Cheung Yan: China’s Paper Queen
Midterm Case Study
Cheung Yan is the chairperson and co-founder of the Nine Dragons Paper Holding Company and a truly successful business leader. The company she founded in 1995 was by June 2007 a pulp and paper powerhouse. It had 13 giant papermaking machines, about 8,600 fulltime employees, $1.4 billion in annual revenue and $300 million in profits.
She started off modestly by setting up a small scrap paper brokerage in Hong Kong in 1985. By 1990, she realized that Hong Kong’s market was too small for her ambitions, so she moved to the U.S. and started a paper trading company called America Chung Nam. She was able to collect paper for recycling ...view middle of the document...
Also understanding the importance of ethical and social responsibilities, she believed that in the long run, they would benefit from meeting those responsibilities.
By running Nine Dragon’s with an international mindset from the beginning, Cheung was able to gain the competitive advantage in China’s paper industry. By setting an environment of being an honest and transparent company, Cheung Yan has been able to proof that you can be a leader without cutting corners. If you invest in the important factors on your company, you will be able to reap the rewards.
[ Cullen, J. B., & Parboteeah, K. P. (2011). Multinational Management. Mason: South-Western Cengage Learning. ]
Case Discussion Questions:
1. What is strategic leadership?
Strategic leadership is the use of strategy in the management of employees or workers. The main goal is to find methods to motivate workers to take interest and initiative in improving and increasing their productive contributions to the company in question. Strategic leadership is a model of management that trains workers to best prepare the company for what’s ahead. Awareness plays a major role in strategic leadership, and so strategic leaders are constantly looking towards the future and analyzing all possibilities in terms of preparation. Other features that these leaders must have are adaptability and growth-orientation; after all these are the individuals who must take responsibility for the actions of the workers with the final goals being to strive towards achieving the best possible results for the respective company. Productivity may be the main goal of strategic leadership, but it doesn’t mean that workers should be taken advantage of to achieve maximum productivity. Workers should be motivated instead, and an environment in which workers can anticipate the company’s needs in relation to their own jobs should be created. Quality is valued over quantity. Strategic management realizes that workers must be respected and motivated in ways that do not compromise their dignity, but at the same time try to increase productivity as much as possible.
2. What would constitute key strategic leadership actions? What are the key elements of a “Balanced Scorecard”?
Strategic leadership involves managing through other, managing all the functions of a company, and also continuously coping and adapting to the...