Asean-china Biz Cases

7/28/2019 Asean-china Biz Cases

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ASEAN-CHINA

Business Cases

Hum Sin Hoon

Deputy DeanNUS Business School


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NUS Business School

EMPHASIS

1.Localised Contents; Asianised Contents

2.Cases; Home - Asian Case Research Journal3.Cases: Ivey Case Publishing; ECCH

4.Textbooks; Books, on Current Issues

5.Teaching Scholarship6.ThinkBusiness:http://thinkbusiness.nus.edu
http://research.nus.biz/otherworks/ACRJ/default.aspxhttp://thinkbusiness.nus.edu/http://thinkbusiness.nus.edu/http://thinkbusiness.nus.edu/http://thinkbusiness.nus.edu/http://thinkbusiness.nus.edu/http://thinkbusiness.nus.edu/http://thinkbusiness.nus.edu/http://thinkbusiness.nus.edu/http://research.nus.biz/otherworks/ACRJ/default.aspxhttp://research.nus.biz/otherworks/ACRJ/default.aspxhttp://research.nus.biz/otherworks/ACRJ/default.aspxhttp://research.nus.biz/otherworks/ACRJ/default.aspxhttp://research.nus.biz/otherworks/ACRJ/default.aspxhttp://research.nus.biz/otherworks/ACRJ/default.aspxhttp://research.nus.biz/otherworks/ACRJ/default.aspxhttp://research.nus.biz/otherworks/ACRJ/default.aspxhttp://research.nus.biz/otherworks/ACRJ/default.aspxhttp://research.nus.biz/otherworks/ACRJ/default.aspxhttp://research.nus.biz/otherworks/ACRJ/default.aspx


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CASE 1: COMPASSION WEB

SYNOPSIS

Paul Ong was an ambitious technopreneur, whose ideas were at the forefront oftechnology. Ong, similar to most technopreneurs, had not started his business,Compassion Web, with a well-developed business plan. Instead, Compassion hadevolved according to the opportunities that landed at Ongs doorstep, and he had triedhis best to make good decisions along the way. The business had initial successes butwas soon swamped with challenges, which he did not foresee.

Ong Urgently needed a business model that would make sense in the fast-changingenvironment. At the same time, the company was facing a lawsuit with a major client,and it could severely threaten Compassions survival. The company lacked the strongand unified leadership necessary to pull it out of its current difficulties.

By Dr Yeo Wee YongDepartment of Finance
http://medialibrary.nus.biz/pages/view.php?ref=1149&search=yeo+wee+yong&order_by=relevance&sort=DESC&offset=0&archive=0&k=


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EDUCATIONAL OBJECTIVES

The main objective of this case is to help students understand the following realistic

challenges faced by an entrepreneur, especially a technopreneur (an entrepreneur inthe technology industry).

1.Not every start-up is a Apple, Yahoo or Google. Behind every success story, liehundreds of failures and perhaps thousands of surviving small enterprises.

2.A good technological product or idea is a necessary, but not sufficient criterion for

success. Many bright technology-savvy entrepreneurs fail because of a lack of goodbusiness perspective.

3.Lack of or slow cash flow can provide hardships for start-ups.

4.Co-founders may have different perspectives of the business that may lead toconflicts. The equal equity share between co-founders can also lead to potentialdifficult consequences.

The case is perhaps most suitable for a course on entrepreneurship. It can also beadapted for use in a class on angel financing or venture capital, where the potentialinvestor contemplates whether to invest in the company and what changes it wouldmake if it does decide to invest.


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TEACHING PLAN

1.Trace the evolution of the company. What would you have done differently?

2.What would you recommend for the course of action regarding the lawsuit withAgribarn?

3.How would you deal with King?4.Is the current business model sustainable? Would you invest in Compassion if youwere running a venture capital fund?

5.What happened?


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CASE 2: LAN-RAY GLOBAL PAYMENTSERVICES

SYNOPSISApollos Ong, Andrew Tan, and Edward Ong started Lan-Ray in Singapore to break intothe prepaid cash card (PCC) business in China. Equity funds were sourced to acquireProtection Communications Network (PCN), a payment intermediary in Quanzhou,China, with a vast payment network, which could be instrumental to the success of thePCC business. However, PCN would need to demonstrate profitability before they couldobtain the licence to run the PCC business.

Together, Lan-Ray and PCN venture into the mobile phone campus e-card business,initially assessed as a path for PCN to achieve profitability in the short run. However,the campus e-card business was struggling. At the same time, the acquisition of PCNby Lan-Ray hit a road block as PCN was unwilling to transfer shares to Lan-Ray.

By Dr Yeo Wee YongDepartment of Finance
http://medialibrary.nus.biz/pages/view.php?ref=1149&search=yeo+wee+yong&order_by=relevance&sort=DESC&offset=0&archive=0&k=


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The main objective of this case to illustrate to students the realistic challenges facedby a small business entering into a foreign market.

1.Not all mergers and acquisitions are high profile, glamorous, or on a big scale.Acquisitions are common even among small and medium enterprises (SMEs).Acquisitions at such a level have certain unique challenges.

2.The issue of inadequate leadership.

3.The problem of overly positive optimism in a business venture.



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TEACHING PLAN

1.Was the initial distribution of the roles between Apollos, Andrew and Edwardappropriate? How would you deal with the issue of leadership of Lan-Ray going

forward?2.Was the acquisition of PCN a good decision? What would you do to resolve thedeadlock in the acquisition negotiation?

3.What would you do to salvage the business if you were Apollos? Is the original planto break into the PCC business attainable?

4.What happened?



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CASE 3: PURCHASING CONSORTIUM FORTHE BMS INDUSTRY IN SINGAPORE

SYNOPSIS

Since November 2011, Dr. Siew Hwa Ong, director and chief scientist for Acumen ResearchLaboratories (ARL), had been conferring with SPRING Singapore on ways to improve the currentprocurement practices of the biomedical science (BMS) industry in Singapore. As a senior chiefscientist and the founder of ARL, she saw and experienced tremendous purchasing inefficiency as wellas quality issues in the existing procurement practice in sourcing needed supplies and equipment. Shebelieved that a centralized procurement structure and process among all members of the BMSindustry in Singapore would be a more efficient practice and was finalizing a proposal, in April 2012,

to SPRING Singapore for initial funding to setup such a purchasing consortium. This consortium wouldbe a new line of business for ARL.

This case exposes students to the biomedical R&D industry and its procurement and supply chainoperations in Asia and fits modules and courses on global procurement and/or supply chainmanagement. It also exposes students to entrepreneurship in Singapore and therefore can be used ina module on entrepreneurship.

By Dr Qi MeiDepartment of Decision Sciences
http://medialibrary.nus.biz/pages/view.php?ref=4446&search=QI+MEI&offset=0&order_by=relevance&sort=DESC&archive=0&k=


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1.Distribution and supply chain for the BMS industry in Singapore.

2.Purchasing process and structure.3.Purchasing consortium and e-markets.

4.Business model for the proposed ARL Purchasing Consortium



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TEACHING PLAN

1.What is a viable business model for such a consortium in Singapore?

2.How would ARL promote the purchasing consortium and recruit member companies?

3.How should ARL go about expanding the consortium internationally?

4.What happened?


Asean-china Biz Cases

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