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Thumbnail image for product with reference number IMD-3-1934
China Ocean Shipping (Group) Company
Case
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Reference no. IMD-3-1934
Subject category: Strategy and General Management
Authors: Peter Lorange (International Institute for Management Development (IMD)); Lily Zhang (International Institute for Management Development (IMD)); Gary Liu (International Institute for Management Development (IMD))
Published by: International Institute for Management Development (IMD)
Originally published in: 2008
Version: 04.07.2008
Length: 7 pages
Data source: Field research
Topics: Transformation; Strategy; Innovation; International shipping; General management
Share a link: https://casecent.re/p/82851
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Abstract

In 1998, COSCO''s President and CEO Wei Jiafu initiated a ''two transformation'' strategy at COSCO: transformation from a global shipping carrier to a global logistics operator based on the shipping business, and from a cross-border business player to a multinational conglomerate. To carry out the transformation from a carrier to a logistics operator, COSCO planned to extend the industry value chain and move into logistics, terminal operations, ship repair and shipbuilding businesses. This case follows COSCO''s transformation and development through to 2007 and looks at the challenges ahead.
Location:
China
Industry:
Shipping
Size:
By 2007, world's 2nd largest shipping company, USD17 billion corporation, 80,000 employees
Other setting(s):
1998-2007
Thumbnail image for product with reference number IMD-3-1934-T
China Ocean Shipping (Group) Company
Teaching note
-
Reference no. IMD-3-1934-T
Subject category: Strategy and General Management
Authors: Peter Lorange (International Institute for Management Development (IMD))
Published by: International Institute for Management Development (IMD)
Originally published in: 2008
Version: 10.09.2008
Length: 4 pages
Data source: Field research
View full details

About

Abstract

In 1998, COSCO''s President and CEO Wei Jiafu initiated a ''two transformation'' strategy at COSCO: transformation from a global shipping carrier to a global logistics operator based on the shipping business, and from a cross-border business player to a multinational conglomerate. To carry out the transformation from a carrier to a logistics operator, COSCO planned to extend the industry value chain and move into logistics, terminal operations, ship repair and shipbuilding businesses. This case follows COSCO''s transformation and development through to 2007 and looks at the challenges ahead.

Settings

Location:
China
Industry:
Shipping
Size:
By 2007, world's 2nd largest shipping company, USD17 billion corporation, 80,000 employees
Other setting(s):
1998-2007

Related

Thumbnail image for product with reference number IMD-3-1934-T
China Ocean Shipping (Group) Company
Teaching note
-
Reference no. IMD-3-1934-T
Subject category: Strategy and General Management
Authors: Peter Lorange (International Institute for Management Development (IMD))
Published by: International Institute for Management Development (IMD)
Originally published in: 2008
Version: 10.09.2008
Length: 4 pages
Data source: Field research
View full details