From January to July 2025, three cases developed by ACEM were accepted into the China Business Administration International Case Library, and one case was accepted into the China Management Case-Sharing Center.

1. "Whose Needs to Meet? Shanghai Shentong Metro’s Journey of Stakeholder Management"

Authors: Tang Ningyu, Jiang Guojiao, Chen Chiyin
Case ID: China Business Administration International Case Library, ESG-25-062

Abstract:
This case reviews the evolution of stakeholder management at Shanghai Shentong Metro Group Co., Ltd. (Shentong Metro) over its 30-year development. In the first phase, Shentong Metro actively met municipal government requirements, addressed passenger travel demands, and aligned with industry expectations to satisfy key stakeholders. In the second phase, the company shifted its focus from construction to operations and from single-line to network management, addressing stakeholders’ escalating needs. In the third phase, Shentong Metro proposed the "Three Transformations" initiative, unlocking the dual value of the metro network for passengers and the city—both materially and spiritually. By operating a super-large network and deepening collaborative governance, it proactively served its stakeholders. As the network expanded, Shentong Metro faced decisions regarding extended operating hours, which posed challenges to its operational and cost-control capabilities. Should it meet stakeholders’ higher-order needs? As a public service enterprise, how should Shentong Metro address these demands?

Case Link: Whose Needs to Meet? Shanghai Shentong Metro’s Journey of Stakeholder Management

2. "From Global Factory to Cultural Resonance: T Company’s Journey of Cross-Cultural Team Collaboration"

Authors: Chen Jingqiu, Shi Feng
Case ID: China Business Administration International Case Library, OB-25-026

Abstract:
Amid global supply chain challenges and the impact of the pandemic, Zhou Zhengdong, General Manager of T Company’s China division, contemplated how to optimize communication and collaboration within cross-cultural teams to enhance supply chain efficiency, reduce production halts, and ensure timely order delivery. As T Company’s sole global manufacturing center, the China division was responsible for all production and shipments while coordinating frequently with the Nordic headquarters and branches in Japan, the UK, and the US on new product development, production planning, and sales strategies. However, cross-cultural differences and pandemic-induced supply chain tensions exacerbated conflicts, particularly in sales and R&D. During strict pandemic controls in East China, some suppliers were unable to resume operations promptly, causing raw material delays. Meanwhile, overseas orders surged, forcing the procurement team to scramble for materials to maintain production. Additionally, the Nordic headquarters’ high standards for material specifications and manufacturing capabilities intensified supply chain pressures. Zhou Zhengdong had to make careful decisions to ensure T Company’s competitiveness in a challenging market and supply chain environment.

Case Link: From Global Factory to Cultural Resonance: T Company’s Journey of Cross-Cultural Team Collaboration

3. "Honoring Heritage, Embracing Innovation: Shanghai Soap’s Path as a Time-Honored Chinese Brand"

Authors: Wang Liangyan, Zhang Siyu, Tang Yanfei, Sun Boyang, Wang Zhenming
Case ID: China Business Administration International Case Library, MKT-25-066

Abstract:
This case study focuses on Shanghai Soap, a time-honored Chinese brand, and explores the opportunities and challenges it faced during its development. Guided by the philosophy of "transforming Chinese products into Chinese brands," the company adopted a 12-character strategy: "Heritage, Transcendence, Craftsmanship, Renewal, Integrity, and Transformation." This approach led to two of its brands, Bee & Flower Sandalwood Soap and Shanghai Medicinal Soap, being recognized as time-honored brands. In product development, Shanghai Soap preserved the core formulas of its star products while continuously optimizing functionality. In brand building, it actively explored new sales channels, engaged with consumer groups, and innovated in marketing. From a sustainability perspective, Shanghai Soap has evolved into an enduring legacy brand.

The case offers two unique insights: First, it examines how a time-honored brand balances heritage and innovation—a hot topic in the industry. Second, it details how Shanghai Soap, a brand beloved by older generations, employed branding strategies to capture the attention of Gen Z consumers.

Case Link: Honoring Heritage, Embracing Innovation: Shanghai Soap’s Path as a Time-Honored Chinese Brand

4. "Empowering Industries, Sustaining Impact: Hailiang Group’s Dual-Engine Model for Rural Revitalization"

Authors: Wang Liangyan, Tang Yanfei, Sun Boyang, Wang Feifei
Case ID: China Management Case-Sharing Center, MKT-1438

Abstract:
Sustainable economic development is an issue of growing importance. This case study examines how the Hailiang Group has responded to the government's call by adhering to a development philosophy of "pursuing corporate benefits while prioritizing social contributions" to fulfill its social responsibilities. Through its education arm, Hailiang Education, the group provides both direct aid ("giving a fish") and capacity-building services ("teaching how to fish"), fostering a collaborative community for revitalizing rural education. Its agricultural brand, Mingkang Hui, has built an integrated "from farm to fork" supply chain, ensuring food safety at the source and driving agricultural revitalization through multiple strategies, thereby establishing a community for rural agricultural industry renewal. By adopting this dual-engine "Education + Agriculture" model, Hailiang Group has effectively integrated these sectors, enhancing the reputation, appeal, and innovative vitality of its core businesses. This case details how Hailiang Group, with its foundation in intelligent manufacturing, developed and implemented this distinctive model and explores its potential for creating future value, offering valuable insights for other Chinese private enterprises.

Case Link: China Management Case-Sharing Center