Case Studies

In 2012, the incoming general manager for AdNike Pharmaceutical’s operations in China faced a major challenge. AdNike was a leading global pharmaceutical company that had been in China for over 40 years. However, its performance in the country had been worse than expected. In the most recent half-decade of its operations in China, AdNike faced a changing regulatory environment that was becoming more challenging to navigate. Also, local competitors were making significant inroads into AdNike’s business. The new leader was charged with reinvigorating the company so it could achieve the growth and performance that was originally intended. Despite being new to China and not speaking any Mandarin, he had to determine a new strategic direction for AdNike while balancing the needs of external and internal stakeholders. For NUS Business School: (Faculty only) To obtain a free copy of the case, please contact Ms Kwok Siew Geok (bizksg@nus.edu.sg)

This case is a supplement to Nintendo: Game On! Released in July 2016, Pokémon GO was a location-based virtual reality mobile game in which players needed to locate and capture virtual creatures from the Pokémon family. Although it was a revolutionary concept, would its release mark a change in Nintendo’s recent history of continuous decline in revenues and profits? Supplement for product 9B16M158. For NUS Business School: (Faculty only) To obtain a free copy of the case, please contact Ms Kwok Siew Geok (bizksg@nus.edu.sg)

In 2015, Nintendo—the iconic Japanese video game company—was faced with the decade-long challenge of responding to an industry that had changed in ways it had not anticipated. Under its new president, Nintendo had to contend with large-scale changes in the global gaming market. By not adapting to changing customer needs, Nintendo had lost the customer loyalty it had once enjoyed, as was evident from the decline in the number of units sold. It faced daunting challenges in the traditional console gaming segment from Sony and Microsoft, as well as more recent threats to its competitive position from the mobile gaming segment, which had become a preferred platform for game developers. Nintendo needed to decide how to revise its business model and strategies to move away from the decline that had been part of the company for years. Could the once-dominant Nintendo connect with its customers as it had done in the past, or was it better off as an acquisition target by a large entertainment company? For NUS Business School: (Faculty only) To obtain a free copy of the case, please contact Ms Kwok Siew Geok (bizksg@nus.edu.sg)

In 2016, the oldest member of the family business The Ong Group was concerned about the ailing firm that he and his siblings were running. The business had been started in 1957 in Hong Kong by their father. After the death of the father and one of the siblings, the remaining family members needed a plan for the future of the business. Should all of the remaining siblings and their children be allowed to become directors in the family firm? How could they create a workable governance structure that would help the family make the right decisions? How would they put the business back on track?

Haw Par Corporation’s healthcare division produces Tiger Balm, the external analgesic rub that has gained global popularity. Despite delivering strong results, the division remains dependent on Asian markets, which poses challenges with regard to low affordability, weak protection of intellectual property and aggressive competition. To achieve sustained growth, the company’s executive director is considering several alternatives: geographic expansion, by entering more markets; product expansion, through deeper penetration of existing markets with new products; and extending the brand into the highly competitive wellness space. He also needs to decide whether the division should pursue organic or inorganic growth. For NUS Business School: (Faculty only) To obtain a free copy of the case, please contact Ms Kwok Siew Geok (bizksg@nus.edu.sg)

The global convenience store brand 7-Eleven entered Indonesia in 2009, with local player PT Modern International as the master franchisor. To differentiate the stores from other convenience stores and to cater to emerging market customers in Indonesia, the CEO combined the idea of a restaurant and a convenience store in his new 7-Eleven outlets. The 7-Eleven stores provided an affordable and convenient location for youth to hang out and have a quick bite to eat. They also offered wireless Internet and a range of services and products like fresh food and beverages. The case requires students to outline the innovative elements that explain 7-Eleven’s success in Indonesia, reflect on its scalability and sustainability, and also to advise the CEO on further strategies to strengthen 7-Eleven in Indonesia. For NUS Business School: (Faculty only) To obtain a free copy of the case, please contact Ms Kwok Siew Geok (bizksg@nus.edu.sg)

Sheng Siong was the third-largest supermarket chain in Singapore. Its chief executive officer co-founded it with his two brothers in 1985. Sheng Siong’s business model was well suited to cater to the price-sensitive and more traditional customer segment in Singapore, with a dominant presence in suburban areas called “heartlands.” It also had a unique corporate philosophy, which was influenced by the personal values of its founding family. However, the market became increasingly saturated, competitors were aggressive and costs were rising. The key question was whether Sheng Siong’s original competitive advantage was sustainable and how it could grow.

Started in 2001, Putien, a full-service Chinese restaurant, has grown successfully in Singapore. By the end of 2011, it has nine restaurants in Singapore, one in Jakarta, Indonesia and one in Kuala Lumpur, Malaysia. Except for the one in Jakarta, which is a joint venture, all the other restaurants are fully owned by the company. From the beginning, Putien has differentiated itself from its competition by focusing on its unique cuisine, based on fresh and flavourful food from Fujian Province, China and by its creation of a home-like atmosphere with fine furnishings and tableware, elegant décor and a serving staff that is warm and sincere. The company keeps in touch with its customers through requesting feedback and answering queries on Facebook and Twitter. Now, the founder and chief executive officer is considering growth by expanding into international markets. With limited international experience, he needs to consider carefully where to go and how to enter these markets without jeopardizing the quality standards that have made Putien so successful. For NUS Business School: (Faculty only) To obtain a free copy of the case, please contact Ms Kwok Siew Geok (bizksg@nus.edu.sg)

This is a supplement to Rodamas Group: Designing Strategies for Emerging Realities in Emerging Economies (9B09M049). The original case was set in 2009 and reflected on the strength of Rodamas's core competence — a local partnership role in a difficult emerging market - Indonesia. This second case is set in 2013 and gives an update on the group's diversified portfolio and asks where attention should be focused. It offers an opportunity to perform a portfolio (BCG matrix/GE business screen) exercise.

JOG Sports, a sports apparel and sports marketing business, has crossed the psychologically important threshold of $1 million in annual sales. Although the company was started as a hobby and side interest of the chief executive officer (CEO) and main founder, management of the company soon became his only occupation. The scale of the company increased quickly, with the sports apparel business growing in product lines, geographic scope of sales and diversity within products. Meanwhile, the sports marketing arm also grew as the CEO organized new and larger ice hockey tournaments. The CEO needs to make some important decisions regarding the future growth of the company, including issues of strategy formulation and strategy implementation, an explicit process within the rapidly growing company. For NUS Business School: (Faculty only) To obtain a free copy of the case, please contact Ms Kwok Siew Geok (bizksg@nus.edu.sg)