In a decade's time, Convoy Financial Services Ltd, the brainchild of two entrepreneurs, had gone through the turbulent background of the Asian financial crisis, SARS, the dot-com bubble and the 2008 financial tsunami, and developed into one of the best independent financial adviser (IFA) firms in Hong Kong. As the foam settles from the financial tsunami, Convoy was seeking to position itself beyond Hong Kong to become a regional player.

As with other successful European China-traders, the Hong Kong based family controlled Jebsen Group, operating under hostile environment and political unrests, has thrived and prospered for more than 100 hundred years. The case identifies the past success factors and examines the challenges faced to survive for another 100 years under the Jebsen’s family ownership. The current Chairman, Michael Jebsen, contemplates the necessary strategies to maintain the Jebsen legacy.

In 2003, Lee and Li encountered the biggest crisis in its 40 plus years of history. Lee and Li was the custodian of US technology company SanDisk’s stock investment in Taiwan, and one of its staff had sold the stocks without authorization and run away with the proceeds. The embezzlement left the law firm in huge debt to SanDisk. Nonetheless, Lee and Li managed to negotiate a deal with SanDisk and in the subsequent years repaid the embezzled money.

On November 25, 2005, the Hong Kong Housing Authority (HA) successfully divested a major portion of its shopping and carpark facilities through the listing of the Link REIT. The properties are located within the government housing estates and have been inefficiently managed by the HA. To address its financial crisis and to concentrate on its core objective of providing housing for those who could not afford private accommodations, HA decided to divest these properties.

Oasis Hong Kong Airlines, Hong Kong’s first long-haul, low-fare airline, once received the “Best New Service” and “Best Business-Class Carrier” awards, was forced to cease operations in April 2008. The airline had accumulated a loss of HK$1 billion (US$128 million) since its inception. What had gone wrong?

As the octogenarian Dr. Hari Harilela GBS, OBE, JP1 contemplates the future of his group of companies; the most pressing issue on his mind is how to ensure a smooth succession that will place Aron, his only son, as head of the business and at the head of the family at the appropriate time. Apart from the usual challenges faced by any heir, Aron will also have to overcome the “handicap” of his youth when dealing with senior family and board members, and learn to lead in resolving issues smoothly and driving the agenda forward.

Since early 2005, Oscar Chow, Executive Director of both Chevalier International Holdings Limited (“CIHL”) and Chevalier iTech Holdings Limited (“CiTL”)1, planned and executed the transformation of CiTL from a technology company into a food and beverage business. Before the transformation, CiTL was experiencing difficulties in a fiercely competitive and volatile technology market with a sub-optimal strategy that could not be fixed easily. To adapt to the changing business environment proactively, Oscar made a bold move to reshape CiTL through acquisitions of Pacific Coffee Company in April 2005, and the Igor Group’s portfolio of food and beverage business in 2007.

Within a few years of its incorporation in 1993, Pacific Coffee had transformed from a fledgling set-up to a premium brand in Hong Kong. As a forward thinking entrepreneur, Tom Neir knew that at some point, he and his business partners might want to exit the business and move on to something else. Instead of holding on to his brainchild, Tom thought it might be worth bringing in new investors who could carry it to new heights.

James Thompson, Chairman of Crown Worldwide Holdings, in his mid-sixties, had begun to think of succession issues. The treasured achievement of his life would inevitably see the day when its founder was no longer there to oversee its operations and development; yet it was uncertain whether any of his children had the competence, stamina or interest to take over such a diversified global conglomerate. Thompson understood very well that, although he was still in good health and good spirits, he had to tackle these issues before it was too late.