瑞安房地产:CEO继任 (B)

Translated title of the contribution: Shui On Land (SOL): The Next CEO (B)

Shu Lin (First Author), Neng Liang (Participant Author)

Research output: Other contributionCase Studies

Abstract

Case A in this three-part series introduces the history of Shui On Land (SOL, the famous real estate developer in Shanghai that developed and operated Xintiandi, or “The New World”), the development process of Shanghai Xintiandi, and the commercial mode of and external environmental changes facing SOL. On this basis, it puts forward the issue to be addressed in the case, which is the succession plan of SOL during an important transition period in 2010. Was it necessary for Lo to retire? Should Shui On become a family business or a non-family business? Should the successor be a professional manager or an internal manager? How could an internal manager be selected as the successor? Case discussions may help students gain a better understanding of leader handover of enterprises, particularly CEO succession in enterprises controlled by the founder. Focusing on Li Jingang, who was appointed as CEO of SOL in early 2011 but resigned in January 2014, Case B offers two explanations for Li’s resignation, and aims to guide students to further reflect on the problems with the process and method of SOL’s CEO selection in 2010. Case C introduces the situation of Shui On from the aspects of Li Jingang's personal performance and Xintiandi model, so as to help students consider the selection of CEO in 2014 more deeply.
Translated title of the contributionShui On Land (SOL): The Next CEO (B)
Original languageChinese (Simplified)
Number of pages2
Publication statusPublished - 1 Dec 2014

Case number

GM-14-229

Case normative number

GM-14-229-CC

Case type

图书馆案例

Update date

2016-08-19

Published by

中欧国际工商学院

Keywords

  • CEO继任
  • 商业模式
  • 家族企业
  • 房地产行业
  • 选拔流程
  • 高管团队

Case studies discipline

  • General Management

Case studies industry

  • Real Estate and Rental and Leasing

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