This case contest is jointly sponsored by MBA Education Center of Tsinghua Institute of Economics and Management, Management Economist magazine and Shenzhen Development Bank. Tsinghua University China Business Administration Case Center provides academic guidance for this competition. The contest invited more than 70 teams from more than 30 excellent business schools across the Taiwan Straits and three places. Ten winning teams will finally gather in Tsinghua Institute of Economics and Management to compete for the annual finals on February 4th, 20 10.
Professor Gao Xudong, Director of MBA Education Center of Tsinghua Institute of Economics and Management, Mr Kou Quanjun, General Manager of Management Economist magazine, and Mr Ma Limin, Director of Trade and Finance of Shenzhen Development Bank, delivered speeches at the launching ceremony, expressing the ardent expectations of all parties for the contest.
Professor Gao Xudong hopes to promote the development of MBA education in China and cultivate professional management talents for the economic development of China through the case contest as a platform for development and friendship. He encouraged the team members not to care too much about the results of the competition, adhere to the concept of "development first, friendship second, competition third", and strive to show what they usually learn to the audience.
On the other hand, Mr. Kou Quanjun said that Management Economist magazine hopes to strengthen the communication between management academia and management industry through case competition, help enterprises gain management inspiration, discover management talents, and promote exchanges and communication between business administration education circles in the three places.
On behalf of SDB, Mr. Ma Limin expressed the hope that through the platform of case contest, the influence of SDB's brand business in supply chain would be expanded, and the innovation of enterprises in management practice would be shared with industry and education. He expects that this case contest will provide powerful ideological resources and management resources for China enterprises. 20 10 10 On February 4th, the annual grand meeting of MBA education in China-"The National Finals of Shenzhen Development Supply Chain Finance 20 10 (6th) China MBA Case Competition" came to a successful conclusion in the International Auditorium of Tsinghua University Institute of Economics and Management. After a day of fierce competition, Tsinghua University Plough No.1 Team, Inception Team of Shanghai Jiaotong University, Peking University Fei.
Ten teams from Tsinghua University, Beijing University of Posts and Telecommunications, university of international business and economics, Peking University, Shanghai Jiaotong University, Zhejiang University, Lingnan College of Sun Yat-sen University, Guangdong Business School, Hunan University and Taiwan Province University of Political Science participated in the national finals. After fierce competition in North China, South China, East China and Taiwan Province Province, it stood out from more than 80 teams from 35 excellent business schools on both sides of the Taiwan Strait, representing the highest level of MBA students in China. 10 team conducted two rounds of intelligent confrontation around six real business management cases, including Long Ruiqi, Shenzhen Development, Kingdee Software, Sanhua Liangzhi, CreditEase Company and Li Ning Company. The climax of the contest is one after another, and it is colorful. It is ideological, logical, discriminating and forward-looking, which shows the wisdom, erudition, professionalism and flexibility of the future elites in China business circles. Thirty-four judges from academia, business and media attended the grand event and made wonderful comments on the final.
Under the guidance of China MBA Education Steering Committee, this case contest was co-sponsored by MBA Education Center of Tsinghua University Institute of Economics and Management, Management Economist magazine and Shenzhen Development Bank, and co-sponsored by Antai College of Economics and Management of Shanghai Jiaotong University, Lingnan College of Sun Yat-sen University and CIMA Royal Institute of Chartered Management Accountants. Tsinghua University China Business Administration Case Center provides academic guidance for the contest. 1. Case of Li Ning Company: Internationalization of China Elements of Li Ning Brand.
On the evening of August 8, 2008, Li Ning, a former world gymnastics champion, lit the main torch of the 29th Olympic Games with the running action of "Kuafu chasing the sun", which also ignited the pride of the centennial Olympic Games that China people dreamed of. For Li Ning, this is not only a personal victory, but also a victory for Li Ning brand. Although Li Ning did not become a signing sponsor of the 2008 Beijing Olympic Games, Li Ning's lighting of the Olympic torch was considered by many as a more effective "advertisement". From signing O 'Neill's contract to sponsoring the Spanish men's basketball team, to marketing the Beijing Olympic Games featuring China, Zhang Zhiyong, CEO of Li Ning Company, believes that after the Beijing Olympic Games, Li Ning's brand will be more deeply rooted in people's hearts, and the internationalization process of Li Ning Company will be steadily advanced.
2. Kingdee Software Case: Kingdee International: Transition to Service.
Kingdee International Software Group Co., Ltd. is headquartered in Shenzhen, China, and was established on August 8, 1993. Its subsidiaries include Kingdee Software (China) Co., Ltd., which focuses on the enterprise management software market in Chinese mainland, Kingdee Middleware Co., Ltd., which focuses on providing one-stop management software and e-commerce services for small enterprises, and Kingdee Shang You e-commerce service company, which provides public management and public departments.
Since 2008, Kingdee's strategy has undergone a major change, and it has begun to move towards the goal of "becoming a leader in the global enterprise management software and e-commerce service market", pushing the company to change from a product-oriented company to a service-oriented company, innovating the management mode of China and establishing the image of a management expert. In 2009, Kingdee software service revenue increased by 30. 1% year-on-year, accounting for 40%. In the next four years, the company hopes to increase the proportion of service income to 50%. How did this enterprise, which used to provide software to customers as its main business, realize the transformation from product type to service type?
3. Yixin Company Case: "Yixin Yixin China"
In April 2006, Tang Ning established CreditEase Company, which is the first enterprise engaged in P2P microfinance service in China. After more than four years of development, CreditEase has become a leading enterprise in the domestic P2P micro-credit loan service industry, which is the perfect combination of commercialization and socialization.
CreditEase's P2P credit service starts with student loans. In 2009, CreditEase launched the "Beneficial Agricultural Loan", which is a public small loan program for poor rural women and a good exploration and practice to solve the problems of agriculture, countryside and farmers in China. Its operation mode is to connect middle-and high-income people in cities who are enthusiastic about helping agriculture and poverty alleviation and public welfare undertakings with low-income farmers (mainly poor women) who need credit loans, and realize credit to help agriculture and poverty alleviation and benefit the general public through private lending from person to person.
4. Three Flowers Good Governance Case: "Three Flowers Good Governance: How to Stay Ahead"
In 2002, Ma Yue, the former CEO of Aopu, founded a professional brand of health electrical appliances, Liangzhi Electrical Appliances, in Xi 'an because he saw the great development opportunity of the body cleaner industry. "Xizhilang" is a brand of body cleaner under Liangzhi Electric Appliances. Body cleaner is a new type of sanitary appliance installed on the toilet, which is used to flush the defecation site with hot and cold water after defecation, instead of toilet paper.
The experience of successfully leading Op to become bigger and stronger has made Ma Yue full of confidence in the development of the bidet industry. In the promotion of the standard of "toilet cleaner", Sanhua Liangzhi assumed the responsibility of an industry leader. Watching the company embark on the expected development track, Ma Yue is full of passion, but he is always vigilant, because with the maturity of the market, powerful competitors may flood in on a large scale at any time. Ma Yue is always thinking: How does Sanhua Liangzhi maintain its existing leading edge?
5. The case of Langrich: Langrich's channel change.
Jiangsu Langruiqi Biotechnology Co., Ltd. (hereinafter referred to as "Langruiqi"), which started as a snake health care product, has achieved contrarian growth through unique sales channel construction in the fierce market competition and the domestic daily chemical industry being almost completely occupied by foreign brands.
Innovation runs through every stage of Longrich's 24-year development, which has accumulated the driving force for Longrich's development. Longrich's sales channel model has not stopped changing since its inception. The channel sales model in any reform process comes from the process of "benchmarking" and "learning, innovating and re-learning" after setting goals. In 2006, with the help of high-end skin care products, Longrich began to enter the direct selling field, set up a skin care research institute in the United States and an American innovation center in Japan, and developed high-end skin care products and daily chemical products by drawing on the successful technologies of Clinique and Estee Lauder. So, is there any risk in the new high-end brand launched by direct sales channels? Will Langrich's direct selling system conflict with the original channels? How to solve this conflict or problem?
6. SDB case: SDB supply chain finance: decision-making and competition.
"Deep development of supply chain finance" refers to taking the related enterprises in the supply chain as a whole, making a financing plan according to the chain relationship and industry characteristics formed in the transaction, effectively injecting funds into relatively weak small and medium-sized enterprises, and providing financial management services for large enterprises, thus solving the imbalance of fund distribution in the supply chain and enhancing the competitiveness of enterprise groups in the whole supply chain.
Since 1999, SDB's supply chain finance business has developed for more than ten years. Supply chain finance business is an innovative business which is quite different from the traditional business of banks, mainly in three aspects: ① The credit access evaluation of supply chain members is not isolated, and banks first evaluate the financial strength, industry status and management efficiency of core enterprises; (2) The financing of supply chain members is strictly limited to the trading activities of core enterprises; (3) Supply chain finance also emphasizes the self-compensation of credit repayment sources, that is, guiding sales revenue to be directly used to repay credit. List of judges in the finals of Shenzhen Development Supply Chain Finance 20 10 (6th) China MBA Enterprise Case Competition;
Expert judges (sorted by surname pinyin)
Gao Jian, Professor and Assistant Dean of Tsinghua University Institute of Economics and Management.
He Yuxing, researcher of the State Council Development Center.
Ouyang Taohua Professor, School of Economics and Management, Beihang University
Su Wenping Professor, School of Economics and Management, Beihang University
Tong Huanyun, Secretary General of the National MBA Education Steering Committee, is a professor at Tsinghua University Institute of Economics and Management.
Professor Wu Ge from the International Business School of the University of International Business and Economics.
Xi Youmin, vice president of the University of Liverpool, UK, executive president of Xi Jiao University of Liverpool, and editor-in-chief of Management Scholar.
Entrepreneur judges: (sorted by surname pinyin)
CEO of Conghuan Credit Suisse Consulting Group
Hu Gang, Deputy General Manager of Jiangsu Xinri Company Limited.
Lian Qizhi, Partner and Vice President of AMT Group, Managing Director of Northern Region.
Lin Zhenggang, former president of Cisco China.
Assistant to the President of Liu Dawei Yixin Company
Liu Xin, General Manager of AVIC Media Group
Lu Guanglian, Chief Information Officer and Human Resources Director of Longrich
General Manager of Lu Zhenhua Henan Aerospace Jinsui Electronics Co., Ltd.
Lu Wenping, general manager of Vivitek vivitek China
Ma Liming Director of Trade and Finance, Shenzhen Development Bank
Director and General Manager of Ma Yue Sanhua Liangzhi
Qin Ying, General Manager of Yafu Investment
Quan Shunliang, Dean of Kingdee Consulting College
Ren Lide, President of Yu Fang
Sun Danwei, General Manager of Beijing Wuyutai Tea Co., Ltd.
Wan Hongchun, Vice President of Ke Rui Group, President of Hong Kong Ke Rui Fund Management Company.
Xia Ting, Director of Education Market Development of CIMA Royal Institute of Chartered Management Accountants in China District
Zhao Long, CEO of HCR (HC Network)
Zhong Weichang Commercial General Manager of Ruian Real Estate Development Co., Ltd.
Media Editor-in-Chief Judges: (sorted by surname pinyin)
Fang Jiaxi, Director of Economic Department of Xinhua News Agency and Secretary General of National Finance Academic Research Institute.
Li He, editor-in-chief of Caijing magazine
Hu Mingpei, World Vice President of IT Manager
Li Wei, deputy editor of Management Scholar.
Mu Yun V, Executive Editor of Management Scholar.
Wang Dong, publisher and editor-in-chief of Qian Jing magazine.
Wang Zhengyi, Deputy Editor of China-Europe Business Review