In 2017, Dalian Wanda Group had become a multinational conglomerate that was China’s largest commercial property developer and the world’s largest movie theatre operator. With Wanda Plazas – large complexes encompassing shopping malls, cinemas, hotels and offices – as one of its core businesses, Wanda had expanded into sectors such as cinema chains, film production, theme parks, internet technology, sports and finance. Wanda’s competitive advantages include a strong culture of execution and a proprietary technology backbone that supports and automates decision making processes. With the growth of ecommerce giants such as Alibaba and, traditional retail was coming under threat. Wanda, with its background in offline retail, saw the online-to-offline space as an opportunity. But, how best to execute? This case study follows Qu Dejun, president of Wanda’s newly formed Internet Technology Group, as he and his team explored ways to leverage Wanda’s traditional strengths to bring an online-to-offline strategy to fruition. Learning objective: This case covers a wide variety of topics spanning corporate culture, business evolution, and innovation. Learning objectives include: 1) Analyse decisions and circumstances underpinning strategic direction changes. 2) Explore the role of leadership and leadership style in shaping corporate culture. 3) Understand the challenges and potential opportunities of integrating technology into traditional businesses. 4) Explore and contrast the different approaches to innovation.
Strategy; Real Estate; Technology; Retail; Bricks and Clicks; Globalization; Digital Transformation; Digitalization; Business Innovation; Corporate Culture; Commercial Properties; Online to Offline
Asia; China; Real Estate Industry; Entertainment Industry; Finance Industry; Technology Industry; Retail Industry; 156,000 employees; 1988-2017
Case (Field Research)
21 pages