In April 2001, Gao was able to raise enough funds to win the bidding war and regain control Han’s Laser. But the company was still struggling with a cash shortage, so in June 2004, after a successful IPO, the company was listed on Shjenzhen Stock Exchange. By 2007 sales had more than quadrupled since the IPO and the company did not have enough factory space to fill orders. Cash was once again a problem, so the company raised money through an SEO and went on to build the largest laser production site in the world.
Han’s Laser (A): A high-tech company with Chinese characteristics (1996-2000)
Summary
From humble beginnings in Shenzhen, China in 1995, Mr. Yunfeng Gao led Han’s Laser to become the dominant laser marker producer in China in 1999. H...
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IMD-3-2173
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©2010
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IMD Copyright
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English
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Han’s Laser (A1): Solving the cash problem (2000-2009)
Summary
In April 2001, Gao was able to raise enough funds to win the bidding war and regain control Han’s Laser. But the company was still struggling with ...
Reference
IMD-3-2174
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©2010
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IMD Copyright
Available Languages
English
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Han’s Laser (B): The challenge of growth and profitability (2000-2009)
Summary
By 2006, Han’s Laser had risen to be the world’s number one producer of laser markers. However, Gao felt that the historical compound annual growth...
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IMD-3-2175
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©2010
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IMD Copyright
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English
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Han’s Laser (C): Redefine the business (2009 and beyond)
Summary
After redefining its growth strategy and repositioning itself as a light sourcing company, Han’s Laser diversified into providing industrial soluti...
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IMD-3-2176
Copyright
©2010
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IMD Copyright
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English
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Are you up for the challenge of a downturn? Here’s how to ensure you are
Summary
Is your team ready for tough times? Ask these 7 critical questions to assess resilience, redefine success, and lead through uncertainty with purpose.
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Can you rely on AI? - AI Trust Checklist
Summary
Use our AI Trust Checklist to avoid bias, hallucinations, and deepfakes. Practical tips to build trust in your AI systems.
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Candles Killer: Lighting up the world at the bottom of the pyramid
Summary
Shenzhen Power-Solution (SPS), founded in 2009 in China as an entrepreneurial venture, disrupted traditional lighting markets in African villages with its flagship product, Candles Killer. This solar lamp, priced under $5, replaces hazardous kerosene lamps and has an optimized design (9 components, water-bottle stands). The candles killer solar lamp addresses the critical need for affordable, safe and sustainable lighting for people at the bottom of the pyramid (BOP), a huge market that multinationals struggle to reach. By achieving both low cost and differentiation, SPS created a blue ocean market. The company has made remarkable progress in its mission to provide solar lighting to underserved communities: by 2023, it illuminated over 55 million people across 7.8 million households in 66 countries. Beyond social impact, SPS achieved environmental sustainability at scale, reducing cumulative carbon emissions by 6.7 million tons, the equivalent of planting 368 million evergreen trees. Candles Killer's success led SPS to expand its product line into a solar home system for phone charging and multi-bulb lighting. SPS also introduced Solar Media, a platform with pre-loaded content (medical tips, farming methods, education) to share vital knowledge in remote regions.
Reference
IMD-2661
Copyright
©2025
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IMD Copyright
Organization
Shenzhen Power-Solution
Industry
Energy;Utilities, Electricity Supply;Consumer Goods, Consumer Electronics
Available Languages
English
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Are stakeholders making or breaking your strategy?
Summary
Leaders are often unaware of their value-critical stakeholders, inhibiting progress on strategic issues. The solution is to get rid of free riders and predators and build more involvement in the value-creation cycle by the stakeholders that matter...
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Leading Global Operations - Complexity and Change
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Leading global operations through complexity and change in 2025 means embracing AI and ML to streamline supply chains and meet rising demands.
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Detroit Entrepreneurship - Motor City Innovation
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Many regional developers have tried and failed to emulate Silicon Valley’s VC-driven model for innovation. Detroit, the birthplace of Ford, is following an alternative route – with promising results.
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Repairing reputational damage: don’t go the way of Boeing
Summary
All organizations should have a plan to secure trust during, after (and even before) a crisis hits. Here are a host of examples, good and bad, to learn from.
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The price of innovation: Will Medacta compromise its DNA by embracing robotics?
Summary
Medacta Group SA is a rising star in the orthopedics market, achieving global success through innovative products and techniques, with a particular emphasis on minimally invasive techniques that bring meaningful value to its patients. With its approaches such as Anterior Minimally Invasive Surgery (AMIS) for hip replacement and Kinematic Alignment for knees, Medacta offers high-quality techniques, supporting tools and cutting-edge implants. It also offers personalized surgeon education through the Medacta Orthopedic Research and Education (M.O.R.E.) Institute. Medacta is situated in an evolving landscape, with competitors including Stryker and Zimmer Biomet investing heavily in robotic technologies. Technological advances are being made in data-driven planning tools – including augmented reality – and research institutes are looking for the most advanced solutions as demanded by many hospitals and surgeons. Despite these trends in the industry, Medacta's CEO, Francesco Siccardi has concerns regarding the value of existing robotic systems, noting their lack of proven benefits in patient outcomes or cost reductions, especially in a context of increasing emphasis on value-based care and sustainability. The case explores the opportunities and challenges confronting Medacta as they decide whether to enter the orthopedic robotics market. The company wants to continue to differentiate itself and drive growth in line with its foundational principles of patient care, operational excellence and sustainable innovation. Today, Francesco faces a critical decision around whether now is the time to enter the robotics market and, if so, how Medacta should do so to preserve its culture and stay true to its DNA.
Reference
IMD-2663
Copyright
©2025
Copyright owner
IMD Copyright
Organization
Medacta Group
Industry
Healthcare, Medical Device
Available Languages
English
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Efficient Green Transition - 4 Effective Strategies
Summary
By managing ESG-heavy assets separately, companies can drive progress in their sustainable business units while addressing the sustainability challenges of traditional assets. Here are four effective strategies to achieve your goals.
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Strategy Meets Execution - Supply Chain
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10 years of exclusive surveys reveal top supply chain strategy challenges—and how tools like AI, ML, and digital twins are reshaping the path forward.
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