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Focus Asia Business Leaders
By Ali Farhoomand Claudia H L Woo
Hong Kong Business Intermediary ("HKBI") was Hong Kong's first business brokerage company that specialised in small business sales. Leading the company was Edwin Lee, a young entrepreneur who took his every chance to drive the company to new levels of success. In November 2001, after realising that there were no business brokerage firms in Hong Kong, Lee set up HKBI and started to offer 'matchmaking' services for prospective business sellers and buyers. As the company diversified into too many additional services without proper planning, the rising operation cost turned into a cash flow disaster for HKBI in 2005. Lee then restructured his business model into a more systematic and integrated way and successfully turned his company around, earning himself the award of Hong Kong's Innovative Entrepreneur of the Year 2007. HKBI's business model and efforts in promoting entrepreneurship had also received recognition worldwide.
DVD (With Business Case Booklet) / 2012 /
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By Cathy Enz, Ali Farhoomand, Pauline Ng
Singapore-based Banyan Tree has niche positions in three core areas: hotels and resorts, spas and retail. With more than 120 international awards and accolades, and a successful IPO in June 2006, Ho Kwon Ping has ambitious expansion plans. The Volume shows the challenges surrounding global branding of an Asian villa-themed spas and resort business. The dangers of brand dilution are addressed within the context of developing a niche market based on customer experience.
DVD (With Business Case Booklet) / 2008 / 27 minutes
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By Michael Enright, Venkat Subramanian, Jeroen van den Berg
Following a successful IPO in April 2004, Biocon - India's foremost biotech company - is in the midst of an ambitious overhaul. Long dependent on revenues from the production of enzymes and generic drugs, the Company feels competitive pressures from within the country, as well as from other developing economies such as China. The Volume shows how the company's founder, Kiran Mazumdar-Shaw, intends to take the company to the next level by transforming Biocon from a producer of generics into India's first true innovator in the field of biotechnology.
DVD (With Business Case Booklet) / 2007 / 28 minutes
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By Ali Farhoomand, Kavita Sethi
In one of the largest acquisitions in India, technology giant IBM took over Daksh eServices Ltd in April 2004. Since its inception, Daksh eServices had mirrored the fiery growth of the Indian business process outsourcing (BPO) sector. In the short span of four years, it had acquired 6,000 employees with facilities in five locations. The Volume examines the issues surrounding different financing models opened to a start-up by weighing the pros and cons of different options. It also gives a detailed overview of BPO and business process transformation.
DVD (With Business Case Booklet) / 2007 / 26 minutes
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By Yuen-ying Chan, Ali Farhoomand, Pauline Ng
HKET Group, a successful financial newspaper publisher, has used diversification and differentiation as the cornerstone of its corporate strategy. Over the span of nearly 20 years, the Group has extended into book publishing, multimedia services, electronic information services, recruitment advertising and training. The Volume demonstrates the challenge of managing a diverse but interrelated portfolio of companies. Lawrence Fung's management philosophy of "differentiate or die" drove many of its diversified products to number one positions within their respective market segments.
DVD (With Business Case Booklet) / 2007 / 30 minutes
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By Michael Enright, Emily Ho
Pearl River Piano (PRP) is a classic Chinese success story: the manufacturing company used Western know-how to develop its core competencies and ultimately dominated the local market. Venturing into the international market, PRP uses its advantages as a national champion to build a global brand. The Volume explores whether a state-owned enterprise would be able to develop a strong brand to operate and compete in global markets. It also sheds light on branding issues in businesses sensitive to skills and refinement.
DVD (With Business Case Booklet) / 2007 / 26 minutes
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By Ali Farhoomand, Tom Hout, Amir Hoosain
As high-end watches became more and more a status and fashion symbol in the 1990s and 2000s, Seiko, arguably the world's foremost innovator in the watch industry, had to deal with the issues surrounding stagnant sales and ambiguities surrounding its brand. The Volume demonstrates how Shinji Hattori, a great-grandson of Seiko founder Kintaro Hattori and current president and CEO, tries to lift the Company's brand and margins through technological innovation and brand repositioning.
DVD (With Business Case Booklet) / 2007 / 28 minutes
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By Ali Farhoomand, Kineta Hung, Grace Loo
WE Worldwide Partners, a start up advertising venture focusing on China market, is at a crucial point in its expansion strategy. Viveca Chan, the visionary force behind WE's conception, has to evaluate the viability of WE's business model and growth strategy in the fast-moving and dynamic China market. The Volume explores how WE can position itself as "the third force" in a market dominated by the international advertising agencies, on one hand, and crowded by the small, local independent agencies, on the other.
DVD (With Business Case Booklet) / 2007 / 28 minutes
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By Ali Farhoomand, Emily Ho
This Volume discusses how MTR Corporation transformed itself from a local transportation company to become a global player. Despite MTR's proven rail-property model in Hong Kong, the company is faced with a new set of economic, cultural, regulatory and operational challenges abroad. This case illustrates the growth model of a local company during internationalisation and the trade-offs involved in its strategic decisions.
DVD (With Business Case Booklet) / 2006 / 28 minutes
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By Yuen-ying Chan, Amir Hoosain
In presenting its family of channels as the Chinese TV viewers' window to the world, Phoenix was able to capitalise on ambiguities in China's regulatory environment to target news programming at mainland Chinese viewers. The Volume explores how the company needs to grapple with the challenges brought about by the convergence of telecommunications and broadcasting, the further liberalisation of China's media industry, and the gradual roll-out of digital TV networks around the country.
DVD (With Business Case Booklet) / 2006 / 28 minutes
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By Frederik Pretorius, Emily Ho
This Volume explores how Shui On, a large Hong Kong-based property developer, leveraged its established relationship with the Shanghai government to obtain the rights to participate in a very large urban redevelopment project to build the now world-famous Xintiandi retail and entertainment centre. It also probes whether or not the company could repeat its success in other Chinese cities by exploiting the brand value of its flagship project.
DVD (With Business Case Booklet) / 2006 / 26 minutes
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By Ali Farhoomand, Amir Hoosain, Shirley Chan
The Hong Kong Jockey Club, with a statutory monopoly on horse racing, football betting and lotteries, is not only the territory's largest single taxpayer, it is also its largest charity and community benefactor. The Volume explores how the company has to tackle the threat posed by illegal and unauthorised offshore gambling operators, and how it should reposition itself. It also highlights the paradox of producing a sustainable betting turnover without being perceived as promoting gambling in the community.
DVD (With Business Case Booklet) / 2006 / 28 minutes
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