The Hong Kong Jockey Club: Repositioning a Not-for-Profit Powerhouse Harvard Case Solution & Analysis

Hong Kong Jockey Club grew from a simple statement of origin in huge games, with an authorized monopoly on horse racing, football betting and lotteries. At the same time, the club was a major benefactor of Hong Kong charity and community. It was also the largest taxpayer in Hong Kong, the operator prestigious club membership and spent some of the most complex implementations of information technology in Asia. Under the direction of Lawrence Wong, the first ethnic Chinese executive of the Jockey Club, the club set about installing the management discipline in the organization and increase rates of return. He also oversaw the launch of football in 2003. By 2005, the emergence of local illegal and unauthorized offshore gambling operators are usually based on the Internet and who do not pay taxes, work with minimal overhead, several regulatory restrictions, and thus offer great benefits and more betting options pose a significant threat to income of the club. Wong should take the lead to protect the club's gaming revenue from a variety of threats and competitive forces. "Hide
by Shirley Chan, Ali Farhoomand, Amir Hoosain Source: University of Hong Kong, 51 pages. Publication Date: January 18, 2006. Prod. #: HKU724-PDF-ENG

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