Li & Fung Case Study Analysis

This assignment requires a detailed analysis of the Li & Fung case study, focusing on their business strategy, particularly in global sourcing. Students must apply relevant theoretical frameworks like resources-based theory and relational view to understand Li & Fung's success. The analysis should also consider the company's operations within the digital economy and its impact on supply chain management.

Li & Fung’s Limited1
Li & Fung’s Limited
Strategic IT growth policy analysis
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Li & Fung’s Limited2
Executive summary
Li & Fung Limited is a leading global supply manager chain that is responsible for the
maintenance of the supply chains of varied US and EU brands. In the recent times, the company
has introduced the Inchcape Buying Services (IBS), thereby opening gates to the European
market, has entered the market through Venture Capital Corporation and has evolved the model
of global sourcing in the company for sustainable growth practice. The business has also gained
strength through their supply chain customization, holistic global chain model, virtual
manufacturing and a model of border-less manufacturing in their operations to further gain
business advantages. These practices are reflective of strategic management and leadership while
suggesting an inclination towards technology, innovation, and continuous market-based
adoption. Through the present review, the IT policy and adoption system of the company in term
of relevance, opportunities, and challenges is addressed. The study deploys resource based
theory to reflect that the business is improved in the face of higher stakeholder consideration,
increased connectivity, and strategic business practice. The study concurs challenges in the name
of competition, the threat of substitution and lack of face to face connectivity with the
consumers.

Li & Fung’s Limited3
Introduction
Li & Fung Limited is a leading global supply chain manager that is responsible for the
maintenance of the supply chains of varied brands placed in the US and EU brands. Founded in
1906 and situated in the Guangzhou, Hong Kong, Li and Fung cater to the retail industry. The
organization associates itself with over 12000 suppliers and 22,000 worldwide employees that
are focused towards the product designing and development, the supply of the raw materials and
factory sourcing as well as distribution. It has over 250 offices in 40 markets. It works with
15,000 suppliers to service 8,000 customers (Li and Fung, 2014).
Founded by Fung Yiu-hing and Li To-ming, the firm grew out to be a limited company in
Hong Kong and it soon expanded to globalize the company’s business through foreign trade, and
overseas retail (McFarlan, 2012). Over the years the concluding generations of the founding
family have strived to resuscitate the business model of the company, through practices such as
human resource management, overcoming the Chinese style management, mergers, and
acquisitions and enabling of an aggressive digital business strategy to gain a competitive
business advantage (McFarlan, 2012).
In the recent times, the company has adapted the Inchcape Buying Services (IBS),
opening gates to the European market, entered the market through Venture Capital Corporation
and has evolved the model of global sourcing in the company for sustainable growth practice (Li
and Fung, 2005). The business has also gained strength through their supply chain customization,
holistic global chain model, virtual manufacturing and a model of border-less manufacturing in
their operations to further gain business advantages, thus reflective strategic management and
leadership through their operations (Malecki and Moriset, 2007).

Li & Fung’s Limited4
Report purpose
Since its foundation, Li and Hung have established a culture of innovation and has
developed a corporate culture of adaptability and growth through reaching out to wide scope of
audience.As opposed to the other Chinese business, the company has not only enabled foreign
operations, rather has also facilitated growth through foreign associations, giving focus to
loyalty, over nepotism and familiar frameworks (Ungson and Wong, 2014). Focus towards the
consumers as well as the employees, and strong business relations are among the few core
strengths of the business model(Li, 2014).
The world is experiencing changes, and like most adapt business frameworks, Li and
Hung are reflective and considerate of the same. Recognized as a business model structured on
technology, innovation, and adaptation, the company has adapted the technology for its growth
model. One of the primary companies of its time to incorporate an intranet framework, Li and
Hung’ tryst with technology has long since been acknowledged and appreciated in the industry
(Hill and Jones, 2012). At the company, an awareness that business must be compelling as per
the element of the environment has been understood.
Every business needs a strategy for the adoption of the new technology, and the same is
evident in the context of the present analysis as well. It is noted that the company has propelled
the adaptation of intranet for the purpose of the workplace interactions and insider interactions
(Hill and Jones, 2012). Through the means of this incorporation, the business benefitted in terms
of the instant access to the media and allowed reduced risk through increasing the competencies
for industry analysis (McFarlan, 2012). In addition, the process enabled increased connectivity
with the consumers, the stakeholders and the suppliers, which further enhanced the relationship

Li & Fung’s Limited5
based business model framework for the organization, while giving it an image of competitive
strength owing to the enabling of technology in the business (Malecki and Moriset, 2007).
Amidst these trends, the business developed through an improved understanding of the
trade protection, gained higher comprehension of the macro economic analysis, gained improved
sourcing placement and established itself as a virtual factory. These variables are reflective of the
changing models of economic in their business, thus displaying strategic business practices and
competitive edge.
Through the development of technology and the adoption of the information system, the
business succeeded in terms of the supply chain management(Gupta et al. 2013). This enabled
the business to establish a proprietary information network that served as a means for the data
mining (McFarlan, 2012). It is noted that through this adoption the business was able to follow
many principles of the Maslow’ hierarchy of the needs, where the primary needs of cost
effectiveness and availability were met with a sense of engagement and satisfaction, to enable a
more holistic relation for consumers (Kaya and Azaltun, 2012).
This further allowed the business to develop consumers more vehemently and adapt the
data in terms of continuous development and exchange. However, through this exchange and
adoption, the active social exchange is lost, and the failures in the sense of the threat of loss of
familiarity and a sense of connectivity were made evident with the suppliers and buyers as per
the social relation theory (McFarlan, 2012). In addition, challenges associated with the retention
of the employees, lack of the maintenance of the relations with the masses and the challenges in
the light of enabling of technology in the business framework emerged (Kaya and Azaltun,
2012). Through the means of the present review, the challenges in the IT policies of the business
are reflected in a comprehensive light, and recommendations are shared for improvement.

Li & Fung’s Limited6
IT strategy of Li and Hung
It is noted that the business in the present framework seeks growth through globalization
and increasing the reach of the consumers, irrespective of the geographical limitations. These
principles of the social theory of the business were enabled in the business model of Li and Hung
when they adopted e-commerce practice (Li and Fung, 2013). They enabled an inbuilt house
framework to focus growth in the sector and formed “LiFung.com” to shape the in-house online
business and financial discussions with the staff.
The business strategy of Lifung.com was to focus on the SME showcase which was
directed towards reaching the stakeholders and promote LF (McFarlan, 2012). They enabled a
framework of forwarding their market data that further allowed the stakeholders to view their
action plan and hence develop risk strategies. With the new B2B Portal, the company expected to
have the capacity to aggregate the SMEs little requests, keeping in mind the end goal to achieve
a client restricted measure of customization, through clustered feedback, and aggressive costing
strategy (Li and Fung, 2013).
It is noted that these practices allowed the business to attain advancement in the business
which changed 10-15% of the commission in which the SMEs used to pay significantly more (Li
and Fung, 2006; Macha-Krol et al. 2014). In this sense, Li-Fung.com connected with the group
in the company through an extensive reach out the program, Furthermore, interior instructional
classes and everyday introduction to new innovation demystified the dread of LF's staff (Baltic
Sea Academy and Hogeforster, 2012). LF depicted such IT procedure that safeguarded their
position against online dangers while at the same time expanding operations into the SME (small
medium sized enterprise) and advertising segment (Li and Fung, 2005; Zheng and Wong, 2016).

Li & Fung’s Limited7
Through these steps, the business has been able to gain success in the operations where
development through resource based principles has been noted. In this sense, it is reflected that
through this resource based growth principle theory, the business has also profited in terms of the
reduction of the middle man(Oshri et al. 2015), and has gained presence of the higher
connectivity in the operations (Wong, 2011). In this sense, the company has gained prominence
through the resource utilization of the social and connectivity aspects of the company.
Yet, it is also noted that through these principles there has been some challenge in the
operation as well. In this sense, it is noted that albeit many advantages are related with going on
the web, dangers go with the new methodology as well. The dangers are separated into the
accompanying zone: Competitor, industry, Customer, People, and Financial. Fiscally, the cost of
setup is colossal and LF has challenges in the name of the budgetary issue as well as the training
of the staff and the management of the service (Gupta et al. 2013; Ling and Fung, 2013).
It is further noted that the business has faced improvement in the light of the individuals
insightful, where existing LF representatives have been allowed a chance to share their insights,
however, this has also raised challenges in the terms of the office conflicts, which has further
contributed towards higher worker turnaround rate (Wong, 2011). Discussing the contender, this
plan of action obstruction is not high; and it is noted that in the terms of the competitors the
business gains a chance of improvement in the light of increased connectivity with the
stakeholders (Hercheui et al. 2012). However, it is also a point of challenge in the face of
contenders that could build up a much comparative interface with similar technology
overnight(Li, 2014).
When discussing industry institutionalization of the product and equipment there arises a
need to additionally bring down the benchmark and assess the arrangement of Lifung.com. It is

Li & Fung’s Limited8
noted that the business model encourages by connecting the interior framework to the web, LF is
presented to a higher rate of infection assaults/security break that would upset the whole
framework that may colossal reason harm to LF. Inside the range of client, existing disconnected
key client (real shippers, wholesalers) dread of Lifung.com will harm their business by the
“disposing of the connectivity" (Hercheui et al. 2012).
When reflecting on the plan in the present case it is noted that the last the entire plan of
action is shaped under the presumption of ready to permit customization and aggressive cost
phishing for the end stakeholders. In the event, it is noted that the requests are not adequate to
legitimize, and LF could just pick between fulfilling their client needs at the cost of destroying
their general edge; or by dismissing the request on the danger of discolouring LF since a long
time ago settled notoriety (Li and Fung, 2006).
Business analysis
It is noted that the Li and Fung's outsourcing network is reflective of its worldwide
position and action. This association shows favorable position in fulfilling particular business
needs of the company such as maintenance of the relations. Moreover, this aspect ensures that
the business benefit in terms of associations and interactions that cultivate between the
divisions(Georgise et al 2012). This enhances the relevance for the stakeholders and enhances
their empowerment and engagement towards the organization and each other. As far as Li and
Fung's plan of action, it is noted that the business strengthens through "a virtual industrial
facility" which implies it represents considerable authority in giving item itself, not brand or
advancement (Macha-Krol et al. 2014; Swan, 2008).

Li & Fung’s Limited9
Despite the fact that there is enormous scale justification underwent for the retail
industry, it is troublesome that each organization has a major production line as there are loads of
contenders and design of the garments are continually changing, as is thought by Swan (2008).
The added pressure upon the organization in the face of the tailored marketing and distribution
channel complicate the supply chain model of the organization. Through the present e-commerce
framework, the business is limited in the sense of a generic framework of management (Ungson
and Wong, 2014).
The primary motivation behind why Li and Fung should be towards enabling the
advantages from the internationalization based internet and IT strategy into the business, to gain
a better sense of connectivity and consolidation in operations (Wong, 2011). At the point when
Li and Fung pick organizations, they search for what the organization is having around then, the
sourcing, the clients, and the representatives and their retail experience. However, with the
evolving business needs, Li and Fung can supplement their values through a concise business
model(Jung et al. 2014). It is well known that Li and Fung are the biggest world's provider of
retailers and through the enabling of an internet based framework model based on B2B, the
possibility of the union is enhanced (Li and Hung research center, 2008).
Over the years Li and Fung have made a change group survey authoritative procedures
and actualize a unit-by-unit progress operational framework. However, rather than compiling the
progress after the merger, Li and Fung has enabled a culture of the collective growth through
their IT policies. At the point when the size of the organization expands, the operational method
of the organization needs to continue changing also. And with this understanding, Li and Fung
has changed its mode into a more effective and reasonable one (Lavie, 2006). This alignment has
made the administration to be more expert and has made the generation more productive

Li & Fung’s Limited10
(Georgise et al 2012).Furthermore, enabling of the IT framework like in most cases has allowed
the business to grow in terms of increased sourcing network of Li and Fung and territorially
planned sourcing administrations while reducing work based conflict (Acedo et al. 2006).
In the meantime, Li and Fung can increase high notorieties among the developing
organizations, in light of the fact that the objective of the LFI is not secure these organizations
(Swan, 2008). For this situation, these organizations could unconstraint themselves. Thus
allowing the company to gain more comprehensive market prominence and new consumer base.
Recommendations and reflection
In perspective of the considerable number of advantages and hazard that the internet business
displayed, it is suggested that the business of Li and Fung needs a more comprehensive
understanding of the implications for the IT enabling and adapt a stage combination for adoption
in their business (BPP learning media, 2015). In this sense following process is discussed,
Stage 1, Beta dispatch of the framework to "test the water" of the new market. Amidst this
underlying stage, committed promoting/deals group are gathered to focus on the SME aspects of
the market (though that market can receive significantly less demanding) (Baltic Sea Academy
and Hogeforster, 2012).
Stage 2, Integrate the E-business with their Key existing clients which enable the Key existing
client to profit by a similar procedure (Jung et al. 2014).
Stage 3, incorporate the whole E-trade module inside its foundation to additionally enhance its
exceptional production network and administration framework.

Li & Fung’s Limited11
On the off chance that at any phase, the administration finds that the task is not any longer
doable, at that point, it is prescribed to cut the risks. In perspective of the conceivable negative f
of the current client, LF can offer certain connectivity options for the key clients on some plan to
help the key client to keep up aggressive challenges (Hill and Jones, 2012).
Likewise, some further rebate on the commission plan could be offered to the key client for
bigger mass requesting. As the innovation being created, it is dependably an alternative to
consider the utilization of a more institutionalized stage that can effectively connect with LF
intranet/extranet as the setup cost would be insignificant and support too (Hanna, 2009). To the
end, LF ought not misfortune its attention on what it is great at the whole all-encompassing store
network administration framework that LF has actualized in the recent times (Wong, 2011).
In perspective of the conceivable disappointment of the framework, a choice is to utilize
Distributed DBMS is made. The Distributed database is amidst the few databases which identify
the similar data. Notwithstanding, they can have diverse arrangements and distinctive
administration on them. This is the reason, in the event that one of them in any place confronts
disappointment, the regardless others continue working and no client gets mistake caused by that
disappointment. These databases may be at a various piece of the globe with the slightest shared
data with the assumption of sustained connectivity with the contingency plan (Bpp learning,
2015).
Conclusion
Through the means of the present framework it is reflected that the business success can
be seen with the consideration of challenges and opportunities of this transgression. It is
countered that there is a need to enable a contingency plan for this policy in the business.Safety

Li & Fung’s Limited12
efforts is a vital consideration for any business (Hanna, 2009). To maintain a strategic distance
from the discussed IT challenges, it is concurred that there is a need for training and
understanding of the IT threats based on malwares (Oshri et al. 2015).Solutions in the form of
Antivirus, protection against spam, hostility to worm, and other forms of risk management are
suggestive for an effective framework. Online business is a vital and crucial piece and a
reflection of innovation, yet there is a need to channelize the gains, otherwise the process can
lead disastrous implications.

Li & Fung’s Limited13
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