Case
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1. What was the vision and mission of RAHK? What did management do to ensure adherence to the corporate vision and mission? RAHK was a self-help group governed by different committees (executive committee with management committee and enterprise development management sub-committee) created by different social pillars. Vision: Support of social aims and values of the organization, like general rehabilitation services and policies and actively participated in issus affecting people with disabilities. RAHK uses surpluses from operating units for reinvestment in the community, rather than maximizing profit for shareholders and owners. Mission: Full participation and equal opportunity in society for disabled people. The former chairman Peter Chan did a lot to ensure adherence to the corporate vision and mission. For example he established long term relationship with major public transport (Mass Transit Railway MTR) and he was responsible for introduction of barrier-free access in public area. Furthermore Chan built up strong social connection with different constituencies: social welfare, medical, accountancy, entrepreneurs. Through this Chan provided RAHK with a voice in making social policy and provided a favorable condition to start up business. So RAHK could receive lucrative government monetary support: grants from government and statutory bodies, donations. 2. Outline successful factors of each shop location. Why did the partnership with Queen Elizabeth Hospital come to an end? What were the lessons learned? RAHK opened two 7 eleven convenience stores to provide job opportunities for PWDs and to build up their skills. One store was located in the Queen Elizabeth Hospital (QEH) and one at the Hong Kong Polytechnic University (PolyU). The QEH-store was the only convenience store of the entire hospital and the PolyU store was located in the center of the university campus, with larger customer flow than any other university. Both store location to
1. What was the vision and mission of RAHK? What did management do to ensure adherence to the corporate vision and mission? RAHK was a self-help group governed by different committees (executive committee with management committee and enterprise development management sub-committee) created by different social pillars. Vision: Support of social aims and values of the organization, like general rehabilitation services and policies and actively participated in issus affecting people with disabilities. RAHK uses surpluses from operating units for reinvestment in the community, rather than maximizing profit for shareholders and owners. Mission: Full participation and equal opportunity in society for disabled people. The former chairman Peter Chan did a lot to ensure adherence to the corporate vision and mission. For example he established long term relationship with major public transport (Mass Transit Railway MTR) and he was responsible for introduction of barrier-free access in public area. Furthermore Chan built up strong social connection with different constituencies: social welfare, medical, accountancy, entrepreneurs. Through this Chan provided RAHK with a voice in making social policy and provided a favorable condition to start up business. So RAHK could receive lucrative government monetary support: grants from government and statutory bodies, donations. 2. Outline successful factors of each shop location. Why did the partnership with Queen Elizabeth Hospital come to an end? What were the lessons learned? RAHK opened two 7 eleven convenience stores to provide job opportunities for PWDs and to build up their skills. One store was located in the Queen Elizabeth Hospital (QEH) and one at the Hong Kong Polytechnic University (PolyU). The QEH-store was the only convenience store of the entire hospital and the PolyU store was located in the center of the university campus, with larger customer flow than any other university. Both store location to