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Entrepreneurship

Entrepreneurship

INSIDE CHINA: 4. THE NEW ENTREPRENEURS

Chinese business case studies

The Chinese economic miracle

Women in business

Small businesses in China

China's "new billionaires" are well-known but what about the small businesses? Many were set up by migrants who have battled against hardship - and many are women.

THE PR BUSINESS 24 year old Tian Qiuyu started her business while she was still at university and now employs 6 people - but she never forgets her roots in a poor, remote village area where education was a fight against the odds. She wants to help educate other young people from the country. "They shouldn't just accept their fate. I didn't."

THE BEAUTY SALON Yu Xinpei is also the daughter of poor farmers, but now owns two beauty parlours and employs 60 people. She now mixes with Shanghai's other young high-flyers whom she is keen to learn from.

But for most migrants, earning a living is a hard struggle. Mrs Zhang set up a small retail business with her husband - with the heartbreak of leaving her children behind.

DVD / 2014 / 23 minutes

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FOCUS ASIA BUSINESS LEADERS - HONG KONG BUSINESS INTERMEDIARY: THE DYNAMIC OF INNOVATIVE ENTREPRENEURSHIP

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 / 13 minutes

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BUSINESS PLAN IN ACTION, THE: THREE CASE STUDIES

Three businesses and three business plans. Why did they need them? What did they put in them? Were they worth it?

AIMS & OBJECTIVES: Every business plan should have a company's aims and objectives. The Croft Tea Room has the ambitious aim of helping to regenerate the run-down area of St Mary Cray. And linked to a firm's aims will be a description of its product or service. In the case of the Spoonfed company this is a website where you find out everything that's going on in London.

MARKETING: At the heart of any business plan has to be a marketing plan. Who's going to want your product? How are you going to tell them about it? How much are you going to sell it for? Vital, too, is to show you've done your market research. For the founders of Spoonfed this meant getting on their bikes and surveying potential venues. Meanwhile Louise, founder of fitness business Penelope Fitstar, has developed a "brand identity" which she says is crucial to her marketing plan.

FINANCE: Many people consider the financial section of the business plan the most important - it shows how the money works. You have to explain where your revenue is going to come from, and, critically, that you will have the money when you need it - your cash flow. The financial section is especially important when using your plan to raise money - the founders of Spoonfed used their plan to raise GBP 1 million. Also: plan v reality - how did things work out in practice?

DVD / 2011 / 25 minutes

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ENTERPRISE CASE STUDIES III: STARTING UP

People start enterprises for many different reasons - to make money, to give themselves interesting jobs, maybe even to make the world a better place. But they all have to find a way to get going - and starting up is never easy.

INTERNET BUSINESS: Spoonfed is a web-based guide to events in London. started up by two students in a basement. Taking the plunge meant doing hard research on the venues and potential customers for their service. They got important help from mentors, put a lot of work into recruiting a well-motivated team and made great use of social media such as Facebook and Twitter to build up awareness of Spoonfed.

THE TEA ROOM: Who in the world would go to a poor area, with a bad reputation, and set up an old fashioned tea room serving locally made food in a state-of-the-art eco-building? Carole Wells, that's who. Carole set up her Croft Tea Room as a new type of business - a social enterprise called a CIC - a community interest company. Marketing the business has meant using a computer database, emailing and old-fashioned house-to-house leafleting.

THE FITNESS BUSINESS: Penelope Fitstar is a tiny business -- with big ideas. At the moment founder Louise Whyte is helping new mothers in her local area to get fit, but her hope is for a global brand with franchises everywhere. Setting up has had its problems, too - not the least of which has been a clash with a multinational company over copyright issues!

DVD / 2011 / 25 minutes

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FOCUS ASIA BUSINESS LEADERS - CROWN WORLDWIDE: INTEGRATING CORPORATE SOCIAL RESPONSIBILITY IN BUSINESS

By Ali Farhoomand, Claudia H L Woo, Ricky Lai

Founded in 1965 by Jim Thompson, the Crown Worldwide Group is the world's largest privately held relocation company. The company operates in 55 countries and employs 5,000 employees.

Crown's success can be largely attributed to the founder's insistence on high service quality and continual improvement through innovative information technology. Thompson also has a strong passion for community development and CSR values have been at the heart of the company for decades. With customers becoming more aware of CSR, Thompson realized that the company's CSR had to be integrated strategy and day-to-day business operations. This volume explores the company's roadmap for successful CSR integration.

DVD (With Business Case Booklet) / 2010 / 18 minutes

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ALL ABOUT ECONOMICS & BUSINESS 2: HOW BUSINESSES WORK

This film looks at businesses, what they are and how they work. How are they changing under social and environmental pressures?

THE ENTREPRENEURS: Early entrepreneurs like Richard Arkwright were key players in the industrial revolution. The entrepreneur "super stars" of today are the direct descendants of Arkwright. Think of an idea, get backing, make a fortune -- this is the classic model of what's called "free enterprise".

TYPES OF BUSINESSES: Key to the development of businesses is the idea of limited liability - which enables shareholders to invest in businesses without being personally liable for their debts. There are two main types of limited companies - public and private, but there are many other kinds of organisations, too - from sole traders to co-ops.

FUNCTIONAL DEPARTMENTS: Businesses are divided into what's called functional departments, including marketing and sales, finance, production and personnel. Employees of a small UK manufacturer explain how their departments work.

PUBLIC SECTOR: But not all organisations are privately owned. Many are funded by the taxpayer and are there to provide services, for example, the National Health Service, schools and the local council.

EXTERNAL FACTORS: Almost as important as what happens INSIDE a business is what happens OUTSIDE. These are called external factors, and include the general state of the economy, exchange rates, and our membership of the European Union. Are the burdens of EU bureaucracy outweighed by the advantages?

GLOBALISATION & ETHICS: Much of what we buy is produced by people working in poor conditions in the developing world. The idea of corporate social responsibility has emerged - the idea that companies have a responsibility to a wider group than just their shareholders - their "stakeholders". But, by law, directors are obliged to run the business in the interests of the shareholders and this mean profits come first.

NEW WAYS OF DOING BUSINESS? Capitalism is supposed to be all about competition. But it's also about cartels and price-fixing - as has been suspected of the energy companies in recent years. Recent years have seen a growth in "social enterprises", companies who claim their main aim is to improve society. But what about the need to protect the environment? Some companies are taking steps to be greener - but is this enough for the health of the planet?

DVD / 2009 / 30 minutes

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ENTREPRENEURS, THE - 1: TOSSED, THE SALAD BAR

Tossed is a new salad bar chain set up by twenty-something entrepreneur Vincent McKevitt in the teeth of catastrophic economic conditions. Will the credit crunch make or break his new business?

HEALTHY EATING: Vincent set up his first salad bar in 2005. His aim is to sell "healthy eating" - nutritious food but packaged in attractive ways.

HOW TO BE AN ENTREPRENEUR: Vincent started young - seliing ice cubes to his sisters! He funded his new business with loans from friends, family - anywhere he could get the money. He works from five in the morning until bedtime, seven days a week.

BAKER STREET GOES LIVE: Against the odds, Tossed opens a new store at London's Baker Street - on time. Customers seem impressed with the product. A key attraction is they can choose what they want in their salad. But there's a worldwide financial crisis underway and this brings Tossed problems - but also opportunities.

MARKETING & BRANDING: The big challenge - how does Tossed make itself stand out in the crowd, in other words, differentiate itself from the competition? The answer - a store with bright colours, lively designs and "cheeky" messages.

The design agency Honey Creative explains the thinking behind Tossed's appearance in the high street.

CRUNCH TIME: But the store faces financial problems. Tossed's accountant Nigel Harris is concerned that they may be moving too fast. What about cash flow? Where's the money going to come from to finance their rapid expansion? And is this the right time for Vincent to be talking about taking out GBP50,000 as a personal bonus?

A SALAD BAR TOO FAR? To generate the cash he needs to run his business Vincent is counting on the opening of another store at the huge new Westfield shopping centre. But operating in the shopping centre is a big challenge, and requires a different type of store. Will Vincent's gamble come off?

THE FRANCHISE: Meanwhile, there are problems at the Baker Street store, too. This store is a franchise and Vincent is worried the franchise holder isn't up to scratch. Sales are dead in the evening and the store isn't being kept stocked up.

FIRST DAY MADNESS: The new Westfield shopping centre opens and so does the newest Tossed outlet. Chaos breaks out, queues form, and Vincent is worried that customer service isn't as good as it should be.

DVD / 2009 / 27 minutes

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FAIR TRADE IN ACTION: FASHION FIRM CASE STUDY

What is fair trade? How does it work in practice? What difference is it making to people in the developing world? This is the story of fair trade fashion company People Tree

SWEATSHOP LABOUR: The UK fashion business is worth over GBP40 billion annually. But beneath the industry's glamorous facade, there's an inconvenient truth: most of the clothes are made in the developing world using sweatshop labour. People Tree set out to make a difference, by selling well-designed clothes produced in the developing world for a fair price. They're now selling through Top Shop and working with 50 producer groups in 15 different countries. UK turnover is GBP1.5 million.

HAND-MADE: All People Tree's garments are hand-made. This means it is all much more labour intensive and slower than in factories. But that's the whole point: to create as much employment as possible. Care for the environment is also part of People Tree's plan. They use natural dyes and avoid toxic or synthetic raw materials. They use organic cotton which means not relying on harmful pesticides - but they're not totally organic yet.

BANGLADESH: One woman working on People Tree's clothes in Bangladesh does seem to be benefiting from fair trade. She tells how working on producing fair trade clothes has improved her life, brought her more money and freed her from being stuck at home. But fair trade isn't an easy option. People Tree has little money for advertising and marketing and every day is a struggle. Fair trade is still only a small fraction of the fashion business - can it ever go mainstream?

DVD / 2008 / 29 minutes

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FOCUS ASIA BUSINESS LEADERS - BANYAN TREE POST IPO: BRAND SUSTAINABILITY DURING RAPID GLOBAL EXPANSION

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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BUSINESS PROFILES: JESSICA MACLEAN WITH MACLEAN LAW

An interview with Jessica MacLean, Founder and owner of MacLean Law

When starting a business, all entrepreneurs must assess the benefits of going it alone versus having partners. After being employed at a law firm and defending large, nameless corporations, Jessica decided she no longer wanted to be that kind of lawyer. To become the lawyer she really wanted to be, Jessica had to break out on her own and start her own law firm. She now focuses on women's issues, such as child custody, child support, and domestic violence.

DVD / 2007 / ( Grades 9-12, College, Adult) / Approx. 7 minutes

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BUSINESS PROFILES: NATALIE TESSLER WITH SPA SPACE, CHICAGO

An interview with Natalie Tessler, Founder and owner of Spa Space, Chicago

As a child, Natalie was always dreaming up business ideas, and as an adult she always knew she would start one up eventually. She just wasn't sure what kind of business she wanted. So, she did some soul searching to find out what she was really good at outside of her work as an attorney. Knowing she wanted to be in customer service and interact with different people daily, she decided to combine the clinical, professional feel of a dermatologist's office with the calming feel of a spa and created Spa Space. "Being an entrepreneur is not glamorous; it's getting your hands dirty and being willing to do anything to see the business succeed."

DVD / 2007 / ( Grades 9-12, College, Adult) / Approx. 7 minutes

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BUSINESS PROFILES: SCOTT SWANSON WITH JPMORGAN CHASE

An interview with Scott Swanson, JPMorgan Chase

Small businesses make up a significant portion of the US economy, but may fail within the first five years of operation. Small business owners must become experts in many things: marketing, business organization, management, production, and finance. Financial institutions can be a great help by developing strong relationships with small business owners. By doing this, financial institutions can provide the resources and the solutions to maximize small business's effectiveness in the marketplace.

DVD / 2007 / ( Grades 9-12, College, Adult) / Approx. 7 minutes

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ENERGY REVOLUTION, AN? RENEWABLE ENERGY IN GERMANY

Germany is leading the world in encouraging renewable energy. By 2050, half of its energy could come from renewable sources. But what's the real cost of its energy revolution?

Germany's landmark EEG law compels power companies to buy electricity at above market prices, from anyone using renewable technology to generate it. "It's the beginning of an energy revolution," says politician Herman Scheer.

The renewable revolution has already come to the German village of Juhnde where residents now produce their own electricity from manure.

"I'm personally very happy," says one resident, "because now I am independent of the international oil prices." 30 neighbouring villages are so impressed they're planning to invest in their own plants.

Germany is now the world leader in renewable energy. 10% of its electricity requirements are now supplied by wind, solar, bio-mass and small hydro. That will grow to 20-25% within 15 years, when nuclear is scheduled to be phased out.

The EEG law has also led to a boom in solar power. Near the German city of Leipzig is a brand-spanking-new solar panel factory using groundbreaking technology developed in Australia. Germany's support for renewable energy is sucking in technology from around the world.

Germany's renewable energy industry now employs 170,000 people - a new industry. But not everyone is a fan. Power companies, forced to buy renewable energy at a high price, pass the cost onto consumers and business.

This means electricity for domestic use is the most expensive in Europe - for business it's the second most expensive. The critics say that makes some parts of German industry uncompetitive - and actually costs the country jobs.

For Germany's big four energy companies, renewables represent a big threat. With conventional power stations, they make money both from power generation and from distribution. But with renewables they are largely restricted to distribution alone.

Dieter Schaarshmidt is a renewable energy pioneer. He manages a windmill co-operative and is aiming towards 100% renewable energy in the region. "We think that renewable energy should be owned by the people in the region," says Dieter. But the bigger companies are already starting to take over.

The big power companies argue that renewables can't guarantee supply. And because electricity itself cannot be stored on a large scale, they say for the foreseeable future, renewables can only fill a minor, top-up role. And they're getting support from some German politicians who want to keep open the option to use nuclear power.

But Hermann Scheer says renewables alone can meet Germany's entire energy needs, because hydro and bio-mass can guarantee supply when wind or solar are not available. He says the power companies oppose renewables for financial, not technical reasons.

"The most important question is how long do we need?" says Scheer, "Because if this development is postponed and postponed again and again, then we will lose the race against time."

DVD / 2007 / 30 minutes

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ENTERPRISE CASE STUDIES 1: WINNERS & LOSERS

Starting a business isn't easy. Half of new businesses go bust within the first three years. How do you keep yourself going before the money starts rolling in? What if the money DOESN'T start rolling in? The following case studies tell stories of enterprise success -- and failure.

THE SMELL OF SUCCESS: S'Amuser is a bold experiment in retailing -- a business in Glastonbury offering customers the chance to blend their own perfumes. But this high street perfume bar is only the beginning of the founders' business concept. Their aim is to launch franchises all over the country.

THE CRISP MAKER: Will Chase started his business life as a farmer. When he was 20 Will bought his family farm with a GBP200,000 bank loan. But he couldn't pay it off, and in 1992 Will went bust. Then he bounced back, selling potatoes to the big supermarkets.

But fed up of being pushed to cut prices by the supermarket buyers Will thought of something else to do with his spuds - make them into crisps -- hand-cooked artisan crisps. It was a big investment and a huge risk, but it paid off. Tyrrells crisps are Britain's big snack food success story of recent years.

BONE BUSINESS: Ayshe is an osteopath - she cures people who have pains in their backs without using drugs or surgery. Most osteopaths work in clinics - but Ayshe has set up her own business called Backbone. She's experimented with different types of marketing and advertising - but believes the best promotion for her business is word of mouth. She now hopes to open her own clinic. But it all means lots more responsibility and hard work.

THE ONE THAT FAILED: Jonny had a bright idea for a business. It seemed like a good plan -- finding venues for companies that wanted to hold events. Jonny went for it -- but turning the idea into reality took time and money. Cash flow was a big problem, debt mounted up. After two years he had to give up. He feels his biggest mistakes were not having a proper business plan and spending too much, too soon.

DVD / 2007 / 45 minutes

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ENTERPRISE CASE STUDIES 2: TECHNOLOGY & INNOVATION

Many people start up new businesses looking to make money from technology and innovation. But what are the realities of starting a technology-based business? The following case studies illustrate both the possibilities and the pitfalls.

SELLING GLASSES ONLINE: Three years ago Jamie was in university. Today he's the boss of GBP3 million company. The secret of his success - selling glasses direct to customers over the internet.

It all started when he was doing his exams and needed a pair of glasses. He believed the high street price of GBP150 was a rip-off - so started "Glasses Direct" a web-based firm which sells its glasses at an amazing GBP15 a go.

Buying is simple - you just type in your prescription into the website. You can even try out your glasses out online! But success didn't come without problems - to begin with everything was done from home and the high street retailers gave Jamie a hard time by putting pressure on his suppliers. The big secret, according to Jamie, is start small, grow big.

THE MOBILE PHONE BROTHERS: It's got a dodgy image, but two brothers claim to be bringing an "ethical" approach to the mobile phone sales business with an enterprise called Foneoptions.

The brothers literally started their call centre operation in a bedroom - but got into trouble with the neighbours. But now they're in commercial premises and aim to be the best in the business - by, they say, being honest. It's hard work and they fight all the time -- but the brothers reckon it's all worth it.

THE WEBSITE DESIGNERS: Fed up of working for someone else, Jill and Jonathan set up their own business - Futurate -- designing websites. Most of their customers are in the public sector and this involves tendering for business - a long and difficult process. Futurate almost went bust after an important client took their web-design work in-house.

DVD / 2007 / 36 minutes

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FOCUS ASIA BUSINESS LEADERS - BIOCON: FROM GENERICS MANUFACTURING TO BIOPHARMACEUTICAL INNOVATION

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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FOCUS ASIA BUSINESS LEADERS - DAKSH AND IBM: BUSINESS PROCESS TRANSFORMATION IN INDIA - PART 1. THE FORMATIVE YEARS

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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FOCUS ASIA BUSINESS LEADERS - HONG KONG ECONOMIC TIMES GROUP: DIVERSIFICATION AND DIFFERENTIATION

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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FOCUS ASIA BUSINESS LEADERS - PEARL RIVER PIANO: HITTING THE RIGHT NOTES IN THE GLOBAL MARKET?

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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FOCUS ASIA BUSINESS LEADERS - SEIKO WATCH CORPORATION: MOVING A BRAND UPMARKET

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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FOCUS ASIA BUSINESS LEADERS - WE MARKETING GROUP: BUILDING A GLOBAL MARKETING AND COMMUNICATION COMPANY IN CHINA

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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MANAGING SMALL BUSINESS START-UPS

Featuring The Little Guys

Located just south of Chicago, The Little Guys Home Electronics specializes in selling and installing home theater equipment. In just 12 years, they have grown from a start-up company to an established business with annual sales of more than 10 million dollars. Their success is based on a combination of hard work, self-confidence and improvisation. The founders of the business had worked for years for another retail electronics company but they believed there was a better way to do business.

DVD / 2007 / (Grades 9-12, College, Adult) / Approx. 7 minutes

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SECOND CITY BUSINESS CASE STUDY, THE - STARTING AND GROWING YOUR BUSINESS

Featuring: Second City

The Second City began in 1959 when a group of adventurous University of Chicago students combined satirical sketch comedy and live improvisation and performed shows inside a local coffee shop. They created a unique style of comedy that revolutionized the industry. A decade of cultural change was approaching and The Second City's cast used political references and national sentiment to participate in this change. Their ability to listen and react on stage created a strong method for the group as a business venture.

DVD / 2007 / (Grades 9-12, College, Adult) / Approx. 4 minutes

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FOCUS ASIA BUSINESS LEADERS - MTR: STRATEGIC CHALLENGE OF ENTRENCHING LOCALLY WHILE EXPANDING GLOBALLY

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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FOCUS ASIA BUSINESS LEADERS - PHOENIX SATELLITE TELEVISION: THE ART OF BROADCASTING IN CHINA

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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FOCUS ASIA BUSINESS LEADERS - SHUI ON: BRANDING PROPERTIES FOR SUSTAINABLE GROWTH IN CHINA

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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FOCUS ASIA BUSINESS LEADERS - THE HONG KONG JOCKEY CLUB: REPOSITIONING A NOT-FOR-PROFIT POWERHOUSE

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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INNOCENT DRINKS

This is the story of the highly successful company Innocent Drinks - a company that claims to have been ethical in all aspects of its business. Innocent makes fruit smoothies - and is now using its healthy image to carve out a unique position for itself in the drinks market.

HOW IT ALL STARTED: The company was set up by three young men in 1998 who knew each other at college and always wanted to have their own business. The early days were difficult - raising the start-up money was a particular problem. Business boomed and the firm's turnover is now running at over GBP70 million.

A NEW WAY OF MARKETING: Their main market is people like themselves - the cash-rich, time-poor. At the heart of their marketing approach is the language they use to sell their drinks - engaging with customers in a lively, jokey, informal way. Customers chat back with e-mails.

NEW PRODUCTS: Building on the success of their smoothies, the company has launched a range of other products, all with a health-related angle. They moved into the children's market in 2005. It's been a big success -- in one year they've seen GBP10 million revenue from selling kids' smoothies alone.

ADVERTISING: Their first TV advert they made themselves with their own video camera. The second they made out of "recycled" existing clips and footage. The accent, as in all their marketing, is, they say, on a simple, homely, honest approach - "the innocent way".

THE INNOCENT WAY: Grass covered vans, grass even on their office floor and fun events like "Fruitstock" are all part of the Innocent way. But it also takes an ethical approach which includes giving 10 per cent of its profits to charities which run community projects in the countries it gets its fruits from. But is 10 per cent enough?

THE MANUFACTURING PROCESS: Innocent outsources the actual manufacture of their juices to other companies. Innocent claim they are pushing them to be ethical, too - but would not allow the film-makers to visit their factories.

HOW GREEN IS MY COMPANY: The firm has its own "sustainability squad" whose job is to monitor and reduce the company's carbon dioxide emissions. Their cars and vans are hybrids or run on bio-fuel, they use green electricity in the office and they're introducing 100% compostible packaging.

BUT IS IT ENOUGH? But how much difference does one off-beat company like Innocent make in the scheme of things? Is Innocent part of a trend to healthier eating and drinking, and more environmentally friendly ways of doing a business? Or a mere drop in the ocean of the big companies and the capitalist system?

AN ALTERNATIVE VIEW: But exactly how innocent is Innocent? How healthy are their products? Dietician Catherine Collins outlines her own reservations about the company and argues that they stand guilty of misleading marketing.

DVD / 2006 / 27 minutes

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