Foot Locker: five years of Ken Hicks ended in record profits
Ken Hicks took the mall sneaker chain in 2009, was credited with dramatically growing sales and earnings, and handed over a $520m-profit business.
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2,000 已發佈案例 · 定期更新Leopalace21 lost its equity to construction defects, then earned a ¥11.8bn profit by 2022
Up to 1,324 of its apartment buildings failed recognised specifications. Leopalace21 paid for repairs until its equity vanished, then returned to profit.
閱讀案例谷歌在2008年危机中免费开源安卓，随后称霸移动市场
雷曼倒闭几天后，谷歌推出G1并将安卓免费赠送；十年后，这款免费操作系统接近全球智能手机的90%。
閱讀案例百事推出水晶百事回归，借90年代怀旧热潮获利
粉丝需求推动了水晶百事的限量回归，配合夏季活动和复古网页游戏。
閱讀案例三星烧毁自家15万部手机，以质量取代数量
三星董事长发现自家产品在商店里蒙尘积灰，与索尼产品相邻。后来他让工人在众目睽睽之下砸毁并烧掉15万部有缺陷的手机。
閱讀案例Shree Renuka Sugars: founder cedes control to Wilmar in debt rescue, survives
Crushed by Rs 6,500 crore of debt after failed Brazil bets, India's largest sugar refiner handed control to Wilmar in 2018, which restructured it.
閱讀案例天府可乐在与百事的合资中22年后赢回品牌
1994年天府可乐与百事合资，品牌被雪藏，后通过诉讼夺回配方和商标，2016年重新上市，但面对可口可乐和百事主导的市场。
閱讀案例Casella Wines: the heir's [yellow tail] turned a bulk grape farm into a US giant
John Casella took his Sicilian migrant parents' contract-grape vineyard and built [yellow tail] with an American importer — 2.2 million cases by year two.
閱讀案例福特家族让外人掌管公司——避开了破产
2006年，比尔·福特将CEO职位交给波音的艾伦·穆拉利；抵押福特资产获得236亿美元，避免了破产，2009年恢复盈利。
閱讀案例VW's 1998 New Beetle rebuilt a dead icon and started an industry retro wave
Piëch greenlit a nostalgia Bug on Golf hardware; 1999 US sales hit 83,434, up nearly 60% on the debut year, and the retro formula spread to Mini and Fiat.
閱讀案例爱德华兹出售非核心业务，加倍押注未经证明的TAVR
通过2008年剥离非核心业务并持续资助经导管心脏瓣膜，Sapien在2011年获批使其成为2008年后表现最佳的公司之一。
閱讀案例Coles: Wesfarmers paid $22bn, doubled the earnings, and spun it out again
Wesfarmers bought a fading Coles in 2007, installed ex-Tesco Ian McLeod, more than doubled the division's EBIT, and listed it again as a top-30 company.
閱讀案例Pioneer took ¥77bn from a fund, left the market, and was sold on for ¥160bn in 2025
Cash-negative and loss-making, Pioneer let BPEA inject ¥77bn and take it private in 2019 to rebuild around car electronics. CarUX bought it in 2025.
閱讀案例Trip.com halved in 2020, then livestreamed and listed its way through the pandemic
Revenue fell 49% in 2020; James Liang sold $294m of travel on weekly livestreams, raised $1.09bn in Hong Kong, and 2023 net revenue reached RMB44.5bn.
閱讀案例Muonium通过外包扩大政治AI生产规模，迎战2024年大选
当印度2024年大选让团队不堪重负时，Muonium将客户限定在可信赖的政党，并引入外部VFX产能，最终服务了近10个竞选活动。
閱讀案例丹纳赫将一家陷入困境的刹车厂的成功整改变成了其操作系统
丹纳赫的雅各布斯车辆系统部门因质量差而流失客户。用改善法进行整改效果显著，丹纳赫随后在全公司推广此法。
閱讀案例Bajaj Finance如何从两轮车专属贷款起家，成为印度最大的非银金融公司
2007-08年从两轮车专属贷款独立后，Bajaj Finance瞄准银行忽视的零息耐用品EMI重建业务，如今已是印度最大非银金融公司，客户8360万。
閱讀案例NextWave kept $4.7B of spectrum through Chapter 11, then sold it for billions
The 1996 auction winner stopped paying, beat the FCC at the Supreme Court, kept its licenses, then sold them to Cingular and Verizon for billions.
閱讀案例冠军品牌通过与潮牌联名，将陈旧的90年代标签转变为街头潮牌热门。
通过将Reverse Weave经典与Supreme、Vetements等联名，并迎合运动休闲风，冠军全球销售额从2017年的约10亿美元增长至2018年的13.6亿美元。
閱讀案例Armani used his will to force the sale he refused in life — and who may buy
For fifty years Giorgio Armani turned down every suitor. His will ordered the opposite: sell 15% within 18 months — and named the three allowed buyers.
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