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• Case | HBS Case Collection | 2013 (Revised from original 2009 version)

  Appellation Shanxi: Grace Vineyard

  William C. Kirby, Michael Shih-ta Chen and Keith Chi-ho Wong

  Grace Vineyard was a rare family-owned, private winery in China that was set on establishing itself as a world-renowned, quality vintner. Judy Leissner, the second-generation company leader, was at a crossroads in how she wanted to grow the business that her father founded in 1997. Their wines were rapidly growing a strong following and had won international awards. How could the company capitalize on this success? Should Grace expand its operations to multiple Chinese provinces? Should Grace continue as a premium boutique winery serving a growing but ultimately limited niche market in China, or should it seek to make a mark internationally? Or should Grace respond to buy-out offers?

  Keywords: Family Business; Growth and Development Strategy; Family Ownership; State Ownership; Expansion; Food and Beverage Industry; China;

  Citation:

  Kirby, William C., Michael Shih-ta Chen, and Keith Chi-ho Wong. "Appellation Shanxi: Grace Vineyard." Harvard Business School Case 309-075, February 2013. (Revised from original January 2009 version.)

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• Supplement | HBS Case Collection | 2013

  Wanxiang Group: A Chinese Company's Global Strategy (B)

  William C. Kirby, Nancy Hua Dai and Erica M. Zendell

  Supplements the A Case 308-058. With an almost forty-year history as a business in China, the Wanxiang Group has navigated through the significantly different political and economic changes in China to succeed as a global leader in the auto parts industry, and to develop into a broad business conglomerate. Beginning in 1994, when it first began its operations in the United States, Wanxiang started to expand its role as a parts supplier into a discerning acquirer of distressed companies in the U.S. While it saw acquisition as an exciting means for growth, company strategy at its Hangzhou, China headquarters also included vertical integration with a goal of developing a full-on electric car. Were these two goals divergent or complementary: mutually supportive or exclusive?

  Keywords: Business History; Global Strategy; Business Conglomerates; Vertical Integration; Goals and Objectives; Mergers and Acquisitions; Auto Industry; China; United States;

  Citation:

  Kirby, William C., Nancy Hua Dai, and Erica M. Zendell. "Wanxiang Group: A Chinese Company's Global Strategy (B)." Harvard Business School Supplement 313-096, January 2013.

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• Case | HBS Case Collection | 2012 (Revised from original 2011 version)

  Boardroom Battle Behind Bars: Gome Electrical Appliances Holdings—A Corporate Governance Drama

  William C. Kirby and Tracy Yuen Manty

  Despite widespread news of the incarceration of Gome Electronics' CEO, Huang Guangyu, Bain Capital felt they carefully undertook due diligence before making a significant investment in the company. The venture capital firm was confident that it and the current management could work together to revamp the fortunes of China's leading electronic retailer. However, it did not anticipate the power Huang had behind bars. As the majority shareholder, Huang managed to manipulate shareholder meetings and current management decisions and structure. Was this typical of an investment in China or did Bain Capital just find itself in a unique situation? What can future managers learn from this situation about corporate governance and ethical rules of business in China?

  Keywords: China; corporate governance; legal aspects of business; corruption; venture capital; risk; Corporate Governance; Crime and Corruption; Power and Influence; Risk Management; Business and Shareholder Relations; Venture Capital; Ethics; Governing and Advisory Boards; Governing Rules, Regulations, and Reforms; Values and Beliefs; Private Equity; China;

  Citation:

  Kirby, William C., and Tracy Yuen Manty. "Boardroom Battle Behind Bars: Gome Electrical Appliances Holdings—A Corporate Governance Drama." Harvard Business School Case 312-025, June 2012. (Revised from original August 2011 version.)

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