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This is a Simplified Chinese version. The Liang family, experienced family hoteliers in China, had to leave the mainland under the pressure of the forces of Chairman Mao and the Communist Party of China in 1949. They resettled in Taiwan, resumed their hospitality business and now, two generations later, have returned to Nanjing to find that their family's old guest house has been allowed to run down and deteriorate as a Chinese state-owned enterprise (SoE). They repurchase the old guest house with the intention to redevelop it. How will they deal with this privatization and the inevitable bureaucracy of purchasing, demolishing, and rebuilding the old guest house? How will they convert the existing SoE human resources (trained under planned-economy conditions) into dynamic employees operating in the market economy, while being sensitive to the cultural characteristics and challenges of this mainland Chinese workplace? With more than 6,000 Chinese SoEs still being targeted for privatization, this case is very relevant and provides a real-world opportunity for students to exercise their research, analytical, international management, entrepreneurial, and cross-cultural management skills.