Founded in 2004, TGOOD is now the largest specialized programmer and producer of cubicle-type transformation and distribution equipment in China, together with the main products of outside cubicle-type electricity equipment supplemented by indoor switchgear cabinets, offered chiefly to the railways, coal-mining and power industries. In 2001, TGOOD president Yu Dexiang led a dozen of his youthful co-workers to resign from state-owned venture and dive into the marketplace. By the year 2011, by riding on the enormous wave of China's railway construction and fighting arduously, TGOOD has developed from an unknown business of 20 folks and RMB 8 million assets into a mounting enterprise with net assets of greater than RMB 1.1 billion, yearly operating revenue of greater than RMB 600 million, and service of around 1,000.
At the same time, Yu Dexiang has crafted in his unique manner core worker team and a complementary and cohesive entrepreneurial team. As a result of stepping-down of railway minister Liu Zhijun for corruption motives and the intense HSR accident occurred in June 2011, in 2011, China slowed down its railway building, causing a great drawback to TGOOD's development. This instance was written at a time that TGOOD was beginning to readjust its industrial construction and Yu Dexiang was pondering about the strategic directions of the organization's "second starting-up" and the brand new task of team building.
Qingdao TGOOD Electric Corporation Case Study Solution
PUBLICATION DATE: October 30, 2012 PRODUCT #: TU0035-HCB-ENG
This is just an excerpt. This case is about STRATEGY & EXECUTION
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