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Abridged version
-
Reference no. IMD-7-2026
Published by:
Institute for Management Development (IMD) (2018)
Version:
04.10.2018
Revision date:
13-Nov-2018
Length:
15 pages
Data source:
Field research

Abstract

This is an abridged version. Chinese conglomerate Wanda Group, headquartered in Beijing, is the country's largest commercial property developer and the world's largest movie theatre operator. One of its core businesses is the Wanda Plazas - large complexes encompassing shopping malls, cinemas, hotels and offices. 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 e-Commerce giants such as Alibaba and JD.com, 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.

Topics

Strategy; Real estate; Commercial properties; Technology; Retail; Bricks and clicks; Globalization; Digital transformation; Digitalization; Business innovation; Corporate culture; Online to offline
Locations:
Size:
156,000 employees
Other setting(s):
1988-2017

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