Han’s Laser (C): Redefine the business (2009 and beyond)
After redefining its growth strategy and repositioning itself as a light sourcing company, Han’s Laser diversified into providing industrial solutions (rather than just products and services) for other industries. This led it into the fast-growing LED and solar industries. It also entered the real estate industry and made a small foray globally with a small stake in an Italian company. The company also implemented a new service policy, whereby the company would provide service free of charge for the first year after which it would offer the possibility of purchasing a VIP worry-free plan with an annual fee equal to 3% to 5% of the value of the machine. However, there was some severe resistance to this from some of the company’s biggest customers.
This case leads to a discussion centered on the options of redefining and repositioning a company for growth and profit. The change in service policy that the company implemented also leads to a discussion about how sales can deal with resistance from key customers.
2000-2009
Cranfield University
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- Han’s Laser (A): A high-tech company with Chinese characteristics (1996-2000)
- Han’s Laser (A1): Solving the cash problem (2000-2009)
- Han’s Laser (B): The challenge of growth and profitability (2000-2009)
- Han’s Laser (C): Redefine the business (2009 and beyond)
- Han’s Laser (A): A high-tech company with Chinese characteristics (1996-2000)
- Han’s Laser (A1): Solving the cash problem (2000-2009)
- Han’s Laser (B): The challenge of growth and profitability (2000-2009)
- Han’s Laser (C): Redefine the business (2009 and beyond)
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COVID-19 challenges the value systems of family firms and urges them to adapt their behaviors, affecting their identities. This study aims to explore how and why family businesses strategically respond to challenges to their identity during COVID-...
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