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    Case Study

    War for management talent in China: SPSS China

    By William A. Fischer and Rebecca Chung
    2 pages
    December 2007
    Order this case study
    Reference: IMD-3-1880

    This case is part of the suite of teaching materials which employs China as an illustration of the managerial implications resulted from the so-called War for Talent, and is intended to generate insights into “how to best play the talent game” in China, or elsewhere. We aim to generate an interactive and rich class discussion of the issues raised among seasoned business practitioners, by adopting a variety of interesting teaching formats: an opening note, four cases, an “appraisal exercise” and a video. In particular, this case is about a franchise formed in 2006 by SPSS, a NASDAQ-listed software provider with worldwide leadership. This foreign-invested company uses a channel partner network to sell its technology and to serve its clients. Tomas Casas, the Spanish-born CEO, aims to increase its contribution to SPSS’s global revenue to 4% within five years of the company’s establishment. To do so, he has to find qualified managers to support and develop the company’s channel partner network. Because social skills – including the understanding of local dialects and rituals – are very important for building rapport with partners in different regions, Casas realizes that he needs to particularly careful when appraising candidates. However, such talent is in short supply and expensive in China. He needs to figure out the best ways to fill the positions.

    Learning Objective

    Among the critical issues in talent management to be addressed in this suite of teaching materials, the following are the most central for the learning of class participants: Since sizing up potential candidates is the first and most fundamental step of talent management, what characteristics should a business leader look for to meet the competency requirements today and to prepare for the future? What would be some creative and feasible practices to source, attract, develop and retain management talent?

    Keywords
    Human Resources, Leadership Succession, Talent Management
    Settings
    China
    2007
    Type
    Field Research
    Copyright
    © 2007
    Available Languages
    English
    Related material
    Teaching note, Video
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    This case study is part of a series
    • War for management talent in China
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    2007 EFMD AWARD WINNER (Emerging Chinese Global Competitors)
    This case study is part of a series
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    War for management talent in China
    By William A. Fischer and Rebecca Chung
    Case reference: IMD-3-1876 ©2007
    Summary
    This opening note is part of the suite of teaching materials which employs China as an illustration of the managerial implications resulted from th...
    2007 EFMD AWARD WINNER (Emerging Chinese Global Competitors)
    Read more
    Reference IMD-3-1876
    Copyright ©2007
    Copyright owner IMD Copyright
    Available Languages English
    Contact

    Research Information & Knowledge Hub for additional information on IMD publications

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    Copyright ©2007
    Copyright owner IMD Copyright
    Available Languages English
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    Research Information & Knowledge Hub for additional information on IMD publications

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    2007 EFMD AWARD WINNER (Emerging Chinese Global Competitors)
    Read more
    Reference IMD-3-1880
    Copyright ©2007
    Copyright owner IMD Copyright
    Available Languages English
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    Research Information & Knowledge Hub for additional information on IMD publications

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    2007 EFMD AWARD WINNER (Emerging Chinese Global Competitors)
    By William A. Fischer and Rebecca Chung
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    War for management talent in China: Eramet Group China

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    2007 EFMD AWARD WINNER (Emerging Chinese Global Competitors)
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    War for management talent in China: LEOX Design Partnership

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    War for management talent in China: Shanghai Tyre & Rubber Co. Ltd

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    This case is part of the suite of teaching materials which employs China as an illustration of the managerial implications resulted from the so-cal...
    2007 EFMD AWARD WINNER (Emerging Chinese Global Competitors)
    Read more
    Reference IMD-3-1878
    Copyright ©2007
    Copyright owner IMD Copyright
    Available Languages English
    Contact

    Research Information & Knowledge Hub for additional information on IMD publications

    Related topics
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    Strategy
    2007 EFMD AWARD WINNER (Emerging Chinese Global Competitors)
    By William A. Fischer and Rebecca Chung
    Case reference: IMD-3-1876, © 2007
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    War for management talent in China: Eramet Group China

    This case is part of the suite of teaching materials which employs China as an illustration of the managerial implications resulted from the so-cal...

    Strategy
    2007 EFMD AWARD WINNER (Emerging Chinese Global Competitors)
    By William A. Fischer and Rebecca Chung
    Case reference: IMD-3-1877, © 2007
    Read more
    Case Study
    War for management talent in China: LEOX Design Partnership

    This case is part of the suite of teaching materials which employs China as an illustration of the managerial implications resulted from the so-cal...

    Strategy
    2007 EFMD AWARD WINNER (Emerging Chinese Global Competitors)
    By William A. Fischer and Rebecca Chung
    Case reference: IMD-3-1879, © 2007
    Read more
    Case Study
    War for management talent in China: SPSS China

    This case is part of the suite of teaching materials which employs China as an illustration of the managerial implications resulted from the so-cal...

    Strategy
    2007 EFMD AWARD WINNER (Emerging Chinese Global Competitors)
    By William A. Fischer and Rebecca Chung
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    Available Languages English
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    By Kazuo Ichijo and Yunfei Feng
    Case reference: IMD-7-2620 ©2024
    Summary
    Daikin’s success in the Chinese air conditioning market serves as a compelling case study in strategic adaptation and collaboration. Following its entry into the market in the 1990s, Daikin faced formidable competition from well-established domestic brands like Gree and Midea. Despite the initial challenges of breaking through in a fragmented and competitive landscape, Daikin’s innovative inverter technology became a distinguishing feature of its product offerings. The watershed moment in Daikin’s trajectory occurred in 2008 when it formed a strategic partnership with Gree, China’s largest air conditioner manufacturer. This collaboration enabled Daikin to tap into Gree’s expansive distribution network and manufacturing expertise, significantly enhancing its own market reach. The partnership proved mutually beneficial; Gree capitalized on Daikin’s advanced inverter technology while Daikin secured a foothold in a market driven by increasing consumer demand for energy-efficient solutions. By 2012, inverter air conditioners claimed over 60% of the Chinese market share, a figure that surged to over 90% by 2024, illustrating the success of their joint efforts. Furthermore, Daikin’s commitment to sustainability was manifested in its pioneering use of HFC-32 refrigerant, known for its low global warming potential. By openly licensing HFC-32 patents globally, Daikin not only positioned itself as an environmental leader but also fostered industry-wide innovation. This case highlights the critical importance of strategic partnerships and innovation in overcoming competitive challenges and underscores Daikin’s role as a transformative force in the global air conditioning market.
    Reference IMD-7-2620
    Copyright ©2024
    Copyright owner IMD Copyright
    Organization Daikin Industries
    Industry Consumer Goods, Home Appliances
    Available Languages English
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