Eu Yan Sang (Hong Kong) Limited

Lorett B. Y. Lau and Y.H. Wong

This case study of a Hong Kong Chinese traditional medicine company, Eu Yan Sang, focuses on its strategies in coping with the industry's environmental changes in the past decade. The relaunch and modernization of its brands and stores in light of increasingly fierce competition is discussed. How should Eu Yan Sang meet the challenges and opportunities resulting from the policy currently implemented by the government to build Hong Kong into an international Chinese medicine hub?

Five Dollars a Booking

F X Sligo

This case reports on the dilemma a telephone counselling agency faces when it experiences an unexpected sharp reduction in its income. Its survival depends on individual and corporate donations, but at present it seems that the agency can stay in business only if it accepts an offer of ongoing support from Teasers, an escort agency. The agency's board must decide if an ethical decision can be made which also reconciles as much as possible the conflicting perspectives of the various stakeholders.

Giordano: Making a Value-for-Money, High Volume and High Quality Service Strategy Work

Jochen Wirtz and Ang Swee Hoon

Giordano is one of Asia's most successful retailers, with operations in East Asia, Southeast Asia and the Middle East. The success of Giordano was attributed to factors such as providing excellent customer service, understanding consumers' needs and wants, stringent selection and training of staff, short design to production cycles, and extremely good inventory control and turnover. With a strong emphasis on customer service and value-for-money, Giordano was able to differentiate itself from its competitors. The question was how Giordano could maintain its competitive advantage in the future. Amidst increasingly stronger competitors and changing industry conditions, Giordano had to critically evaluate its sources of competitive advantage and key success factors, and perhaps to consider repositioning itself in current and new markets. Furthermore, Giordano needed to examine which key success factors could be maintained or even strengthened, and which of its key success factors were likely to be eroded over the coming years. Furthermore, Giordano had to consider whether, and if yes, how its key success factors could be transferred to other country markets that it planned to enter.

Lord Stow's Bakery

Joseph A. Sy-Changco and Keh Hean Tat

This case examines the challenges faced by an entrepreneur as he tried to expand his business. Andrew Stow's product, the 'Portuguese' egg tart has become quite popular in several Asian countries. As he tried to expand his operations through franchising and licensing, Andrew faced many obstacles, including problematic, franchisees, copycat competitors, and difficulty in building a strong brand name. Andrew had many offers to help expand his burgeoning business, and he had to decide how best to move forward.

Merger of Local Foreign Shares in Singapore: Is There a Case for Compensation?

Chu Sing Fat and Lim Guan Hua

In Singapore, the continued existence of separate local and foreign share tranches created an inefficient marketplace for shares, a situation inconsistent with Singapore's desire to position itself as a world-class financial center. Merging the two tranches was, however, not straightforward given the presence of significant foreign share premiums. Some market participants had, given an earlier tranche merger case in 1997 involving Singapore Press Holdings, come to expect compensation from the banks in the event of a tranche merger. The May 17,1999 announcement by MAS releasing the local banks from their foreign shareholding limits offered a test case for examining whether there were sufficient economic grounds for compensating holders of foreign shares when companies merged their local and foreign share tranches. The different compensation packages offered by the four banks over the 5-day period also allowed for debate on what was deemed fair compensation for holders of the banks' foreign shares.

National Automobiles Company

A. Khare, N. Rangaraj and R. Pandey

This case describes changes in organizational processes and information systems initiated in response to the rapidly changing business environment. For over a decade, the company had undertaken major initiatives such as Business Process Reengineering (BPR), and more recently, the introduction of Enterprise Resource Planning (ERP) system. The case provides a rich context for assessing these efforts. The impact on production facilities, organizational culture and information systems of the company are highlighted. The case provides information to analyze various issues in the sequencing of change initiatives, implementation difficulties and the learning from an organization's own experience over time. The synergy between the BPR driven changes and the preparedness for ERP implementation was observed. The experiences with the earlier information system (MAPICS) also facilitated the relatively smoother ERP implementation. The case also permits a further level of detailed analysis of the implication for ERP implementation of the post-BPR streamlining of production planning and materials management systems

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