World Competitiveness Yearbook 2020

Europe’s economy can stay competitive if digital sovereignty, capital markets integration and business leadership help innovative firms scale.

Pang Dong Lai (PDL) is a regional Chinese supermarket chain that generated an astonishing $3.27 billion in revenue in 2025 with only 14 stores, vastly outperforming national and global giants in per-store efficiency. In a retail landscape defined by fierce competition and razor-thin margins, PDL's success stems from a radical, people-first operating model. By distributing 95% of its profits to employees and management, PDL has engineered an unparalleled service-profit chain, translating extreme employee loyalty into absolute customer trust. This case vividly illustrates the core of strategic positioning: Strategy is about choosing what not to do. To protect its high-trust culture and prevent employee burnout, visionary founder Yu Dong Lai deliberately constrained expansion, mandated weekly store closures, and even shuttered profitable locations. This extreme altruism created a paradox of unintended growth, as overwhelming national demand pushed 2025 sales far beyond the company's self-imposed limits. At the start of 2026, PDL stands at a critical crossroads, profoundly intensified by Yu Dong Lai's retirement announcement and the transition to an 8-person management committee. The new leadership must navigate two distinct growth paths. The first is to 'scale the product' nationally as a direct-to-consumer (DTC) brand via a supply chain partnership with JD.com, risking the commoditization of a brand rooted in local, in-person experiences. The second is to 'scale the experience' by building massive, capital-intensive destination retail complexes. Participants are challenged to step into the shoes of the succeeding management team. They must evaluate the strategic tradeoffs of each expansion path, debate whether an 'unscalable,' founder-driven culture can be successfully institutionalized, and ultimately decide how to scale the business without changing its soul.

As oil prices have soared following the outbreak of war in Iran, electric vehicles are back in focus. But the biggest beneficiaries are not American or European brands. They are Chinese manufacturers and, increasingly, Japanese carmakers building ...

The IMD Smart City Index shows why resident satisfaction matters more than rankings when cities assess smart infrastructure and public trust.

Why a report on Latin America and the Caribbean in 2026? In the geopolitical climate of 2026, companies building resilient, quality-focused models close to home are making a wise investment in their long-term prosperity. At the same time, Latin Am...

Latin American citizens have a clear sense of what is wrong with their cities. They want safer streets, better hospitals, and governments that are transparent and accountable. What they are not prioritizing are the structural changes that would fi...

The WCC defines a ‘smart city’ as one that strikes a good balance between its economic prowess (jobs and business activity included), applied technology, environmental concerns, and inclusiveness. The end goal? To facilitate a high quality of life...

Considering a career transition? Begin by identifying your unique values and strengths. Sophi Hazi and Arturo Pasquel guide you through the process.

Ecosystem competition is reshaping strategy as firms shift from linear advantage to value networks. Mark Greeven explains how leaders must rethink growth and governance.

Many of us still equate gaming with dudes playing video games like Grand Theft Auto in a basement. In fact, as Bastian Bergmann told Stefan Michel in a recent I by IMD Book Club webinar, almost three and a half billion people globally play games t...