In 2001, the biggest residential building constructor in China, CSCEC, greeted its new General Manager, Wenjie Sun, who was the President of China Overseas, a Hong Kong-listed subsidiary company of CSCEC. In the age of 64, Sun retired in 2010, and Sun's close associate, Jun Yi, took over the top position. Instantly after Yi's succession, he made all efforts to push development and the transformation of CSCEC in a new era. Yi embraced the hope that CSCEC would be further upgraded in his tenure in the following 5 or 10 years.
He started to make adjustments in regard to the corporation's strategic aims and developing avenue, its company structure and mix, its business models, internal management controls, etc. CSCEC's own operation conditions had changed greatly compared to that 10 years ago, so did its outside business environment. Faced with these conditions, Yi was pondering over such questions: CSCEC suitable took the series of tactical measures? What new measures should be taken in the following step?
PUBLICATION DATE: December 15, 2011 PRODUCT #: TU0019-HCB-ENG
This is just an excerpt. This case is about STRATEGY & EXECUTION
