Subject category:
Strategy and General Management
Published by:
International Institute for Management Development (IMD)
Version: 25.06.2009
Length: 13 pages
Data source: Field research
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Abstract
This is part of a case series. In its early stage, Vanke was as opportunistic and diversified as many other Chinese companies. But it gradually sold off non-core businesses and focused on residential property development, which helped it to become one of the largest real estate developers in China. In early 2008, Vanke expected China's residential market would experience a downturn. It faced a decision whether or not to lower the prices.
Location:
Industry:
Size:
2007 revenue of CNY33.49 billion, net profit of CNY4.84 billion
Other setting(s):
2008
About
Abstract
This is part of a case series. In its early stage, Vanke was as opportunistic and diversified as many other Chinese companies. But it gradually sold off non-core businesses and focused on residential property development, which helped it to become one of the largest real estate developers in China. In early 2008, Vanke expected China's residential market would experience a downturn. It faced a decision whether or not to lower the prices.
Settings
Location:
Industry:
Size:
2007 revenue of CNY33.49 billion, net profit of CNY4.84 billion
Other setting(s):
2008


Simplified Chinese language

