Shanghai GM's Marketing Strategy for the China Market

Ivy Siok Ngoh Chen, Sherriff Ting Kwong Luk & Leslie Sai Chung Yip

Demand for passenger cars in China has been growing at more than 10% annually.  Changing buyer expectations, increasing competition and an inefficient distribution system were challenges that car manufacturers faced as they sought to expand into China.  This case describes the socio-economic developments in China, the competition and government policies affecting the passenger car industry. This case explores how Shanghai General Motors (SGM) adapted their brand and channel strategies to respond to these changes in the environment.


Hutchison Whampoa: A Global 3G Giant in the Making?

Ghee Soon Lim

This case focuses on an unprecedented attempt by an Asian telecommunications company to capture a sizable share of the emerging, potentially lucrative global 3G (third-generation) mobile communication services market. It provides details on several crucial aspects of the huge risk-taking venture undertaken by Hong Kong-based Hutchison Whampoa for the period between 2000 and 2003. If successful, the endeavor would not only translate into huge monetary gains for Hutchison Whampoa, it would also show a contrarian style of investing and a far-sighted "gamble" can be systematically and skillfully planned and executed by ambitious enterprising decision makers. It would shed light on how real-life strategists could craft a corporate-level growth model by capitalizing on the synergy made possible by a portfolio of successful businesses available at hand.Even if the 3G venture fails, the case will still be relevant to corporate strategy students and professors as the scale of the undertaking warrants a closer look into how the venture could have been handled otherwise to make it a success. Either way, the case provides a rich experience for students to exercise the theories and practices they have learned from their textbooks.


SPEL: The Quality Journey

Jamshed Hasan Khan

Synthetic Products Enterprises (Private) Limited (SPEL) was one of the few (indigenous) Pakistani companies that had introduced and implemented many quality and productivity improvement initiatives. These included Benchmarking, Statistical Quality Control, Quality Control Circles, and 5S’. A distinguishing feature of these initiatives was the involvement and motivation of its employees. However, with emerging competition coupled with reduced trade barriers, it became imperative for the company to constantly review and improve its current systems, which were predominantly quality driven. SPEL was able to develop a quality culture within its organization whereas several other companies, which had implemented similar kinds of quality tools, failed to develop it. This case explores the process through which a customer focused Total Quality Culture was developed and the conditions needed to facilitate this development.


Crane Supari

Sanal Kumar Velayudhan

Crane Supari was a leading brand of betel nut pieces in South India.  Crane Supari was perceived as a quality brand and was well accepted in urban areas, but this was not true in rural areas where the smaller brands dominated.  The smaller brands had both effective and efficient distribution to rural markets.  The servicing of the channel was superior in addition to the cost advantage for the small competitor.  Betel nut pieces faced competition from other chewing products too.  Faced with increasing category competition, the marketing manager of Crane Supari planned to tap the opportunity in the rural markets. This case explores the unique capabilities necessary to compete effectively in the rural market.


ERP Implementation Project at TS Group

James C. Y. Lee & R. S. M. Lau

This case illustrates the challenges and opportunities for TSG, a leading company in household products, to implement an enterprise resource planning (ERP) system. Arguments for and against adopting an ERP solution were discussed throughout the company's decision-making process. Once the implementation project was approved, the company planned to implement the general ledger module in its corporate office in Hong Kong before a full implementation of other modules in China. As experienced by other companies in implementing their ERP systems, technicality was often not so much the major issues as the people, users, and coordination issues. Although the initial rollout in Hong Kong was delayed by three months, twice the time originally planned, the lessons learned proved to be valuable in guiding the later implementation of such projects for other TSG subsidiaries. This case explores the issues and challenges associated with the implementation of ERP solutions.


Autobiography of a Manager

C. Vijayalakshmi, Satish K. Kalra & Rajen K. Gupta

This is a case written in autobiographical style of an Indian manager. He was 31 years old with nine years' working experience and currently working for a Software MNC. He was the only son of his parents. After graduating from the Indian Institute of Management , Ahmedabad , he joined an Indian consultancy firm based in Chennai and moved to the company where he is currently working five years later. His brief marriage has ended in a divorce. In his current job he was being shuttled from one crisis to another, fire fighting all the time. He had to decide about an offer to go back to his previous employer. He also had to decide if he wanted to marry again. This case explores the need and challenges in personal goal-setting and decision making.


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