The chief executive officer of Bamboos Health Care Holdings (Hong Kong) Ltd. (Bamboos) started her entrepreneurship journey in 2005 with a telephone and a fax machine. She created a platform to match the demand from patients or their relatives with the supply of services from health care professionals. After 12 years in operation, following one consistent business model, Bamboos was listed on the main board of the Hong Kong Stock Exchange. Despite several challenges in its early years, the Bamboos business model proved to be sustainable in Hong Kong and became resistant to change. In early 2018, the founder was considering entering the health care market in mainland China and changing the company’s business model for the first time. Could the current business model in Hong Kong be modified to enter mainland China and other countries? What changes would be required with respect to strategy and management?
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