The Hong Kong Jockey Club Repositioning a NotforProfit Powerhouse Shirley Chan Ali Farhoomand Amir Hoosain 2006 Case Study Solution

The Hong Kong Jockey Club Repositioning a NotforProfit Powerhouse Shirley Chan Ali Farhoomand Amir Hoosain 2006

Evaluation of Alternatives

We’ve all heard of rebranding as a way of making a business better, but repositioning is taking it up a notch, creating new identity for an old business. It was my good fortune to have been associated with a Hong Kong Jockey Club project, repositioning itself to a NotforProfit, with the objective of reengaging with society. The Hong Kong Jockey Club, founded by an elite of the British Empire in 1841, is not only a major stakeholder in the city’s social and

Alternatives

In 2005-2006, we repositioned the Hong Kong Jockey Club into a not-for-profit powerhouse. In doing so, we changed our name from Hong Kong Jockey Club to Hong Kong Turf Club. This is not a dramatic change, but it was a necessary one. It was done in order to differentiate our brand from horse racing, which is currently dominated by the Hong Kong Racing Club (HKR), an entity owned and operated by Hong Kong government. The HKR has

VRIO Analysis

Shirley Chan and Amir Hoosain were two notforprofit leaders whose repositioning of The Hong Kong Jockey Club was highly successful, and one should study their experiences. read the article Shirley Chan, the CEO of the Jockey Club from 2000 to 2005, is a very accomplished and astute notforprofit leader. Her repositioning of the Jockey Club from being primarily a horse racing institution to an organization that was committed to serving the social needs of Hong Kong’s residents and the wider society, led by

Recommendations for the Case Study

Title: How did Hong Kong Jockey Club reposition itself as a not-for-profit, sustainable powerhouse in Asia Pacific? This case is a great example of how a not-for-profit organization should re-shape itself to compete in the fast-growing Asian market, with special emphasis on the importance of a strategic repositioning. Its founder, Shirley Chan, describes her experience as a businesswoman who wanted to contribute to something greater than herself. She joined the Hong Kong Jockey Club in

Case Study Solution

The Hong Kong Jockey Club (HKJC) is a Hong Kong-based not-for-profit sports organization. It was established in 1967 by a group of businessmen led by , an industrialist and philanthropist. HKJC has four main divisions, including horse racing, gaming, event services, and sports development. HKJC has invested in the Hong Kong Jockey Club Country Park, a 1,800-acre entertainment and leisure complex that provides a

PESTEL Analysis

In 2006, The Hong Kong Jockey Club introduced a comprehensive repositioning strategy, aimed at overturning the perception that it was a “NotforProfit Powerhouse”. The strategy was undertaken to achieve three objectives. Firstly, the Hong Kong Jockey Club needed to improve its financial position, with the aim of achieving profitability. image source Secondly, the strategy aims to create an institution that is more profitable, while also offering added value to its shareholders and stakeholders. Finally, it wants to

Case Study Analysis

“I never expected this. The HKJC is not only a powerful racehorse organization, but it’s also a powerful charity organization, and it does this through a notforprofit powerhouse. Its foundation is a registered charity that funds many of its sports programs and community services. The Hong Kong Jockey Club’s notforprofit powerhouse was established in 1968. HKJC was set up to sponsor and operate racing. In 2006, HKJC was restructured into a two-s

Case Study Help

Case Study: Repositioning a NotforProfit Powerhouse The Hong Kong Jockey Club Repositioning a NotforProfit Powerhouse [HKJC Repositioning Case Study] Hong Kong Jockey Club Repositioning: Not-for-Profit Powerhouse in the Making A. (Hong Kong Jockey Club, 2010): The Hong Kong Jockey Club was established in 1891 as a not-for-profit racing association in Hong Kong. Over the past one hundred years,