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• Case | HBS Case Collection | February 2018 (Revised April 2018)

  Yunnan Baiyao: Transforming a Chinese State-Owned Enterprise

  Michael Chu, William C. Kirby, Nancy Hua Dai and Yuanzhuo Wang

  This case tells the story of how Wang Minghui, Chairman of Yunnan Baiyao Group since 1999, transformed a single-product traditional Chinese medicine (TCM) state-owned enterprise (SOE) into a major diversified consumer health player in China's highly competitive fast-moving consumer goods market. The case also traces the development of the company from a private business to a SOE and then to a SOE under mixed state-private ownership.

  Keywords: state-owned enterprise (SOE); competition; traditional chinese medicine; Yunnan; Yunnan Baiyao; consumer health; enterprise transformation; Transformation; Health; Business History; State Ownership; Private Ownership; Business Strategy; Commercialization; Competition; Consumer Products Industry; Health Industry; Pharmaceutical Industry; China;

  Citation:

  Chu, Michael, William C. Kirby, Nancy Hua Dai, and Yuanzhuo Wang. "Yunnan Baiyao: Transforming a Chinese State-Owned Enterprise." Harvard Business School Case 318-078, February 2018. (Revised April 2018.)  View Details

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• Case | HBS Case Collection | March 2018

  Greenlight Biosciences: In Search of Impact Investment

  Michael Chu, Annelena Lobb and Joni Coughlin

  Greenlight Biosciences, a biotech company, is in search of impact investment for its next round of financing.

  Keywords: Investment; Environmental Sustainability; Financing and Loans; Biotechnology Industry;

  Citation:

  Chu, Michael, Annelena Lobb, and Joni Coughlin. "Greenlight Biosciences: In Search of Impact Investment." Harvard Business School Case 318-072, March 2018.  View Details

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• Case | HBS Case Collection | February 2017 (Revised March 2018)

  BIM: Finding New Ways to Grow

  Michael Chu and Gamze Yucaoglu

  BIM, Turkey’s giant retailer with a hard-discount model for the popular segments, must decide whether to launch a brand-new format challenging the modern supermarkets. Since its founding in 1995, BIM has adhered to a business model based on a relentless focus on costs and operational efficiency, built on private labels and an unswerving limit on SKUs. Unprecedented in Turkey, the success of this retail concept propelled BIM to an IPO in the Istanbul Stock Exchange and to being the country’s largest retail company by market capitalization. Seeing an opportunity to pioneer the format internationally, the company was now also in Morocco and Egypt. While the hard-discount format was still growing, in 2014 Haluk Dortluoglu, the company’s CFO, began to develop an entirely new retail model for Turkey—FILE, a discount supermarket. FILE would carry many more SKUs in larger stores and compete head-to-head with national and local supermarkets. Throughout the year, in their various executive committee meetings, the senior executives of the company have debated the many issues posed by a totally different retail format and the advisability of launching it. Finally, in its first meeting of 2015, the company’s board of directors are set on reaching a decision on FILE.

  Keywords: Turkey; emerging markets; private sector; for-profit firms; business model; Business Strategy; competitive advantage; growth and development strategy; value creation; change management; decision; growth management; Emerging Markets; Private Sector; For-Profit Firms; Business Model; Business Strategy; Competitive Advantage; Growth and Development Strategy; Value Creation; Change Management; Decisions; Growth Management; Retail Industry; Turkey;

  Citation:

  Chu, Michael, and Gamze Yucaoglu. "BIM: Finding New Ways to Grow." Harvard Business School Case 317-097, February 2017. (Revised March 2018.)  View Details

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