On March 29, 2017, Wang Hongzhang, Chairman of China Construction Bank, was considering the next steps in the bank’s transformation. In the challenging backdrop of economic slowdown, deep structure adjustment, interest rate liberalization, entry of financial players from the Fintech sector and rising customer demands for better value and service, the bank started transformation in 2012 towards integration, multi-functional service, intensive development, innovative bank and smart bank. Despite the progress the bank had achieved, Wang wondered whether the transformation of the bank had positioned it well to cope with the current and future challenges that the Chinese banking sector faced.
This case examines the privatization of hospitals in China. China Hospitals, Inc. has become the largest for-profit hospital company in China, purchasing government owned hospitals in Tier 2 cities. The case profiles CEO Frank Hu. To build his company, he has to navigate a tricky political landscape between local, provincial and the national governments. As the market evolves, he develops a hub and spoke strategy for this organization based on a hub at Puyang Hospital. The case places these activities in context with a rich appendix examining the evolving insurance system in China.
Founded in 2013 as a laundry service featuring online ordering for home pickup and delivery, China’s edaixi (eWash) illustrated the online-to-offline (O2O) business model. As yet unclear in 2016 was the optimal way to organize third-party laundry service providers, locally sourced teams of freelancers, and in-house operations.
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