China Steel Corporation: Privatization and Strategic Planning

Robert McGlashan and Long W. Lam

China Steel Corporation (CSC) was a large organization headquartered in Kaohsiung, Taiwan and involved primarily in steel production. It had additional operations in aluminum, cement, environmental protection, engineering equipment and facilities, and silicon wafers. The Taiwan Government had recently privatized CSC. The case focused on the concerns of top management regarding strategic planning following privatization. Would strategic planning have to change and, if so, how?

Samsung and the Theme Park Industry in Korea

Paul Beamish, Charles Dhanaraj and Young Soo Kim

One of Samsung's wholly owned subsidiaries was Joong-Ang Development Company which managed Yongin Farmland (Farmland), the first amusement park in Korea. It was among the top 20 theme parks worldwide. The CEO of Joong-Ang Development Company wanted to present to the chairman of the Samsung Group a clear rationale as to why Samsung should expand aggressively in the theme parks industry.

Singapore Telecom: Strategic Challenges in a Turbulent Environment

Loizos Heracleous and Kulwant Singh

Singapore's telecommunications infrastructure has been acclaimed as among the most technologically advanced, comprehensive and efficient in the world, matching or exceeding the standards of advanced countries in key aspects.  Singapore Telecom, the government-owned firm which was the sole telecommunications services provider in the country until 1997, played the major role in developing this infrastructure. In the process, it achieved levels of profitability unmatched by almost any other Singapore or telecommunications firm. Yet, as the 1990s came to an end, substantial changes in technology, competition, markets and government policies posed major challenges to Singapore Telecom and threatened the very basis of its success. How can Singapore Telecom sustain its hitherto exceptional performance in the face of a turbulent, unpredictable and increasingly hostile competitive environment?

Xpress Print (Pte.) Ltd.

Tan Soo Jiuan, Jochen Wirtz and Christopher H. Lovelock

This case explores the possibilities and perils of a service company positioning itself in a technologically challenging industry and highly competitive environment. Xpress Print was a Singapore company that started in 1976 as a one-client printer and developed into a multi-million dollar business today, with clients from all over the world. The growth of Intemet, the slowdown in global economic growth and the Asian economic crisis in the late 1990s posed new challenges to Xpress Print.

Short Case: The Demotion of Mokhtar Mohamad: An Arbitrator’s Dilemma

June M.L. Poon

This case describes a trade dispute between Paradise Island Resort (PIR) and the National Union of Hotel, Bar, and Restaurant Workers (NUHBRW) that had been referred to the Industrial Court for arbitration. Mokhtar Mohamad, a waiter with PIR had been charged with misconduct, found guilty at a domestic inquiry, and demoted to the position of a houseman. The charges included failure to present a bill to a guest, asking the guest for more than what was stated on the bill, not returning the change, and hiding money under the service tray. Upon being demoted, Mokhtar had resigned claiming that he had been constructively dismissed, and sought reinstatement through the union. After hearing the positions of the two disputing parties, the arbitrator must now render a decision.

Short Case: The Pricing of Toll Charges

Li Li Eng and Hean Tat Keh

Mr. Suhaimi Halim, the managing director of Linkedua (Malaysia) Bhd., has a major problem on his hands. Linkedua is the company that has been granted a concessionaire by the Malaysian Government to manage the Second Link bridge between Peninsular Malaysia and Singapore. However, a year after its opening on January 2, 1998, usage of the bridge was only 5.7% of its intended capacity. Malaysian lorry operators cited the distance of the bridge from the Johor Bahru city center, traffic congestion along the way and high toll charges as reasons for not using the bridge. Mr. Suhaimi has to think of ways to increase the number of vehicles plying the Second Link. Mr Suhaimi is undertaking an analysis of the toll pricing strategies for the new bridge for the Malaysian authorities.

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