Fotile Group: Creating a Culture-Driven Organization

Siew Kim Jean Lee, Huirong Ju, Liman Zhao

Research output: Other contributionCase Studies


This case delineates how Fotile Group (hereinafter "Fotile") continuously upgraded its vision, mission and broader cultural system in its pursuit of becoming a “great company” and “delivering happiness to millions of families.” Since its establishment in 1996, Fotile has attached great importance to corporate culture and invested substantial efforts to develop and transform its culture. Having gone through four main stages of exploration and development, Fotile devised a unique cultural system combining traditional Chinese culture with Western management theories. Since then, Fotile's unique culture has guided internal management. An employee management system promoted benevolence by providing love and care while assisting staff in finding material and spiritual fulfillment. In addition, Fotile's broadly-held consensus that “Culture is business” instructed the product development team to prioritize customers’ happiness over profits and convey the firm’s values via innovative and user-friendly products.
Original languageEnglish
Number of pages17
Publication statusPublished - 30 Jun 2021

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Case type

Field Case

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Published by

China Europe International Business School


  • Corperate Culture
  • corporate culture
  • Human Resource Management
  • organizational behavior
  • Strategic Management
  • strategy management
  • Enterprise management
  • corporate management

Case studies discipline

  • Human Resource Management
  • Organizational Behavior
  • Strategy

Case studies industry

  • Manufacturing
  • Retail Trade


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