. He remembered making the rounds
and knocking on the doors of Greek shipowners, many of whom were
unaware of the law firm from Singapore. Four years on, he and his
collegues could count many Greek shipowners as friends or close
associates. Since then, the firm handled a steady flow of legal
work from Greek clients.
-
7Strategy & Organisation
IMC Pan Asia Alliance Building Strategic Resilience Through
Organisational TransformationBy Wee Beng Geok, Chung Chee Kit &
Yang Lishan
Publication reference no: ABCC-2005-006Issues:
Organisational/cultural change, strategic
resilience
Abstract:In late 2004, managers from the Asian shipping group,
IMC Pan Asia Alliance (Pte.) Ltd., had just completed a four-day
management retreat. Forty managers from various divisions of the
Group had huddled together at a training facility in a university
campus at the western end of Singapore, far from IMCs corporate
office in the city centre. The four-day session was to discuss the
implementation of IMCs business strategy for the coming decade, and
in particular, to identify the key organisational capabilities that
would be essential if the Groups new business strategy was to
succeed.
Starwood Hotels & Resorts Worldwide Inc.: Asia Pacifi cBy
Leong Choon Chiang & D.G. Allampalli
Publication reference no: ABCC-2004-002Issues: Merger and
Acquisition in the Hotel
industry, Entrepreneurship and Strategic Planning
Teaching Note available Chinese translation available
Abstract:The case describes how Starwood Hotels and Resorts
Worldwide Inc., founded in 1991, grew under the visionary
leadership of Barry Sternlicht, its founder and CEO. It documents
how Sternlicht acquired, financed and integrated two leading hotel
brands - Westin and ITT Sheraton during 1997, to become a globally
diversified leading hotel chain. However, Starwoods operations were
severely impacted by the September 11 terrorist attacks and
weaknesses in the global economy. When business and leisure travel
in North American and European markets entered a downturn, it
leaned towards Asia for future growth. However, the regions
recovery prospects deteriorated further due to the 2002 Bali
terrorist attacks and the 2003 Iraq war. For Miguel Ko, Starwoods
newly appointed president of Asia Pacific, boosting the share of
operating profit from 10 to 25 percent by 2007, was a tough
challenge.
Singapore Airlines 2004 Managing Organisational Change in a
Turbulent EnvironmentBy Wee Beng Geok & Shirley Koh
Publication reference no: ABCC-2004-004Issues: Managing change
and high performance
work systems in a turbulent business environment
Teaching Note availableChinese translation available
Abstract:In early 2004, the emergence of low cost carriers in
Asia was a threat to Singapore Airlines (SIA) proven and successful
business model, based on premium fares for premium services. To
maintain acceptable returns for the airlines shareholders while
continuing with its well-developed and highly effective work
processes and systems, the company had to make deeper cost cuts in
its operations. Consequently, carefully nurtured and
well-established relationships between employees and management
were badly strained. The challenge for CEO Chew Choon Seng was to
balance the different and sometimes conflicting needs of various
stakeholders while effectively managing the imperatives of the
massive changes taking place in the airline industry in Asia.
SingTel and Cable & Wireless OptusBy Andrew Inkpen &
Chung Sang Pok
Publication reference no: ABCC-2004-001Issues: Merger and
acquisitions, strategic fit and
rationaleChinese translation available
Abstract:With a market capitalisation of S$28.1 billion in March
2001, Singapore Telecommunications Limited (SingTel) was the
largest listed company in Singapore. In late April 2001, SingtTel
was finalising their position on the proposed acquisition of Cable
& Wireless Optus Limited, the second-largest telecommunications
company in Australia. This would help it to become the leading
integrated communications service provider in the Asia Pacific
region. SingTels proposed bid was expected to be approximately A$15
billion in a cash-and-share offer for a 53 percent stake in Optus.
In order to convince Optus shareholders, it was essential to
identify a compelling strategic rationale for the deal and the
significant benefits for both SingTel and Optus.
-
8Strategy & Organisation
The Port of Kaohsiung: Competing to be the Global Logistics Hub
in the EastBy Chen Shao Xiang & Shirley Tan
Publication reference no: ABCC-2003-001Production &
Operations ManagementIssues: Port Strategy, Strategic Analysis,
Global
Logistics, Supply ChainChinese translation available
Abstract:In 2001, the port of Kaohsiung in Taiwan was the
largest international harbour in the country and the fourth largest
container port in the world. Huang Ching-Tern, Director of
Kaohsiung Harbour Bureau, was reviewing recent events and
considering some fundamental questions critical in formulating port
strategies. After its ascension to WTO, the emergence of China
created many strategic opportunities, as well as threats. Huang had
to consider how to respond to these and what other strategies were
needed to transform the port into a global logistic hub.
Telenor Asia (A): Mobile Data ServiceBy A. Lee Gilbert & D.
G. Allampalli
Publication reference no: ABCC-2003-007Issues: Industry and
Competitor Analysis, Business
Strategy
Abstract:Entering the Asian market in 1998, Telenor Mobile, the
mobile arm of the Norwegian company, Telenor ASA, acquired
controlling stakes in mobile operators in Bangladesh, Philippines,
Thailand and Malaysia. It evaluated each opportunity on a
stand-alone basis. The market potential for voice and data,
wireless penetration and the degree of deregulation in the region
differed widely. However, voice and data traffic between Singapore
and Malaysia offered some common ground to harness operational
synergies. Concerned about the medium-term outlook of Asia, Telenor
Mobile had to review its medium-term strategy and decide on the
introduction of mobile data services only in Malaysia and/or
Singapore.
Knowledge Flows and the New Comprador: A Mini Case on the Pearl
River DeltaBy A. Lee Gilbert
Publication reference no: ABCC-2002-003Issues: Knowledge
Management, Entrepot trade
Abstract:In our post-industrial economy, effective knowledge
management is viewed as a key factor for the success of
individuals, firms and nations. The key insight is that stocks of
knowledge, however comprehensive and specific, are quite useless
unless there is a way to ensure their availability to the
decision-making process. As decision-makers are rarely omniscient,
this demanded a knowledge delivery system, which might take either
a human or technological form. To illustrate such a system in
action, this mini-case explores the evolution of knowledge flows in
the late eighteenth century entrepot trade, from the perspective of
Chinas Pearl River Delta region, which for many years was the
economic growth engine of southern China.
The IOP Institute of Printing (Asia Pacifi c)By Wong Wai
Mong
Publication reference no: ABCC-2001-008Issues: Strategic
planning, Porters Five Forces,
Niche serviceTeaching Note available
Abstract:On 23 March 2001, Major (NS) Wong took over the
presidency of the Institute of Printing (IOP), the professional
organisation for printers and others in printing-related trades in
the Asia-Pacific. He realised that the IOP was capable of
increasing its contributions to the printing industry in Singapore,
particularly in manpower skills development. Having identified
vocational training as a niche service that the Institute could
lend its leadership, Major Wong pondered over a host of other roles
that the IOP could provide. He had to quickly prepare a strategic
plan on the vision and the directions of the Institute before the
first meeting of the new executive committee in a months time.
-
9Strategy & Organisation
Singapore Airlines (A) 2001By Toh Thian Ser & D.G.
Allampalli
Publication reference no: ABCC-2001-004AIssues: Corporate
Strategies, Business Strategies,
Alliances, International AviationTeaching Note availableChinese
translation available
Abstract:Singapore Airlines evolved from a fledgling player in
the 1960s into an industry leader. In the process, SIA rewrote the
rules for competition and earned accolades for its excellent
aviation record, constantly modernizing its fleet of planes and a
reputation for delighting customers. Bilateral air service
agreements negotiated between individual nations limited the routes
of a given airline and hence the airlines growth. The global
airline industry had responded to this challenge with a mix of
acquisitions, strategic alliances and related diversification
strategies. But would these strategies be sustainable in the near
future? What course of action should SIA undertake?
Singapore Airlines (B) 2001By Toh Thian Ser & D.G.
Allampalli
Publication reference no: ABCC-2001-004BIssues: Business
Strategies, Organizational
Development, Organizational Culture, Core Values
Teaching Note availableChinese translation available
Abstract:Singapore Airlines achieved excellence in its service
orientation, won dozens of industrial awards and accolades, and
beat industry downturns thrice in the last three decades. By 2000,
as international expansion and operations grew, it became necessary
for SIA to define a set of core values that would apply across
cultures and geographical boundaries. Described as the software of
SIAs award-winning organisational culture, the case documents how
core values enabled it to achieve sustainable business
excellence.
NTUC Income: Managing Social Mission and Business Goals in a
Market-Driven EconomyBy Wee Beng Geok, Robert Lian & Shirley
Koh
Publication reference no: ABCC-2001-002Issues: Cooperatives in
Singapore, Business
Strategies, Organisational Development, Financial
Liberalization
Teaching Note availableChinese translation available
Abstract:This case traces the corporate history and development
of NTUC Income (INCOME), the only insurance cooperative in
Singapore. Since 2001, the local insurance industry had undergone
major changes in the form of new regulations following the Monetary
Authority of Singapores liberalization of the financial services
industry.The liberalization was also expected to attract new
players to the insurance market. With new challenges posed by the
liberalization, what would the future hold for INCOME? INCOME had
enjoyed tremendous growth and had emerged from the Asian Crisis
relatively unscathed. Could its previous success help pave the way
for continued prosperity? Facing greater competition, how should
INCOME continue to meet social objectives without neglecting or
giving up some of its business goals?
ASM Pacifi c Technology LimitedBy Tang Hung Kei
Publication reference no: ABCC-2001-001Issues: Corporate
History, Organizational
Development, Research and Development, Singapore and Hong Kong
Business Environments
Teaching Note availableChinese translation available
Abstract:The case traces the corporate history and development
of ASM Pacific Technology Limited, a public-listed technology firm
in Hong Kong. It was founded in 1975 as a two-man outfit that sold
encapsulation equipment from the Netherlands and materials from the
US. In 1998, the firm developed and mass-manufactured its own
award-winning semiconductor products, and spun-off operations in
China and Singapore. The case focuses on technological and
organisational challenges facing the firm, the strategies that
could be implemented to meet these challenges and contrasts the
working styles of employees in Hong Kong and in Singapore.
-
10
Accounting
*New* Charities Accounting Standards 2011 Implications for
Singapore Charities By Chan-Ng Ai Lin, Wee Beng Geok and Ivy
BuchePublication reference no: ABCC-2011-007Issues: Accounting
standards for Singapore charities
Abstract:With the issuance of the Singapore Charities Accounting
Standard (CAS) on 24 June 2011, charities in Singapore that were
already complying with the Singapore Financial Reporting Standards
(FRS), were presented with a choice should they continue to comply
with FRS or switch to CAS? On the other hand, charities that were
complying with the Recommended Accounting Practice 6 (RAP6)
(Revised 2006), which would be withdrawn, had to adopt a new
accounting standard. Would it be FRS or CAS?
Olam International Managing Growth and Business RisksBy Foo See
Liang & D. G. Allampalli
Publication reference no: ABCC-2009-001Issues: International
merger and acquisitions,
leveraged financing of growth and risk management
Abstract:In 2005, Olam International Limited, a Singapore-based
global agri-business trader and supply chain manager complemented
its organic growth strategy with mergers and acquisitions
(M&A).To build its M&A capabilities, Olam developed
guidelines for its four business group heads to identify and
evaluate businesses for investment, and integrate them to realise
targeted synergies. Recognizing the risks of global trading
operations, it built a robust risk management system (RMS). By
2008, the strategic shift in business growth had thrown up new
challenges for Olam in managing its RMS and performance.
Jet Airways (India) Limited Brand Building and ValuationBy Asheq
Razaur Rahman & D. G. Allampalli
Publication reference no: ABCC-2007-003Issues: Trademark and
brand ownership, cross-
holding of ownership, business and brand valuation.
Teaching and Industry Note available
Abstract:In 2005, Jet Airways priced its initial public offering
aggressively but investors feedback called for brand and trademark
ownership, which it licensed from Jet Enterprises Limited. The
carrier hoped that its Mumbai-based auditor would arrive at a
formula to value the brand and trademark, and complete its transfer
in six months time. However, the trademark registration in some
countries hit a snag. This case study provides students with an
opportunity to appreciate the business setting of an emerging
market system and analyse economic, regulatory, management,
marketing, financing, accounting and valuation issues, and their
interrelationships affecting the case company.
Olam International Singapore Building a Risk Resilient
EnterpriseBy Foo See Liang & D. G. Allampalli
Publication reference no: ABCC-2006-011Issues: Enterprise risk
management, risk audit
and documentation, and management of oversight risk.
Industry Note available
Abstract:The case delineates how Olam International Limited
(Olam) became a global supplier of 14 agro-products. With
wholly-owned subsidiaries in 36 countries, Olam supplied
agro-products from producers farm gates to factory gates of over
3,300 customers in 40 markets and achieved organic growth by
seizing on adjacent business opportunities. Against the backdrop of
agricultural crop seasonality, industry deregulation and
cyclicality, and trade liberalisation, Olam weathered fluctuations
in demand, supply and price with origination (procurement),
integrated supply chain and marketing capabilities, which were
supported by a risk management system. As Olam embarked on a
growth-by-acquisition model, in addition to its organic growth
model, the company had to reassess the need to adjust its present
risk management system.
-
11
Accounting
United Test and Assembly Center Limited, SingaporeBy Foo See
Liang & D. G. Allampalli
Publication reference no.: ABCC-2005-013Issues: Managing
economic cycles, business risks
and growthIndustry Note available
Abstract:In April 2004, Lee Joon Chung (JC Lee), CEO of United
Test and Assembly Center Limited, Singapore (UTAC), announced the
acquisition of UltraTera Corporation (UTC), a Taiwan-based
semiconductor test business. The managements valuation of UTC at
US$476 million and the share swap ratio (1.6 UTAC shares for every
UTC share) was based on UTCs 2004 profit estimates. Three months
after the announcement, UTC issued a performance alert. By July
2004, when management of both companies agreed to revise the terms
of the acquisition, the semiconductor industry had entered a
downturn and Taiwanese semiconductor assembly and test services
(SATS) players began to migrate to China. With UTAC operating in a
highly cyclical industry, its management pondered over options to
manage business risk and growth.
DMX Technologies: Assessing the Risks Amidst Rapid Expansion By
Foo See Liang & Chung Sang Pok
Publication reference no.: ABCC-2003-011Issues: Risk Management,
Corporate governance
Abstract:At the end of 2002, Mr Giang Phung, the Chief Executive
of DMX Technologies was assessing the opportunities and the risk
exposure of the company he established. Focusing on developing its
proprietary e-solutions, the company was founded on the philosophy
that it should be capable of selecting the best products from
different vendors and integrating these into its own value-added
software solutions for the benefit of its clients. Amidst all these
exciting developments, Phung was concerned about the risk exposure
associated with rapid regional expansion. Despite healthy revenue,
the company required a substantial cash infusion to fund its
R&D efforts and ambitious regional expansion plan. The proposed
IPO that aimed to raise S$9.4 million which would benefit both
endeavours.
-
12
Business Communication
*New* Singapore Chinese Orchestra (B): Developing Corporate
PartnershipsBy Yang Mei Ling
Publication reference no: ABCC-2011-005BIssues: Communicating
with sponsors; Cause-related marketing; Corporate sponsorship; Arts
sponsorship; Fundraising by a non-profit organisation; Developing a
communication plan
Abstract:The case discusses efforts by the Singapore Chinese
Orchestra Company (SCO) to review its fundraising and corporate
sponsorship programmes. SCOs aim was to forge more corporate
partnerships by leveraging on its brand name and services to
effectively support its marketing efforts. In 2010, the SCO set
about to explore ways to persuade potential corporate partners to
use SCO as a marketing or branding partner to reach their customers
and target audience, or to boost their reputation in the
community.
Flesh Imp Street Wear: Breaking New Ground in SingaporeBy
Elizabeth ONeil & Irene Wong
Publication reference no.: ABCC-2003-010Issues: Corporate
CommunicationsTeaching Note available
Abstract:Nicholas Cho and Vincent Quek, two young Singaporean
entrepreneurs, were ready to extend their line of street wear,
Flesh Imp. After two years of steadily increasing sales, the team
felt the time was right to create the breakthrough retail
environment that would fuse fashion, lifestyle, culture and art and
bring the street movement to life. This lifestyle boutique would
feature the Flesh Imp brand exclusively. The only remaining
question was how to convince a group of financiers of the power of
street culture, of the scale of their idea, and of the viability of
their business entity, despite their youth and the trendy crowd to
whom their products appeal.
InterContinental Resort BaliBy Priscilla Rogers & Gunter
Dufey
From the Asian Case CollectionPublication reference no.:
ABCC-2003-002Issues: Crisis ManagementTeaching Note available
Abstract:The two bomb blasts that went off in Bali in October
2002 not only had devastating effects on human lives, but also had
a far-reaching impact on the tourism industry in Bali. The case
focuses on the InterContinental Resorts management and the actions
and decisions it made during the aftermath of the bomb blast in
ensuring the safety of hotel guests and the future job security of
hotel employees.
-
13
Business Communication
Flying Through Turbulent Times: Cathay Pacifi cBy Joan C.
Henderson
Publication reference no.: ABCC-2002-010Issues: Crisis
management, CommunicationTeaching Note available
Abstract:After recovering from the Asian financial crisis at the
end of the 1990s, Cathay Pacific was to confront a number of
difficulties in 2001. Amid the growing competition amongst airline
carriers worldwide, a long-standing dispute between the company and
its pilots surfaced again in the middle of the year and resulted in
flight delays and cancellations. Terrorist attacks in the USA in
September 11 then had dramatic consequences for global air travel,
leading to a fall in demand and revenue. The case outlines these
events and their consequences for Cathay Pacifics management and
describes its responses, providing an insight into some of the
challenges of airline operation in a period of uncertainty and its
vulnerability to internal and external pressures.
Singapore Airlines and Flight SQ006: Managing an Airline
CrisisBy Joan C. Henderson
Publication reference no.: ABCC-2002-007Issues: Media
communication, Crisis Management,
Organisational LearningTeaching Note availableChinese
translation available
Abstract:Flight SQ006, operated by Singapore Airlines (SIA),
crashed on 31 October 2000. The accident was the first with
fatalities in the 28-year history of the airline, although everyone
on board a plane of its wholly-owned subsidiary (SilkAir) had died
in a crash three years earlier. More accustomed to favourable
reports associated with its successes, the airline now confronted
the challenges of managing a fatal accident and adverse publicity
potentially damaging to its image and reputation. After dealing
with the immediate consequences of the crash in the period up until
6 November, when final casualties were confirmed, there was an
opportunity for the company in general and the Public Affairs
Department in particular to pause and review the situation.
-
14
Economics
Monetary Authority of Singapore: Its Establishment, Growth and
Changing Role By Ramin Cooper Maysami & Shirley Tan
Publication reference no.: ABCC-2003-014Issues: Central bank
independence, banking reforms
Abstract:The Monetary Authority of Singapore (MAS) was
established in 1971 to perform essentially all the functions of a
central bank except currency issuance that remained under the
jurisdiction of the Board of Commissioners of Currency. It was
responsible for implementing monetary policies, supervising
financial activities in the country, and being adviser, banker, and
financial agent to the Singapore government. In October 2002, the
Board of Commissioners of Currency was integrated into MAS as its
currency department. This case documents the rationale for the
establishment, growth and development of MAS and delineates its
changing role during the last three decades in the face of rapid
financial liberalisation and banking reform in Singapore.
Singapores Exchange Rate Management System By Ramin Cooper
Maysami & Shirley Tan
Publication reference no.: ABCC-2003-013Issues: Exchange rate
management, Exchange rate
policy
Abstract:Traditionally, in an era of limited capital mobility,
where the domestic financial markets were still relatively
undeveloped, the Monetary Authority of Singapore (MAS) relied on
direct control measures as the main instruments of monetary policy.
From 1965 to the early 1970s, monetary control policies were mainly
targeted to reduce growth in bank deposits and limit the
availability of foreign assets in domestic banks. In the late
1970s, the traditional instruments of monetary policies - interest
rate regulations and direct capital controls - were found to be
incompatible with the overall economic thrust of developing a
global and sophisticated financial centre in Singapore. Since 1981,
MAS had formulated a unique exchange rate policy to achieve the
ultimate target of low inflation. This case documents the evolution
of Singapores monetary policy over the last three decades and
allows students to explore the reasons and possible consequences of
this monetary policy.
-
15
Entrepreneurship
Ezra Holdings: Entrepreneurship and Capability Building From
Regional Operator to Global Offshore ServicesBy Wee Beng Geok,
Yvonne Chong and Rajeev Batra Publication reference no:
ABCC-2009-007Issues: Assembling resources - financial and human
capital; Organisational culture; Linking human capital
management and business strategy
Abstract:This case discusses the growth path of a
Singapore-based marine services company. Started in 1992, the
entrepreneurs were able to leverage on in-house competencies and
knowledge of the Oil& Gas (O&G) sector to grow Ezra into a
global offshore support services company with market capitalization
of US$1.2 billion by mid-January 2010. As Ezra faced new challenges
from established O&G service providers, how should it go about
acquiring capabilities for its growth strategy?
Nanyang Optical: Beyond Product Design From Idea to LaunchBy Wee
Beng Geok & Nigel Goodwin
Publication reference no: ABCC-2006-004Issues: New product
development, combining
innovation with business processes like production, product
launch and outsourcing
Teaching Note available
Abstract:This case illustrates the process and challenges of
designing a new product and then making it a reality. Yang Wah
Kiang had innovative ideas for spectacle frames and created two
unique new product designs. But Yang was not just a product
designer he was also a practical, hands-on entrepreneur who owned
and operated a medium-sized company. He was not content to leave
his ideas on the drawing board; instead, he would do whatever it
would take to make his designs become real products, ready for the
market. This involved both creative and practical challenges. The
case examines product development, manufacturing and launch issues.
from two perspectives, that of a product designer and that of an
entrepreneur and business owner.
MarkPlus&Co (A): Managing for GrowthBy Nigel Goodwin &
Hooi Den Huan
Publication reference no: ABCC-2004-011AIssues: Organisational
design, SustainabilityTeaching Note available
Abstract:MarkPlus&Co (A) tells the story of a small
professional services firm on the verge of expansion. What had
begun as a think tank and a boutique research, consulting and
training firm in the area of marketing strategy was now receiving
heightened publicity and rapidly increasing demand. The founder,
thought leader and principal consultant could not respond to all of
the current and potential clients personally but they expected his
level of expertise. As an additional challenge, the founders own
name or brand was more prominent than the firms. The founder
therefore had to raise staff levels, institutionalise his own
knowledge and values among his people and reposition the firms
brand relative to his own.
MarkPlus&Co (B): Expanding in Southeast AsiaBy Nigel Goodwin
& Hooi Den Huan
Publication reference no: ABCC-2004-011BIssues: Regional
expansion in SE Asia, SustainabilityTeaching Note available
Abstract:MarkPlus&Co (B) presents a company that is a leader
in its national market and asks how this company might replicate
its success at the regional level. MarkPlus&Co, a consulting,
research, corporate training and publishing company with expertise
in marketing and corporate strategy, was Indonesias leading
domestic consulting firm. With regionalisation and globalisation
creating new opportunities throughout Southeast Asia, the firm
looked to Singapore and other markets for expansion. The case
examines the firms sustainability, go-to-market strategy and
entrepreneurship.
-
16
Entrepreneurship
BreadTalk: Managing Expansion Through FranchisingBy Foo See
Liang & Chung Sang Pok
Publication reference no: ABCC-2004-009Issues: Franchising,
financial risk
Abstract:When BreadTalk made its debut on the Singapore stock
exchange in late 2002, George Quek, the founder and Managing
Director of the bakery chain, was assessing the opportunities and
risks facing the company. BreadTalk had made progress in
establishing its brand name and expanding into emerging markets
like China and Indonesia. BreadTalk brought in a famous Taiwanese
dumpling restaurant to Singapore through a franchise agreement. As
its business growth gained momentum, the company sought to assess
the risks associated with its growth by franchising model in the
overseas markets.
Singapore Mobile Company: Managing for Profi table GrowthBy Chan
Teng Heng & Shirley Tan
Publication reference no: ABCC-2004-008Issues: Growth
strategies, entrepreneurial
personality, human resource management
Abstract:Singapore Mobile Company was established in 2000 with a
mission to develop and provide innovative applications for mobile
phones. In late 2003, Marcus Lee, Chief Executive Officer, found
himself confronted with a tough challenge in growing his company.
Market rivalry had increased with the advancement of bigger phone
manufacturers into the industry as they sought new growth avenues.
Given the new market pressures, he had to evaluate his current
business strategies and make several key decisions. What kind of
people would he need to recruit to support the companys future
expansion? Were there other measures that he should take in the
area of organisational design? Lee had to address these issues.
Intertainer Asia (A): Programming and Distributing Hollywood
Movies Online in the Asia Pacifi c Countries By Olaf Rieck &
Shirley Tan
Publication reference no: ABCC-2003-015Issues:
Telecommunications value chain, business
model
Abstract:Intertainer Asia was set up in 1998 in the business of
home video distribution. The company licensed its basic
video-on-demand (VOD) platform technology from Intertainer, Inc.,
the forerunner of VOD services based in Santa Monica, USA, but
negotiated separate content deals directly with the studios. Over
the next two years, Intertainer Asia developed itself into a
leading entertainment-on-demand-company, streaming Hollywood movies
online to homes in Hong Kong, Singapore, Taiwan and later, in
China, Australia, New Zealand and Korea. In October 2002,
Intertainer, Inc. announced the suspension of its service in the
USA after filing an anti-trust lawsuit against the studios.
Although the service suspension did not affect the management and
business operations of Intertainer Asia, it triggered some
questions, which Andrew Yap, CEO and Executive Vice Chairman had to
address.
iProperty.com: Creating an Internet VentureBy Michael Heng &
D G Allampalli
Publication reference no: ABCC-2003-006Issues: Financing the
BusinessTeaching Note available
Abstract:Tracking the start-up and growth of a new Internet
venture at the start of the industrys boom in mid-1999, the case
delineates the experiences of two entrepreneurs: Alex Koo and David
Leong, who set-up a B2C portal for the real estate industry (REI).
They drew up aggressive growth plans, which included setting-up a
B2B network for the Asian region and listing on the Stock Exchange
of Singapore. By March 2000, after two rounds of financing from
angel and private investors, it was on course to achieving the
initial public offering (IPO) goal. But the Internet industry
bubble started to burst and dotcom stock valuations crashed. By
July 2000, Leong and Koo had spent nearly S$300,000 on IPO
preparations. Facing a bleak business environment and uncertain
outcome of the IPO, Leong and Koo wondered as to how to proceed: to
list or not to list?
-
17
Entrepreneurship
The Shiatsu School (A) By Wee Beng Geok & Tom Gleave
Publication reference no: ABCC-2002-008AIssues: Business
Strategy, Decision Making,
Competitive AnalysisTeaching Note available
Abstract:In December 1996, Terry Liew set up the Shiatsu School.
This was a considerable challenge for the fledgling entrepreneur,
requiring significant personal investment. Liew made a considerable
effort to develop the business; however, in December 1999, he was
unexpectedly served an eviction notice demanding that he vacate the
premises within four months. This meant he had to scramble to find
a new location that could accommodate the growing business, as well
as appeal to his existing and future customer base. After three
months of searching, the choice of where to relocate boiled down to
two properties: a shophouse in a commercial district on River
Valley Road or a private residence in the affluent neighbourhood of
Stevens Close. The decision was critical because of the important
implications it had on the companys finances, market positioning
and future growth prospects.
The Shiatsu School (B) By Wee Beng Geok & Tom Gleave
Publication reference no: ABCC-2002-008BIssues: Sustaining and
growing the revenue share
for a new business; Surviving an economic slowdown
Teaching Note available
Abstract:In March 2000, Terry Liew, decided to relocate his
Singapore-based business from a traditional Chinese shophouse on
Devonshire Road to similarly styled property on nearby River Valley
Road. Liew was confronted with a variety of new challenges, all of
which he was able to resolve with reasonable success. The need to
develop other revenue streams took on greater urgency after the
events of September 11, 2001. Liew was forced to cancel classes
that had been scheduled for October and November 2001 because the
international students decided to stay at home. By mid-December
2001, the situation had become dire, as the level of international
travel remained depressed, with no major upsurge in sight over the
next several months. This left Liew pondering what types of revenue
streams he should quickly develop in order to ensure the Schools
continued success.
The Silkroute Group: Achieving Success in the Internet AgeBy
Harminder Singh & Christina Soh
From the IMARC Case Series, Publication reference no:
I-00-006Issues: Internet Strategy, Technopreneurship,
Business Development
Abstract:In Asia, as elsewhere around the world, many dot.coms
arrived on the business map in a blaze of publicity but had to
scale down their expectations and promises. This case studies one
such Internet business the SilkRoute Group from Singapore. Its
striking feature had been its atypical profitability since it began
operations in 1994. It had matured into a holding company of a
whole range of Internet firms, running the gamut from financial
services to website development to business-to-business networks.
Its founder, Wong Toon King, was held up as an example of the breed
of entrepreneur that Singapore needs. The case explores the stages
through which the business developed and explains the strategic
decisions that Wong had to make.
-
18
Finance
The Demerger of Six Continents PLC(B): Intercontinental Hotels
Group and Mitchells & ButlerBy Siriwan Chutikamoltham &
Yvonne Chong
Publication reference no: ABCC-2010-006BIssues: M&As;
Financial analysis and outcomes of
a demerger; Shareholder value creation; Business strategy.
Abstract:InterContinental Hotels Group (IHG) and Mitchells &
Butlers (MAB) were demerged from hospitality conglomerate Six
Continents to better pursue their own growth strategies. In 2007,
IHG was the worlds largest hotelier with nearly 4,000 hotels while
pub owner MAB had evolved into one of Europes most successful
foodservice operators. This case examines the demergers financial
outcomes; with a focus on shareholder value that the spinoff might
have created.
Kingfi sher Airlines - Acquisition of Air Deccan: Indias First
Low-Cost CarrierBy Mahmud Hossain & D. G. Allampalli
Publication reference no: ABCC-2009-004Issues: Valuation of
low-cost carrier; merger and
integration; growth of airline businesses.
Abstract:In 2007, Vijay Mallya, the founder of Kingfisher
Airlines, a premier full service carrier (FSC) was forced to
acquire Air Deccan as the low-cost carrier (LCC) competed
vigorously with low and unsustainable fares. The case highlights
the difficulties of valuing a loss-making new airline business
model and its post acquisition integration challenges for the two
airlines managements due to contrasting business models, leadership
and management styles, brand and company cultures.
Reliance Industries Limited Unlocking Shareholder Value Through
DemergerBy Nilanjan Sen, Ho Kim Wai & D. G. Allampalli
Publication reference no: ABCC-2007-005Issues: Valuation of a
diversified large business,
demerger of corporate assets and investor value creation.
Abstract:The case depicts how Dhirubhai Ambani founded the
Reliance Group with only Rs. 50,000 in late 1950 and grew it into
an US$17 billion conglomerate in a span of fifty years. The founder
completed large expansion projects in record time, acquired related
businesses and ventured into new businesses to create the Reliance
Group. In 2005, Reliance Industries Limited (RIL) announced the
break-up of the groups businesses to unlock its value and offer
stakes to investors in the new businesses. However, analysts were
wary to hazard a guess on the size of returns to investors due to
uncertainty of the drop in RILs value and valuation of an unlisted
telecom firm in the Group.
Air Sahara: Implementing the Acquisition Bid of Jet AirwaysBy
Nilanjan Sen, Ho Kim Wai & D. G. Allampalli
Publication reference no: ABCC-2007-004Issues: Due diligence and
valuation of an
acquisition target, Implementation of merger bid and business
ethics.
Abstract:Jet Airways made a successful bid to acquire Air Sahara
in 2006. To implement the merger, the two airlines formed a joint
management group (JMG) and set March 2006 as the deadline for the
completion of the merger. As more time was required to sort out
financial issues and structure the merger deal, apply for
regulatory clearances and prepare documents for ownership transfer,
the JMG extended the deadline. On 20 June 2006, a day before the
expiry of the extended deadline, Alok Sharma, President of Air
Sahara informed the media that Jet Airways wanted to renegotiate
its US$500 million acquisition price. Sharma was left to mull over
the options for bailing out Air Sahara.
-
19
Finance
Tata Steel Acquisition of Natsteel Impact on Economic Value
AddedBy Nilanjan Sen, Ho Kim Wai & D. G. Allampalli
Publication reference no: ABCC-2006-010Issues: Economic value
added (EVA) analysis,
international business valuation and overseas acquisition.
Abstract:In August 2004, Tata Steel, India, made an unsolicited
offer to acquire the steel business of the National Iron and Steel
Company, Singapore (NatSteel). Valued at US$289.50 (S$486) million,
the acquisition was Indias second largest in that year. Although
the deal looked inexpensive as compared to setting up a new
integrated steel plant of a similar size, successful cross-border
acquisition management remained a key challenge.
Financing Structures in the Shipping Industry: Singapores Pacifi
c Shipping TrustBy Wee Beng Geok & Ivy Buche
Publication reference no: ABCC-2006-008Issues: Ship financing
alternatives, Shipping TrustChinese Translation Available
Abstract:Singapores first shipping trust Pacific Shipping Trusts
(PST) initial public offering (IPO) launched in May 2006 presented
an alternative source of funding for ship owners and operators. Six
months later, after announcing a higher than promised yield to its
investors, the trust manager - PST Management Pte Ltd was eager to
enhance and diversify both its assets as well as its customer base.
However, over this period, the share price had fallen below the IPO
price and trading volumes were relatively low. The case describes
the challenges faced by PST Management in growing the trust what
steps could be taken to generate awareness about the business of
shipping and the role of shipping trusts? How could they improve
market perception and enhance investor confidence in PST as an
attractive investment option?
Bobby Financial Associates: The Australian DollarBy K.
Chandrasekhar & D.G. Allampalli
Publication reference no.: ABCC-2004-003Issues: Investment risk
analysis & managementTeaching Note available
Abstract:The case presents the predicament of an investor and
day trader who speculates in the global currency markets. It also
illustrates the popular stock market maxim - timing is the essence
of investing. However, no investor has an unfailing skill in
prediction. Bobby, anticipating a cut in the interest rate, entered
the currency spot market in Australia and punted with a short
position of A$200,000, a day before the Reserve Bank of Australia
(RBA) was scheduled to meet to discuss the economic and monetary
policy in July 2003. While Bobby thought he had timed the entry
into the Australian dollar spot market, the anticipated interest
rate cut by the RBA on the following day did not occur. As a
result, the Australian dollar appreciated against the US dollar.
Wrong-footed, Bobby faced a paper loss of A$1,971. What are his
options?
-
20
Finance
Pidemco Land and Orchard Parade Holdings Medium-Term NoteBy Low
Buen Sim
Publication reference no: ABCC-2002-011 Issues:
Decision-makingChinese translation available
Abstract:In 1998, a year after the Asian currency crisis, a
Singapore-based property developer, Pidemco Land, was presented
with a proposal by a merchant bank, Credit Agricole Indosuez
(Asia). The bank was arranging for another developer, Orchard
Parade Holdings (OPH) to issue a S$90 million, 5-year medium term
note through a subsidiary, OPH (Orion) which was set up to hold a
piece of prime land in Singapore. As a result of the slump in the
property market in Singapore, there was a credit squeeze for the
property sector and the outlook for a successful issue of the
5-year medium-term notes was bleak. Under the deal, Pidemco Land
would provide an option to Orion and the holders of Orions
medium-term note. Exercising the option would enable Orion and the
note holders to sell their shares and notes to Pidemco Land. In
return, Pidemco Land would receive an upfront undertaking fee. To
OPH, the option could provide much needed credit support for the
medium-term note and enhance the probability of a successful
subscription of the note.
Building Financial Market Institutions in Emerging Economies:
The Government Pension Fund of ThailandBy Gunter Dufey, Katja Funke
& Georg Stadtmann
From the Asian Case Collection Publication reference no:
ABCC-2002-004Issues: Financial Institutions & Markets,
International InvestmentsTeaching Note available
Abstract:The case reviews the history and foundation of the
government pension fund (GPF) of Thailand. Established just before
the Asian crisis, the story of GPF introduces students to various
pension arrangements and illustrates the challenges and
opportunities confronted by such a capital market institution in
the financial market environment of a developing country.
-
21
Human Resource Management
Eastport Maritime Pte Ltd: Building Essential Competencies for
Sustainable Growth and DevelopmentBy Wee Beng Geok, Ivy Buche and
Yvonne Chong
Publication reference no: ABCC-2009-006Issues: Role of
shipbroker in the maritime industry;
Shipbroking as a career; Changing context of shipbroking;
Employee attraction and enagement, training and development
Abstract:In a highly specialised and relationship-intensive
business, shipbrokers acted as intermediaries between shipping
companies and their customers. In 2010, Eastport Maritime, a
Singapore-grown international shipbroking group was keen to develop
its talent pool. In a constantly evolving and competitive global
maritime service environment, how could Eastport shape its employer
value proposition to attract and to develop the skills of the
younger generation of shipbrokers and ensure the firms success in
the long run?
Dove Financial Services and Customer-Relationship Management
Systems or People?By V.Padhmanabhan
Publication reference no: ABCC-2010-005Issues: Work culture;
Turnover; Customer
relationship management; Management style
Abstract:The case is based on a CRM crisis faced in a branch
operation of Dove Financial Services. It discusses about the
contemplation of the branch manager Mr. Raj on the impact of a
service culture, which was carved and customised by a former
relationship manager Mr. Shankar, on the company. The case narrates
how Shankars successors, after his transfer, face turmoil in
adhering to the service culture framed by him beyond organisational
formal service culture. The case also provides the scenario about a
successive branch managers failed attempt to upgrade the CRM system
without understanding the existing style of operation. Finally, the
case leaves current branch manager Mr. Raj with questions in his
mind like how an individual can create an image larger than the
organisation? What is the sustainability of a work culture created
by an individual beyond his/her tenure? Can a new system be
upgraded without understanding the existing style of operation?
HCA Hospice Care Services (B): The Design of the Home Hospice
WorkBy Wee Beng Geok and Ivy Buche
Publication reference no: ABCC-2010-003BIssues: Delivery of
palliative care; Work & job
design - impact on capacity building; Analysis of key
competencies
Abstract:HCAs multidisciplinary team, comprising of doctors,
nurses, social workers, counsellors and volunteers, provided
home-based hospice care to needy patients with terminal illnesses.
The case focuses on the design of hospice home care services
provided by HCA, in particular, the work performed by two groups of
professionals (doctors and nurses) in the delivery of palliative
care. The key competencies required of such workers and
job-specific context of home hospice care are also discussed.
Singapore International Airlines Moving to a Flexi-Wage System
during Volatile TimesBy Hesan Quazi & D. G. Allampalli
Publication reference no: ABCC-2008-008Issues: Human resource
management, Wage
reforms and restructuring
Abstract:From 2001 to 2003, Singapore International Airlines
(SIA) faced triple disasters: the 9/11 terrorist attacks, SARS
epidemic and the Iraq war, which forced it to reduce capacity,
reform and restructure its wages. Having managed costs like a tight
ship, SIA found it difficult to negotiate wage restructuring and
retrenchments with its unions. Operating in a rigid regulatory and
business environment, SIAs management found it challenging to tweak
the Seniority-based Wage System, and migrate to a more flexible and
competitive compensation structure. With lower yield, high-cost
branding and intense competition from the full-service global and
low-cost carriers, SIAs management explored ways to balance its
strategic elements, attain flexibility and sustain wage and cost
competitiveness to earn double-digit returns for its
shareholders.
-
22
Human Resource Management
Changi General Hospital: Balancing Work-Life in a Healthcare
OrganisationBy Tan Joo Seng & D. G. Allampalli
Publication reference no: ABCC-2008-006Issues: Work-Life
balance, attrition and retention,
human resource management.Background Note available
Abstract:Changi General Hospital (CGH) implemented work-life
programmes (WLPs) and family-friendly support programmes for their
staffs physical, social and emotional well-being from 2003 to 2005,
and aimed to become an employer of choice. CGH found that WLPs
contributed to the overall improvement in the hospitals key
performance indicators. However, operating in a tight labour market
for skills in the healthcare sector, CGH needed to deal with the
higher attrition rates and absenteeism in a critical
department.
Tata Consultancy Services of India (A): Human Capital Management
as Competitive StrategyBy Wee Beng Geok & Ivy Buche
Publication reference no: ABCC-2008-004AIssues: Systems thinking
in training and
development.Teaching Note available
Abstract:Tata Consultancy Services Ltd (TCS), Indias largest IT
service provider crossed the 100,000 employees mark in October
2007. Based on a business model heavily reliant on low-wage
software engineering talent, TCS tapped Indias large pool of
engineering graduates, with great success. These software project
consultants formed the backbone of the companys service delivery
system and the lynchpin of TCS growth as a global IT company.
However, as TCS followed its multinational clients and set up
operations in developing countries, governments required TCS to tap
local engineering talent. The challenge for TCS was whether its
essentially India-based talent development and management model
could continue to be a major source of competitive advantage in
these developing countries.
Evaluating the Worth of Human Capital: The Raffl es Swisstel
Merger and Acquisition of 2001 (A)By Wee Beng Geok & Ivy
Buche
Publication reference no: ABCC-2009-008AIssues: Due diligence
stage of the M&A process,
Human capital issues.
Abstract:This merger and acquisition (M&A) event is used to
explore the key human capital issues that should be addressed as
part of an M&A due diligence exercise to: i) Enable the company
to make an informed assessment of the human capital assets and
liabilities of the company being acquired. ii) To anticipate key
people issues that might arise during the integration stage of the
M&A, and which could affect the value creation goal for the
acquisition.
The Raffl es Swisstel Group M&A of 2001 (B): Integration
IssuesBy Wee Beng Geok & Ivy Buche
Publication reference no: ABCC-2007-010BIssues: Integration
planning and implentation,
achieveing balance between strategy implementation and HR
integration .
Abstract:On 5 June 2001, Singapore-based hotel group, Raffles
Holdings Limited, owner of Raffles Hotels and Resorts, announced
that it had purchased Swisstel Hotels and Resorts. As the merger
moved into the integration planning and implentation stage, the
immediate challenge for Raffles management was the integration of
over 6,000 employees from the Swisstel group into the new
organisation. For the merger to achieve its strategic potential,
Raffles management had to examine the strengths of both hotel
chains, to maximise synergies and secure specific areas of
cost-savings and revenue enhancement. Over a six-month period,
Raffles management strived to achieve a balance between the desired
pace of strategy implementation and that of human resource
integration, given the human dynamics confronting the post-merger
situation.
-
23
Human Resource Management
Philips Singapore: Creating Value Through Human Resource Shared
Services CentreBy Hesan Quazi & D. G. Allampalli
Publication reference no: ABCC-2006-006Issues: Sharing HR
services and outsourcing, value
creation and cost reduction in delivering HR services, strategic
HR in global organisations.
Abstract:In 2003, Philips Electronics Private Limited, Singapore
(Philips Singapore), launched Philips People Services (PPS), a
shared services centre to provide various standardised human
resource services to its 3,500 employees at an annual service fee
of S$550 per employee. With centralisation and value creation, and
outsourcing of HR activities, Dr Martin, Executive Director,
Country Management and Vice-President of Human Resource was able to
demonstrate that PPS reduced the cost of business support function
and improved decision-making related to recruitment and retention
activities. At the end of 2004, just when PPS performance
improvement had gathered pace to raise its value proposition to
customers, Dr Martin had to mull over a product division heads
expectation of a lower annual service fee.
Setting the Stage for Service Drama-Based Workshops for Soft
Skills DevelopmentBy Wee Beng Geok & Ivy Buche
Publication reference no: ABCC-2006-005Issues: Hotel/Retail
Service, Drama Based Training,
Building Soft Skills
Abstract:In 2004 and 2005, The Theatre Practice (TTP), an
established theatre company in Singapore conducted a series of
drama workshops for service staff of InterContinental Singapore.
The workshops focused on liberating the individuals energy blocks
that inhibited self expression and limited his capacity for
enjoyment and engagement in his work life. Compared with other
skills development programmes, these workshops seemed unstructured
and almost random in the instructional approach. TTP hoped to
extend the programme to other hotels/firms in the service industry.
To do so, TTP needed to convince the managements of service firms
that theatre techniques could help in building the soft skills
critically needed by many service workers in Singapore.
Nemo Holdings Singapore: Promotion BluesBy Klaus-J. Templer
& D. G. Allampalli
Publication reference no: ABCC-2005-012Issues: Senior Management
Recruitment, Succession
Planning, Performance Evaluation, Leadership
Abstract:The case describes the business growth of Nemo Holdings
Private Limited (NHPL) from 1992 to 2003, an electronic component
distribution and marketing firm, under CEO Bruce Poon. In mid-1997,
Poon appointed Ben Tan, a friend and former colleague as the sales
manager for NHPL and promoted him to senior sales manager in 1999.
In 2000, affected by slowdown in the electronics sector, NHPLs
growth slowed. NHPL bought controlling stakes in three businesses
in the non-electronics sector and promoted Tan as GM of the new
joint ventures. The number of staff reporting to Tan rose from 2 to
40. By mid-2003, NHPLs growth had declined, an Enterprise Resource
Planning project was delayed, the company lost a contract in the
Philippines and a supply agreement for a large Shanghai MNC. Faced
with these setbacks, Tan resigned in November 2003, a move which
stunned Poon.
TEL Systems and Engineering Singapore Managing Employee
TurnoverBy Hesan Quazi & D.G. Allampalli
Publication reference no: ABCC-2005-007Issues: Sustaining
business growth, managing
employee turnover and compensation
Abstract:TEL Systems and Engineering (TEL) a fast-growing
Singapore-based information technology (IT) and industrial
automation (IA) services company overcame the small domestic market
and tight labour market conditions during the mid-to-late 1990s by
internationalisation. It experienced high manpower turnover,
particularly in the cadre of fresh engineers and junior executives
from 1995 to 1997. While the national average of employee turnover
in the IT sector from 1996 to 1997 remained around 16-17 percent,
TELs employee turnover grew from 36 to 43 percent during the same
period. Although TELs management implemented an employee stock
option scheme (ESOS) in two stages in 1997 and early 1999, Daniel
Lee, the head of the HR pondered over the options to halt the
exodus of young engineers.
-
24
Human Resource Management
DCrypt Private Limited: Managing Talent in a Techno-Centric
OrganisationBy A Ahad M. Osman-Gani & D.G. Allampalli
Publication reference no: ABCC-2004-006Issues: Managing
technical Professionals, Sustaining
Employee Motivation
Abstract:The case describes the challenges of a technology
dominant start-up business that aimed to develop products for the
information security assurance industry in Singapore in early 2000.
Two technopreneurs, Antony Ng and Chew Hwee Boon, identified,
attracted and selected technical professionals to build DCrypt, a
cryptographic design and development house in Singapore, where
cryptographic and technical professionals more disposed to
learning, were in short supply. While its intellectual property
(IP) and technological capability increased, the technical
professionals behavioural differences became an organisational
concern. When Ng was mulling on ways to motivate and lead a
techno-centric organisation to the next stage, Glenda Tan, the HRD
manager confirmed that Lionel Teo, a programmer in Crypto Products
Group had failed to submit the signed IP agreement despite several
deadlines. As Ng pondered on the options, the IP risk
burgeoned.
GMP Recruitment Services: Recruitment Tracking System By Klaus
J. Templer & D.G. Allampalli
Publication reference no: ABCC-2005-003Issues: Computerisation
of recruitment services,
competition in online recruitment servicesIndustry Note
available
Abstract:The arrival of corporate recruitment websites in the
mid-1990s and the onslaught of new entrants, such as job portals
and foreign online recruitment companies in the late 1990s impacted
the Singapore recruitment services industry and altered the basis
of competition. Tracking the development and growth of GMP
Recruitment Services (S) Private Limited, a recruitment services
company in Singapore, the case describes implementation of its
three stages of computerisation from 1994 to 2003. However, this
was inadequate to cope with its growth and competition from job
portals. What should GMP do to compete in the new environment? What
should its recruitment business model be?
-
25
International Business
Global Shipbroking New Challenges to Communities of Practice By
Wee Beng Geok, Yvonne Chong
Publication reference no: ABCC-2009-009Issues: International
shipping; Maritime industry;
Global shipbroking; Financial derivatives; Organisational
learning; Communities of practice
Case Supplement Available
Abstract:This case describes the emergence of the global
shipbroking community from its origins in London 200 years ago and
how brokers were able to evolve and stay relevant despite the
threat to their traditional middlemen role. As shipbrokers
diversified into financial services, the growth of freight
derivatives trading and the shipping boom in 2004-2008 attracted
new market players into the sector. How would these changes impact
the future role of shipbrokers as dealmakers in the shipping
industry?
Freight Derivatives By Low Buen SinPublication reference no:
ABCC-2009-009CSIssues: International shipping; Maritime
industry;
Global shipbroking; Financial derivatives; Organisational
learning; Communities of practice
Abstract:The paper provides an overview of freight forward
agreements and freight options, as well as developments in the
freight derivatives market in early 2010. Derivative contracts
refer to contracts that trade the underlying asset in a manner that
differs from a normal spot transaction. In May 1985, the Baltic
Exchange through the Baltic International Freight Futures Exchange,
launched a freight forward contract written on the Baltic Freight
Index. The trading of the freight derivatives in the
over-the-counter markets (OTC) began in the early 1990s. Basically
there are two main types of freight derivatives - freight forward
contracts and freight option contracts. The underlying asset for
freight derivatives is the future levels of freight rates for a
specific trade route or for a basket of trade routes. A freight
rate refers to the price at which a certain cargo is delivered from
one point to another.
Hotel Wuxi International: Expansion into ChinaBy Leong Choon
Chiang
Publication reference no: ABCC-2007-006Issues: Market and
financial analyses; project
costing and hotel operations.Teaching Note available
Abstract:In December 2006, Sinchong Property Investment Pte Ltd
(SPIPL), a Singapore-based property investment firm, signed a
letter of intent to take over a partially completed hotel project
from the Wuxi City Authority for consideration of a sum of RMB45
million. The original property development called for a 22-storey
three-star hotel building with 220 rooms and a four-storey staff
building. The concrete structure had already been built, but due to
financial difficulties, the Chinese owner had to relinquish the
project. Within sixty days prior to the signing of the final
agreement to take over the project, SPIPL was keen to ensure that
the project was feasible and that the new hotel, its first such
project in China, would succeed. During this period, Liang
Chee-Sian, the Chief Executive Officer of SPIPL must assess the
business challenges of developing and operating the new Hotel Wuxi
International.
The MV Petro Ranger Arbitration:A Post-Mortem AnalysisBy Tan Lay
Hong, Wee Beng Geok &Ivy Buche
Publication reference no: ABCC-2006-009Issues: Defence of
frustration and excepted peril
of arrest or restraint by public authority. Pitfalls of
arbitrating in a third country forum.
Abstract:MV Petro Ranger was hijacked by pirates in the South
China Sea on 17 April 1998. She was then detained by the Haikou
authorities on charges of attempted smuggling. On 28 May 1998, the
Haikou authorities released the ship but auctioned off the
remaining cargo for US$1.1 million. Petec, the cargo owner, brought
arbitration proceedings against Petroships, the ship owner, for
breach of contract. Petroships lost the case. This case explores in
depth the ship owners defence of frustration and excepted peril of
arrest or restraint by public authority under Section 4(2)(g), The
Carriage of Goods by Sea Act, 1936 (US) as well as the pitfalls of
arbitrating in a third country forum.
-
26
International Business
Citigroup: Private Banking in AsiaBy Nigel Goodwin & A. Lee
Gilbert
Publication reference no: ABCC-2005-015Issues: Capturing the HNW
segment, branding,
private bankingTeaching Note available
Abstract:Citigroup was a leader in private banking the provision
of investment products and wealth management services to affluent
and high net worth individuals. The private banking sector was
growing rapidly in Asia, fuelled by the regions economic
development and the subsequent accumulation of personal wealth.
Clients were becoming more sophisticated and demanding and market
liberalisation fostered competition between domestic and foreign
private banks. Against this backdrop, Citigroup attempted to expand
its private banking market share in the key markets of mainland
China, South Korea and India. This case examines a fragmented
market split between global giants and domestic champions. Key
issues include market segmentation, strategic positioning,
international expansion, market entry barriers, industry
regulation, corporate governance, channel distribution, and a
choice between organic growth versus acquisitions and
alliances.
Pacifi c International LinesBy Wee Beng Geok, Yang Lishan &
Ivy Buche
Publication reference no: ABCC-2005-010Issues: Family Owned
Business, Corporate life-
cycles, Succession, Business Strategy, Asian Shipping
Abstract:Pacific International Lines (Private) Limited (PIL) was
ranked the 20th leading container shipping company in the world in
2005. The growth of this privately-held, family-owned shipping firm
was achieved against several odds in the political and economic
environment faced by many Singapore-based shipping firms that
emerged in the 1960s. The first generation entrepreneur had been
able to carve out niche strategies by identifying market segments
where competition was unlikely to be very strong. In the 21st
century, the baton had been passed on to the second generation and
the key challenge was to achieve sustainable growth so as to
maintain the companys position among the top twenty container
shipping lines in the world.
-
27
Infocomm/IT & e-Commerce
Asia-Pacifi c Strategy for Online Hotel Reservations: Cendant
Travel Distribution ServicesJudy A. Siguaw & Nigel Goodwin
Publication reference no: ABCC-2005-017Issues: Could a business
model that was originally
developed for the United States be applied to the
Asia-Pacific?
Teaching and Backgroud Note available
Abstract:This case describes one of the worlds leading online
hotel reservation companies and presents its prospects in the
emerging Asia-Pacific markets. Cendant Travel Distribution Services
had acquired a number of online hotel distribution businesses
around the world and was in the process of integrating them and
leveraging their assets across the entire portfolio. The case
examines how Cendant TDS might overcome the industrys cultural,
structural, technological, strategic and competitive challenges to
become the regions number one player.
The Worlds First Web Services Community Portal: Bigtrumpet.com
of NTUC Income, Singapore By Neerja Sethi & D. G.
Allampalli
Publication reference no: ABCC-2005-011 Issues: Web Services
Technology, Portal
Development and IT Project Management
Abstract:The case describes the successful creation and Phase
One launch of the worlds first web services, technology-based
portal BigTrumpet.com in October 2002 by the NTUC Income Insurance
Cooperative Limited Singapore (NTUC Income). With its ability to
glue disparate systems, savings in integration and middleware costs
and interoperability, the web services technology was a new
lifeline for obsolete mainframes. Set to launch in seven months,
James Kang, CIO of NTUC Income overcame the challenges of new
technology, multi-agency coordination and tight deadlines. Kang
wondered what options were available to improve the portals take-up
rates by other service providers and value proposition to its
customers.
NTUC Income of Singapore: Re-Architecting Legacy SystemsBy
Neerja Sethi & D. G. Allampalli
Publication reference no: ABCC-2005-002 Issues: Integration of
Legacy Systems, Web Services
Technology and IT Outsourcing
Abstract:The case describes various information technology (IT)
initiatives undertaken by NTUC Income Insurance Cooperative
Limited, Singapore, from 1980 to 2002 to be a leading player in a
highly competitive market. Although the cooperative attained a
state-of-the-art front-end and a low- cost service delivery model,
its back-end legacy applications and architecture were still
antiquated in 2002. Lack of flexibility, poor connectivity to the
Internet and new devices, lack of maintenance support for the
hardware and software, and frequent breakdowns of the mainframe
forced the Chief Information Officer (CIO) to mull over a
re-architecting project in mid-2002. He had three options: build
in-house, outsource, or buy a ready package to customise.
Describing the pros and cons of these options, the case provides
comparative profiles of two bids: one by a local vendor to build a
new system and the other an international vendor, eBao, a young
upstart from China, to buy a ready package and customise it.
Enabling Digital Government through E-Services: Second-Wave
Re-engineering in the Inland Revenue Authority of SingaporeBy Neo
Boon Siong & Sia Siew Kien
Publication reference no: ABCC-2003-009 Issues: Business Process
Re-engineering, Systems
ImplementationTeaching Note availableChinese translation
available
Abstract:IRAS successfully managed an IT-enabled transformation
to achieve improvements in tax collection, increased taxpayer
satisfaction, and enhanced effectiveness of taxpayer compliance.
Phase 1 (1993-1998) saw massive reengineering through cross tax
type integration and the implementation of a $69m mass-production
Inland Revenue Integrated System (IRIS) under the leadership of
Commissioner Koh Yong Guan. Under the new Commissioner Koh Cher
Siang, Phase 2 (1998 onwards) began with an imperative to sustain
the early success. However, two years into stable operations, the
trade-offs related to the earlier success resurfaced.
-
28
Infocomm/IT & e-Commerce
Lite-On of Taiwan: Towards a Leading Global Technology
CorporationBy Tang Hung Kei & Chung Sang Pok
Publication reference no: ABCC-2003-003Issues: Value-chain
analysis, Investment in China,
Corporate strategyChinese translation available
Abstract:This case study traces the development of Taiwans