Beijing Jeep at a Crossroads: Facing the Challenge of China's Entry into the WTO

Michael N Young and Justin Tan

Beijing Jeep Corporation (BJC) was founded in 1984 as one of the first and largest joint venture between an American company (American Motors Corporation) and a Chinese enterprise.  Early in its operation, BJC had been given preferential treatment on tariffs and foreign exchange.  Since over forty percent of the content of BJC was produced in China, it had operated as a local manufacturer under heavy protection from imports for all of its short life.  All this appeared to be on the brink of changing when trade negotiators for the United States and China announced, after thirteen years of on and off negotiations, the agreement on the terms for China’s entry into the World Trade Organization.  The terms of the agreement called for a steep reduction in tariffs for imported automobiles from nearly one hundred percent to twenty-five percent by 2006.  This would have a direct impact on BJC performance.  The case focuses on the strategic challenges facing companies in the changing trade and economic environment.

Management Appraisal at Attock Refinery Limited (A) and (B)

Syed A Tirmizi and Faizal Imtiaz

In early 1999, the management of Attock Refinery Ltd. (ARL) was evaluating its performance appraisal system which was criticized for its subjectivity, inadequacy in differentiating between high performances and low performances, and weak linkage to organization’s compensation system and strategy.  Mr Adil Khattak, Assistant General Manager Human Resources and his team in this HR department must take steps to address these concerns and at the same time consider the implications of a changing business environment.  The first case examines and identifies the issues related to performance appraisal systems in the face of changes in the environment and corporate strategies.  The second case presents a new appraisal system and allows case analysts to assess the improvements and fit of the new system with current situations.

TELCO's Small Car

R Venugopal

TELCO was the leading manufacturer of commercial vehicles (buses and trucks) in India.  In 1994, TELCO decided to manufacture a small car of international standards without financial or technological collaboration with any leading foreign care manufacturer.  This case describes the situation facing TELCO in 1994 and TELCO’s success in its small car project.  The case concludes with a description of the challenges facing TELCO.  The case highlights the importance of creative resource leverage in the success of firms in developing countries in the era of liberation and globalization.

Hopewell Holdings Limited (HHL)

Rudy Law, John Luk, Geoffrey Lieu and Richard L Priem

HHL was listed on the Hong Kong stock exchange in 1972.  During the first twelve years, chairperson and managing director Sir Gordon Wu focused on property development in the local market.  In the early 1980s, Wu saw great potential in the infrastructure development markets of the Asia-Pacific Region’s developing economies.  He left the highly profitable property development market in Hong Kong and, over the next twelve years, led HHL to undertake highway and electricity-generation projects throughout the Asia-Pacific region.  HHL undertook these projects on a Build-Operate-Transfer (BOT) basis.  Many impatient shareholders and financial analysts were critical of the HHL’s declining economic condition.  In October 1997, We was forced to make provisions for the potential loss of HK$5.133 billion resulting from HHL’s investment in the Bangkok Elevated Road and Train System, a project that was started in late 1990.  There were threats from the Thai authorities to terminate the project and new negotiations would have to be conducted with a new, untested cabinet that was formed after the former Prime Minister was toppled because of the currency crisis.  The case deals with the difficulties in undertaking infrastructure development projects in developing countries and in maintaining corporate-government relationships.

Gulfstream Aerospace Corporation - Penetrating Asia's Corporate Jet Market

May Lwin and Jochen Wirtz

In January 2000, Gulfstream was reviewing its plan to enter the East and South-east Asian markets.  Gulfstream Aerospace Corporation was well known for reliability, performance and innovative features of its business jets.  Its existing clientele came mainly from North and South Amercia and Europe.  With Asian markets recovering from an economic crisis, Gulfstream wanted to solidly position itself as the market leader in Asia.  The company’s major concern was how to sell the idea of travelling in corporate-owned business jets rather than in first or business class in commercial planes.  Essentially, Gulfstream needed to devise a marketing strategy that would allow it to capture a leadership position in the Asian market.  The case provides an understanding of the unique features of business buyer behavior and the unique aspects of industrial marketing.

Introducing Cases in the Asian Classroom: Initiatives in Response to the Challenges

Andrew Delios and Shige Makino

This paper proposes several means to overcome typical challenges encountered when teaching cases in conventional Asian undergraduate classes.  The principal challenges are: students’ respect for the instructor, students’ reticence in speaking, students’ strong grade orientation, and students’ difficulties in dealing with ambiguity.  To address these challenges, this paper proposes four classroom-based initiatives that concern classroom activities or course design aspects of a case-based course.  We propose that the incorporation of the four initiatives in the course design helps to address the four challenges.  We hope that the paper will stimulate discussion on means to address these four and other challenges, and promote the sharing of other classroom activities or course designs.

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