The case is about the continuous entrepreneurial transformation, over two decades, of a company in terms of increasingly advanced technologies and international product markets. It describes how Geely, a leading player in the global automotive industry, started in the 1980s with its founder capitalizing on a series of opportunities during the time of China’s high growth. It illustrates how Geely has evolved its technological competence from low-end refrigerators to high-end electric vehicles and mobility systems by deploying growth strategies as diverse as organic growth, acquisition, and integration of businesses across countries. In the process, Geely has turned itself from a late mover and imitator to a strategic innovator and pacesetter in an industry that faces disruption in terms of technology and customer behavior. The case details the phases of Geely’s development (from fridges to motorcycles, from motorcycles to cars, and from cars to EVs and mobility solutions). It tracks how Geely’s founder, Li Shufu, created a highly successful enterprise in a rapidly growing home market and realigning global economy. The case recounts episodes characterized by continuous improvement and by radical departures from standard practices. Li’s entrepreneurial attitude to leveraging available resources step-by-step toward successful deployment is important in turning an affinity for innovation into a competitive advantage and to benefit from China’s large market, powerful stakeholders and growing income. At the end of 2020, in the middle of the pandemic, several large and outsized companies that dominated the headlines about Chinese technology giants had become targets of increasing scrutiny by stakeholders in Chinese society. At the end of the case, students are asked to make a choice: Maintain the status quo of high growth; focus on incrementally increasing the quality of growth; or go for a major change?
Jan, a seasoned VP, faces the challenge of leading a critical summit in Singapore post-acquisition. Amid cultural complexities, she seeks guidance to unite diverse stakeholders and drive successful integration.
As the global environmental crisis reaches unprecedented levels, businesses are under mounting pressure to protect nature. While this challenge may seem daunting, it also presents a major business opportunity.
Key minds behind the Hinrich-IMD Sustainable Trade Index – Deborah Elms, Chuin Wei Yap, Christos Cabolis, and Simon Evenett – explain how decision-makers can benefit from looking at industrial policy in granular detail, given its resurgence and th...
Four tips to market to women more effectively and reach, engage and convert female consumers who make 80% to 85% of all purchasing decisions.
Offshore infrastructure firm Heerema took an unconventional approach to communicating its net-zero ambition to win buy-in from employees and stakeholders.
The ways popular frameworks are used fall short in today’s rapidly changing environment. Here is a new way to make better-informed strategic choices.
Families are the most prevalent type of business owners in any global economy. But succeeding across generations is tricky, and only a few continue to prosper across generations. The Family Business Book is your comprehensive guide to building a s...
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Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications