Dongfeng Nissan's <i>Venucia</i> (B)

Forest   Reinhardt; Mayuka  Yamazaki; G.A.  Donovan

Supplement | HBS Case Collection | October 2013

Dongfeng Nissan's Venucia (B)

by Forest Reinhardt, Mayuka Yamazaki and G.A. Donovan

Abstract

The (A) case describes the launch of a new passenger vehicle in China, produced jointly by Nissan of Japan and by Chinese automaker Dongfeng. Early sales results following the April 2012 launch were disappointing and the joint venture's managers had to decide how to respond. The case includes information on the structure of the industry, on government regulation, and on the preferences of Chinese purchasers of automobiles, including information about environmental considerations. The short (B) case, designed for distribution in class, describes further complications, as an international dispute between the Japanese and Chinese governments created further uncertainties for Chinese consumers and hence for the carmakers. The (C) case concludes the story; it too can be distributed in class.

Keywords: China; Japan; competitive strategy; auto industry; product launch; global strategy; Multinational Firms and Management; Multinational firms; crisis management; cross-cultural/cross-border; environment; sustainability; Competitive Strategy; Product Launch; Global Strategy; Multinational Firms and Management; Crisis Management; Cross-Cultural and Cross-Border Issues; Auto Industry; China; Japan;

Language: English

Format: Print

4 pages

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Citation:

Reinhardt, Forest, Mayuka Yamazaki, and G.A. Donovan. "Dongfeng Nissan's Venucia (B)." Harvard Business School Supplement 714-015, October 2013.

Considers the entrepreneurial career of the founder of Mitsubishi, Yataro Iwasaki, who built a large shipping company against the opposition of powerful Western incumbents. Although sometimes supported by the Japanese government, and often times opposed, the case identifies Iwasaki's entrepreneurial talent and organization-building skills as key drivers of success. This case provides a vehicle for examining the entrepreneurial factors behind Japan's remarkable transition from a feudal to a modern society in the second half of the nineteenth century.

Case | HBS Case Collection | August 2019

New Hope Liuhe: Building an Integrated Agri-Food Business

Forest L. Reinhardt, Shu Lin, Natalie Kindred and Nancy Hua Dai

In October 2018, LIU Chang (Angela), chairman of Beijing-based New Hope Liuhe (NHL), was considering the strategy of the firm. With $9 billion in sales and a presence in nearly 20 countries, NHL was China’s largest animal feed producer and a major pork and poultry producer and processor. The firm also marketed a range of food products to consumers. This case describes NHL’s entrepreneurial beginnings, growth, and recent efforts to transform from a feed producer into an integrated agri-food company with an active presence throughout the chicken, duck, and pig value chains. Considerable context is provided on the structure and evolution of these livestock industries in China, the food processing industry, and important issues such as food safety. This background is helpful in enabling students to assess NHL’s evolution in scale and scope and consider what (if any) changes should be made to the firm’s strategy in the context of this critically important market.

Keywords: Strategy; Corporate Strategy; Food; Agribusiness; Expansion; Diversification; Growth Management; Consumer Behavior; Change Management; Entrepreneurship; Organizational Structure; Organizational Change and Adaptation; Government and Politics; Animal-Based Agribusiness; Transformation; Volatility; Business Cycles; Goods and Commodities; Supply Chain; Product; Agriculture and Agribusiness Industry; Food and Beverage Industry; China; Asia;

Citation:

Reinhardt, Forest L., Shu Lin, Natalie Kindred, and Nancy Hua Dai. "New Hope Liuhe: Building an Integrated Agri-Food Business." Harvard Business School Case 720-009, August 2019. View Details

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Founded in 1963 by Bhavarlal Jain (Bhau), who believed in “providing solutions for every problem,” Jain Irrigation in 2018 had a global footprint and $1.1 billion in revenue. Bhau had insisted that his business add value to farmers' lives and promote sustainable agricultural practices, and that social mission remained at the heart of the organization. Jain’s business was now run by Bhau’s four sons and included five main business units: micro-irrigation (MI) systems, industrial-use pipes, tissue culture research and development, food processing and solar energy products. As a new, third generation began to move into company management, the Jain family considered how to sustain growth, profitability, and also their commitment to farmer livelihoods.

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Dongfeng Nissan's Venucia (B)

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