More from these Authors

• Supplement | HBS Case Collection | 2013

  From Little Things Big Things Grow: The Clontarf Foundation Program for Aboriginal Boys (B)

  F. Warren McFarlan and Michael Vitale

  This case focuses on the growth of an innovative non-profit institution that motivates aboriginal children to attend school by harnessing their love of football.

  Citation:

  McFarlan, F. Warren, and Michael Vitale. "From Little Things Big Things Grow: The Clontarf Foundation Program for Aboriginal Boys (B)." Harvard Business School Supplement 913-416, May 2013.

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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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