In mid 2019, Mobiuspace, a Chinese Internet company, faced a new challenge. As a result of declining revenues from domestic mobile Internet markets, overseas markets offered new opportunities. In 2009, Snaptube, a short video aggregation and distribution platform that Mobiuspace offered as its main product, seized the opportunity to grow in emerging markets by creating localized and personalized video content. Despite the company’s initial success with its expansion strategy, Mobiuspace’s chief executive officer still needed to figure out how to achieve sustainable profitability and long term growth. In particular, he had to enhance users’ engagement and diversify the company’s sources of revenue. How would he achieve all of his objectives?

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In 2016, China witnessed a significant rise in the knowledge economy. Many users, who had been used to consuming information on the Internet for free, had become increasingly willing to pay for user-generated-content (UGC). Recognizing this emerging opportunity, Qiushibaike (QB), a well-established UGC platform with a focus on entertaining content, rolled out a new pay-for-knowledge product, namely Youliaodao (YLD), which focused on informational content. Instead of following the popular pay-for-knowledge product endorsed by eye-catching celebrities for hedonic needs, YLD differentiated itself by charging for high-quality UGC for practical problem-solving. QB needed to make a critical decision: Should the company support YLD with additional investments and promotion of its informational content, or should QB terminate YLD and return to the company’s core competence area of promoting more entertaining content? How could YLD cope with the increased competition and overcome these obstacles?

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In August 2018, Excelco Equipment Pte. Ltd. (Excelco), based in Singapore, was facing challenges in recruiting talented young workers. The company’s senior staff would retire soon, and the majority of its workers were above the age of 40. Excelco had enjoyed a stable workforce flow for several decades, but now its employees were aging, and it needed to attract young workers. Excelco’s executive director was proud of the company’s family culture and attractive work environment, but prospective young workers seemed to have different wish lists for their dream jobs. Based on the feedback he received from young talent on what Excelco had to offer, he needed to make some important decisions on issues including how to improve the company’s current recruitment process and how to raise its employer brand awareness. Excelco’s resource constraints, as a small company in a traditional industry, meant that tackling its employment challenges would not be easy. The executive director needed to address several issues, including countering the poor image of construction jobs, promoting Excelco’s unique selling points, and finding the right recruitment channels. Ultimately, he had to recruit the right young talent into the right positions. Could he do it?

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In late 2018, the chief executive officer and founder of Tunaiku, a new digital consumer-lending financial technology (fintech) company in Indonesia, faced a dilemma. Although he had set out in 2014 to revolutionize Indonesia’s consumer lending by providing people in the underserved lower segment of society with small unsecured loans, he now faced his most crucial challenge—dealing with Indonesia’s changing regulatory environment. When he had launched the venture in 2014, fintech was unknown, and the founder had eventually decided to offer the product through a bank. But after Indonesia introduced a new fintech regulation, he needed to reconsider his earlier decision. Should Tunaiku move to a fintech licence or remain as a bank?

Ronds Science & Technology Incorporated Company (Ronds) was a leading smart solutions provider in China’s machine condition monitoring market. Since its establishment, 10 years earlier, the high-tech company’s monitoring and diagnostic solutions have been implemented across various industries, with the strongest foothold in the wind energy industry. However, the co-founder and chairman of Ronds observed that most Chinese industrial enterprises were slow in adopting technology in the area of maintenance and repair, and long sales cycles had led to Ronds missing its 2016 sales target. News of the Chinese central government’s plans to redistribute wind energy projects across China to new provinces also followed. Given Ronds’s weak profitability performance and the recent change in government policies, the company had to consider whether it should focus on further penetrating the wind energy market or expand to other industries. As either approach had its own challenges, the cofounder and his senior management looked to identify the best growth strategy for Ronds to remain competitive in the industry 4.0 era.

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Supplement for product 9B20A012

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By late 2018, a Singapore-based non-profit organization, billionBricks, had completed seven projects, rehabilitating more than a thousand homeless and disaster-stricken people in Asia. Its tent product was widely accepted and could, it was projected, meet the needs of millions of homeless people. Despite these achievements, the co-founder and chief executive officer felt that the company’s performance had not met his expectations. A key challenge was communicating with those who needed homes: the company’s traditional methods of communication were ineffective in reaching out to a marginalized population challenged by illiteracy and access to information. However, the prime minister of India had just announced his ambitious plan to end India’s homelessness and sought entrepreneurs for idea generation and execution. Should billionBricks participate in the government housing project to grow its Indian customer base, even if doing so included the risk of potential failure? Or should the company focus instead on other projects and risk being locked out of future housing projects in India?

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Niranjan Hiranandani, one of India’s most prominent property developers, experienced impressive business success as well as awkward family drama, prompting him to gradually split up the family business to allow family members to go their own ways. Avoiding and managing family conflict is crucial to the survival of family firms, but when, why, and how family leaders should divide the family firm or let go of family members is still unexplored territory. What did Niranjan Hiranandani do well when trying to stem the conflict in his family, and where could he have done better? This case provides lessons for leaders who want to divide the family business by exploring three different separation mechanisms.

In early 2019, Asahi Glass Co., Ltd. (AGC), a diversified Japanese company, was at a critical juncture in its evolution. Three years earlier, AGC had released its Vision 2025, which set a goal for the company to continue as a leading global provider of materials and solutions that improved the daily lives of people around the world. Its financial performance had improved significantly over the previous five years, but profitability remained modest, with operating profit margins slightly above 8 per cent. The modest profitability of the company belied a strong base of technologies in glass, chemicals, electronics, and ceramics. AGC could potentially use these strengths to develop and market high value-added products in varied sectors such as mobility, construction, new energy, and life sciences. To effectively exploit future opportunities, however, the company needed to devise and implement novel strategies, overcome competitive challenges, and align its internal organization. Specifically, it would need to extend or modify its globalization strategy by developing a differentiated strategy for combinations of products and countries, develop new competencies in areas such as biologics, and choose the appropriate entry modes to balance financial and strategic implications. How should AGC proceed toward achieving its Vision 2025 goals?

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For 160 years, Singapore Post had been one of Singapore’s main postal service providers, delivering trusted and reliable postal services to homes and businesses. However, in 2019, Singapore Post was plagued by recent service lapses and operational problems, which had elicited customer complaints and concern from various stakeholders. Singapore Post was also facing increasing pressure from rising customer expectations, surging mail volumes, and the growing popularity of e-commerce. In response, Singapore Post pursued several initiatives to improve service operations and maintain its competitiveness in the postal industry. However, the company needed to devise a long-term plan to address recent problems, market changes, and deeply-rooted operational issues—and to regain consumer confidence over the long term.

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