China Europe International Business School

    Lenovo Group Chairman Chuanzhi Liu: New Challenges for a Veteran

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    In 2009 February, Lenovo Group, the biggest PC maker in China, announced that company founder Liu Chuanzhi resumed his position as chairman of the board. Since Lenovo bought IBM's PC business in 2004, Liu gradually left the center of power. After the merger, cooperation among the top management had been a great challenge: this became more prominent in the aftermath of the 2007 financial crisis and it was made even worse by Lenovo’s losses beginning in the third quarter of 2008. At this critical moment, in order to strengthen the confidence of the board of directors, Liu Chuanzhi, who had handed power over to Yang Yuanqing, had to return. Would the 65-year-old legendary veteran be able to lead Lenovo in creating another growth miracle? This case, which presents the development of Lenovo Group and Liu Chuanzhi’s leadership and management theory, is suitable for MBA or EMBA leadership courses


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    2016年9月10日,中欧—上海信托《中国上市家族企业创新报告》正式发布。这是继2014年《继承者的意愿与承诺》和2015年《治财有道——中国民营家族财富管理白皮书》之后,中欧与上海信托连续第三年联合发布关注中国家族企业传承发展的白皮书报告。 报告由中欧国际工商学院金融学副教授张华、管理学教授李秀娟和中欧家族传承研究中心陆韵婷合著,报告将中国家族企业、民营非家族企业和国有企业进行对比,探究了中国家族企业研发创新的意向和效果

    mPedigree: Social Innovation for the Healthcare Sector

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    Across the developing world, especially in West Africa, the issue of fake and counterfeit medication is a huge problem. The World Health Organization (WHO) estimates that in many emerging markets, up to 30% of drugs are compromised. The growing sophistication of cheap graphic software and hardware kits means that packaging, including traditional security features such as holograms, can be perfectly replicated by even small time counterfeit operators, making the need for a highly robust but economically feasible system urgent. Technology entrepreneur Bright Simons and his team launched a social innovation through their company, mPedigree Network, in 2007 to combat the drug counterfeiting menace. The innovation is a simple, mobile-based service that allows patients to test the authenticity of the medicines they purchase. Pharmaceutical companies emboss special codes on drug packages that are recorded in mPedigree’s database. Consumers can scratch off a panel on the drug to reveal a code, which they send via text message at no charge to a short number provided by telecommunication companies. The code goes to a central registry (managed by Hewlett-Packard) for authentication and a response was received within seconds. This case provides a basis for discussion in EMBA and MBA classes of how companies working in a network can create value for their customers

    Shanghai Highly (Group) Co., Ltd.

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    Shanghai Highly (Group) Co., Ltd. is a developer and manufacturer of home air conditioning compressors and other related products. In 2013, the annual production capacity for its main products (home air conditioning compressors) made impressive advances globally. However, intense competition among air-conditioning manufacturers has led to a reshuffle among manufacturers of home air conditioning compressors. As a company focusing on manufacturing home air conditioning compressors, Highly has lost its dominant position in the market, and its return on investment has hovered around 6% for years. To achieve better performance, Highly must address multiple challenges and questions. Should the company begin producing complete air conditioners? Should it expand production capacity for its home air conditioning compressors? How can Highly solve problems like high labor costs and fluctuations in raw material prices? After returning from a visit to Japan, Highly’s chairman, Mr. Shen Jianfang, must now consider these very issues

    Dow Corning Success in China

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    In 2008, Dow Corning was one of the largest providers of silicon products in the world, and was the market leader in China. With its dual branding strategy, it managed to escape commoditization and provide multiple-channel access for its diverse customer groups. Due to consistent internal and external brand management, its low-end brand, Xiameter, was established, which was able to compete with low-cost providers and thus avoid price wars. Growth in the silicon market slowed down, however, and Dow Corning was now trying to decide whether to extend its market segmentation to other areas, particularly in China. The question was whether this kind of move would put the dual branding strategy at risk and result in diluting brand equity
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