Microsoft faced many risks when expanding into China and India, including political instability, unclear regulations, piracy, and localization challenges. To address these issues, Microsoft adapted its business model by appointing local leadership, restructuring operations, partnering with governments, investing in R&D, and developing affordable products. While financial success was mixed, Microsoft found greater market expansion and diversified its portfolio. Other companies can learn from Microsoft's experience to appoint local managers, consider cultural differences, engage governments and institutions, and tailor products for emerging markets.
Content
I. Introduction
II. Company overview
III. Products and services
IV. Main competitors 2015
V. Profitability and US market share 2013
VI. Market Segmentation
VII. SWOT analysis
VIII. Google innovative corporate culture
IX. Business strategy
a) Early success
b) Google’s way of business expansion
c) 4Es of Google strategy
This presentation is about the 4th quarter earnings 2011 of Samsung Electronics. It contains the balance sheet, financial statement and compares it with the previous year/quarter. Also there are some key ratios calculated to give a better image about Samsung Electronics. I hope that this presentation can give you a better idea on where Samsung Electronics financially stand at the moment.
Disclaimer - None of the images used are mine. No copyright infringement intended. I will take down the slides if any person or entity will claim copyright rights over the images.
Analysis of HTC company : SWOT analysis , BCG matrix, Strategic analysis, Porter's Competitive Five Forces Model, Organizational Structure, Recommendation
Full report available in following link
http://jasimae.blogspot.com/2014/05/executive-summary-htc-transformed.html
Content
I. Introduction
II. Company overview
III. Products and services
IV. Main competitors 2015
V. Profitability and US market share 2013
VI. Market Segmentation
VII. SWOT analysis
VIII. Google innovative corporate culture
IX. Business strategy
a) Early success
b) Google’s way of business expansion
c) 4Es of Google strategy
This presentation is about the 4th quarter earnings 2011 of Samsung Electronics. It contains the balance sheet, financial statement and compares it with the previous year/quarter. Also there are some key ratios calculated to give a better image about Samsung Electronics. I hope that this presentation can give you a better idea on where Samsung Electronics financially stand at the moment.
Disclaimer - None of the images used are mine. No copyright infringement intended. I will take down the slides if any person or entity will claim copyright rights over the images.
Analysis of HTC company : SWOT analysis , BCG matrix, Strategic analysis, Porter's Competitive Five Forces Model, Organizational Structure, Recommendation
Full report available in following link
http://jasimae.blogspot.com/2014/05/executive-summary-htc-transformed.html
A project done as part of the MOOC course of Business strategy on coursera.com. The document uses several strategic analysis tools accompanied with latest data to make strategic recommendations in future for Microsoft Corp.
This paper Microsoft Corporation was written for my Strategic Management class (TM583) back in the Sping of June 2011. The objective of the project was to come up with a comprehensive strategic business plan for a new or existing company. The Microsoft project covers seven course objectives which include, Microsoft's strategy, Microsoft's core competencies, Microsoft's industry dynamics, Microsoft's technology sourcing and internal innovations, Microsoft's product development strategy, Microsoft's strategy to protect innovations, and a Microsoft's project bibliography. Unfortunately, there is no Power Point associated with this project either, but it would have been a great project to make one for this topic.
Any ambitious enterprise that is going to achieve and sustain profitability and profit
growth, no question, would have to expand business abroad, to gain extra market and
sales, and profit in result, by employing benefit of location and large scale economies,
experience and learning sharing effects. However, as it has been self-proven to
countless firms, foreign markets are never a flat plain field without trap, instead
absolutely represent an adventure. The adventurers would face immense issues like
cross-border management coordination, unions, local consumer taste and preference
over products and services, local government regulations, majority among which stem
from the environmental divergence in different markets, legally, economically, or
culturally. Automotive industry is born for global market, due to the intrinsic pressure
for cost reduction, as the initial high cost per unit retards the market expansion to great
degree. Meanwhile, most of time, cars are consumer products whose markets are filled
with local taste and preference, and local government regulations because the industry
is never too little for local government to neglect the influence of automotive industry
over whole local economy. This paper will go through the basic thinking of
international business strategy concept, and focus on the current world largest
automaker Toyota’s strategy, in the context of the past and ongoing environments.
AI & DEI: With Great Opportunities Comes Great HR ResponsibilityAggregage
https://www.humanresourcestoday.com/frs/26184029/ai---dei--with-great-opportunities-comes-great-hr-responsibility
The promise of AI for today’s organizations is real, yet in a frenzied state of experimentation, many stumble to get to a full-scale enterprise. As companies race to discover what generative AI can do, HR must lead conversations about how to balance cutting-edge innovations with integrity, trust, and diversity. Globally, organizations are at a critical intersection of Diversity, Equity, Inclusion, and AI acceleration. We will explore how AI is rapidly transforming workplace dynamics and decision-making processes. The safety and protection of the workforce have never been more important and need to be co-led by HR to prevent biases and ensure fair and equitable representation in systems, hiring, and the workforce evolution.
We'll cover:
• The opportunities that AI presents and the responsibility of HR
• How to enhance diverse perspectives in use cases
• Increasing collaboration between AI Developers, HR, Legal and IT
THIS IS THE FEEDBACK I RECEEIVED. Only one patient responded to my.docxkbrenda
THIS IS THE FEEDBACK I RECEEIVED. Only one patient responded to my post. Hope this helps
Ryan,
Inadequate levels of nursing professionals were first discussed more than 80 years ago (Whelan, n.d.). Recently, scholars have opined many reasons for the shortage of nurses. Factors such as work stress, burnout, violence against healthcare professionals, a lack of qualified nursing instructors, and nurses unable to adapt to changing technology or clinical environments have been addressed (Haddad & Toney-Butler, 2019). As many nurses may attest, doing more with less can lead to mistakes and dissatisfaction with a nursing career. Ultimately, patient care suffers.
Organizations employ various tactics to help strengthen nurse retention. Halter et al. (2017) suggest strong nursing leadership and assigning preceptors to new nurses can help minimize nursing resignation rates. At the writer’s employment, hospital administrators use several ways to retain nurses. Each quarter, a nurse is recognized for outstanding achievement by receiving a certificate, gift card, and editorial mention on the hospital’s intranet. Moreover, the hospital caters lunch for all employees, dayside and nighttime staff, twice a year for meeting quality targets. Also, the hospital uses various national celebration days such as ice cream, donuts, coffee, bagels, and candy to reward all employees. Creating a level of goodwill and institutional collaboration can help retain nurses and improve job satisfaction (Kurnat-Thoma et al., 2017).
Reference
Haddad, L.M., & Toney-Butler, T.J. (2019). Nursing shortage. StatPearls Publishing.
Halter, M., Pelone, F., Boiko, O., Beighton, C., Harris, R., Gale, J., Gourlay, S., & Drennan, V. (2017). Interventions to reduce adult nursing turnover: A systematic review of systematic reviews. The Open Nursing Journal, 11, 108-123. https://doi.org/10.2174/1874434601711010108
Kurnat-Thoma, E., Ganger, M., Peterson, K., & Channell, L. (2017). Reducing annual hospital and registered nurse staff turnover: A 10-element onboarding program intervention. SAGE Open Nursing, 3. https://doi.org/10.1177/2377960817697712
Whelan, J.C. (n.d.). Where did all the nurses go? Retrieved from https://www.nursing.upenn.edu/nhhc/workforce-issues/where-did-all-the-nurses-go/
Technology Innovation Project
(Provide an abstract, introduction, table of contents and conclusion in this one document.)
1. Title
Technology Innovation Project
2. Introduction
Background of the Corporation
Largo Corporation is a major multinational conglomerate corporation which specializes in a wide array of products and services. These products and services include healthcare, finance, retail, government services, and many more. The annual revenue is about $750 million and it has about 1,000 employees. The parent company is located in Largo, Maryland and its subsidiaries are headquartered throughout the United States.
The mission of the corporation is to bring the best products and services to .
The Staffing Equation: Strategies to Address Key Workforce Risks and Close th...OPRA Psychology Group
Delivered by Dr Paul Wood (Head trainer at OPRA in New Zealand at the time) at the CIO Summit in New Zealand in 2010, this presentation discusses the strategy to attract and retain the most talented and valuable staff, who are incidentally the most mobile in a competitive market. The strategic use of technology and tools in selection was relevant then, remains so today, and continues to be part of OPRA’s approach to empowering our clients in their talent management.
Leadership Keynote - Highly Effective IT organizationsCraig W. Ethridge
Around 2001, I had the privilege to be part of a great company and leadership team. From this team, we created a 'charter of principles', or foundational commitments that remained constant to our success - while methodologies and technologies continuously changed.
Since that time, I've shaped these Principles into my personal compass, allowing me to navigate and successfully lead teams through the ever turbulent and exciting technology waters that sustain innovation.
Strategic Sensitivity and Innovative Capabilities of Software Development Com...ijtsrd
This work tends to review the issues of strategic sensitivity and innovative capability among software development companies in South South, Nigeria. Innovative capability is define as the holistic, comprehensive, and all encompassing ability of an entire organization to respond to changes in the business environment with actions that deliver real value to the organization. Strategic sensitivity describes organizations' scanning ability and knowledge development about its context, the internal assessment of its capacities and its alignment of functions and behavior in a manner that advances it towards its goals and objectives. The issue that this works intends to address is the negligence that is given to the contextual business issues which has led to lose of sensitive data, disruption of work, damage to the brand image, and company reputation. Findings revealed that strategic sensitivity relatewith innovative capability among software development companies in south south, Nigeria. The study conclude that for organization to be able to stay relevant such a firm must ensure that its operations efficiency, management capability and personnel must be competent to allow for the organization to be able to achieve its goals and objectives. Therefore, we recommend that software development companies should have the right staff with the proper skills and competencies if the will want to stay relevant in the software development industry. Also modern management styles and operational techniques must be put in place for a better and sustainable advantage. Agbeche, Aaron | Lawrence, Damiete Onyema | Okechukwu, Prince Jumbo | Elechi, Bobby Chime "Strategic Sensitivity and Innovative Capabilities of Software Development Companies in South-South, Nigeria" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-6 , October 2021, URL: https://www.ijtsrd.com/papers/ijtsrd47706.pdf Paper URL : https://www.ijtsrd.com/management/strategic-management/47706/strategic-sensitivity-and-innovative-capabilities-of-software-development-companies-in-southsouth-nigeria/agbeche-aaron
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What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
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Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
1. Presenters
8606323 – Stephen Baines
8613592 – Christopher Reed
8370215 – Sherveen Shamsedeen
8623962 – Nina Khade
7457289 – Kayode Adams
Workshop Assignment
Workshop Date: 6th
September 2013
Microsoft
2. Question 1.
What were the main risks faced by
Microsoft in both China and India? How
did these affect
Microsoft’s performance?
3. Risks and Impact
Risk Political Economic Commercial Operational
Lack of Government Preparedness deal to with business problems
Uncertainty and lack of transparency in Government regulations and policies
Security concerns of the Chinese Government (Request for open source code and
free software)
Multiparty coalitions in India
Instability in Government regimes
Piracy (98% piracy rate in China and 70% in India)
Product Localization (Chinese Character range between 7000 to 13000 and 18
Languages in India)
Complicated process to sell software in China (SOE and Government ministries)
Retention rate of Software engineers
Protection of Intellectual property ( issues with localization exercise)
Technology gap
Pricing (Cost sensitive customers)
Alignment with local firms (OEMs) in terms of partnership
Cost of doing business
Forms of Country Risk (Study Guide, 2012)
4. Risk Impact on Microsoft performance
Lack of Government Preparedness deal to with business problems Business System Alignment (Government)
Uncertainty and lack of transparency in Government regulations and
policies
Business System Alignment (Government)
Security concerns of the Chinese Government (Request for open
source code and free software)
Business System Alignment (Government and cooperate
governance)
Multi-party coalitions in India Business System Alignment (Government)
Instability in Government regimes Business System Alignment (Government)
Piracy (98% piracy rate in China and 70% in India) Reputation and Business system (Culture)
Product Localization (Chinese Character range between 7000 to
13000 and 18 Languages in India)
Business System Alignment (Employee Stakeholders)
Complicated process to sell software in China (SOE and Government
ministries)
Business System Alignment (Cooperate governance, financial
system)
Retention rate of Software engineers Business System Alignment (Employee Stakeholders and firm)
Protection of Intellectual property ( issues with localization exercise) Business System Alignment (Firm)
Technology gap Business system Alignment (Education system and Public
reseacrh institute)
Pricing (Cost sensitive customers) Business system Alignment (Firm)
Alignment with local firms (OEMs) in terms of partnership Business system Alignment (Firm)
Cost of doing business Business system Alignment (Firm)
Risks and Impact
5. Question 2.
How – and for what reasons – did
Microsoft adapt its usual business
model to China and
India?
6. Microsoft’s Business Model
Developed Economies (U.S /
Europe)
Emergent Economies (China /
India)
Corporate Governance Collaborative – based on long term
strategy
Fragmented – based on short term
strategy
Government Strong relationship with the
government is not needed.
Standard Microsoft Policy's
China’s weak IP enforcement law
(Piracy).
Free open source Linux system
Employee Stakeholders Global focus Engagement - locals who act
globally
Education System Established Local Educational Practices
Public Research Institutes Internal Collaborative – tapping into local
knowledge.
Level:
•Macro: How Microsoft China/India fits in with the wider Global business system
(Global best practice adaption)
•Micro: How Microsoft China/India fits in with the local business system (investment
in talent, businesses etc)
7. Inter-Firm Relations
Why should Microsoft adapt?
Government
Management and
Culture
Talent
Value Proposition
Key Uncertainties
8. How Microsoft Adapted?
Appointment of Chen in China & Venkatesen in India
Major restructuring exercise of China and India
organisations across the world
Partnering close with the government instead of fighting it
Investment in Research and Development
‘Good, Better, Best’ product positioning
9. Firms in Less Developed Economies
Business System Applied Lessons
Taylorist Paternalist Artisanal Patriarchal
Task Fragmentation High Limited Low Limited
Work discretion and
involvement
Low Considerable High Low
Manager control of work
organisation
High High Shared High
Separation of
management from
workers
High Medium Low High
Organisational careers Limited to
Managers
Include skilled
workers
Limited Negligible
Rewards tied to Standard jobs Individual
performance
and
commitment
Skills and
Personal
Evaluation
Personal
Evaluation
11. Measuring success in China and India
It Depends how you measure it…
If Share Price/Finance, you would say it is “yet” to be a
“Significant” success
If Market Expansion/Global Diversification, then it was a
success based on realization of market potential
If Product Portfolio Diversification, it was a success. New
products for China & India
If Government relationships (favorable legislation enacted)
it was a success based on expanded relations
14. Adaptations for China / India
Multipoint Computer
Windows Starter
RFID Adaptor
Fone +
15. Question 4.
What lessons can other companies
learn from Microsoft’s experiences in
these two emerging economies?
16. China/India: Lessons Learned
Piracy‘Global’ Knowledge
Local Management
Ignorance to Culture
Government Support
Community Support
Institutional Support
Product Selection/Pricing
17. China/India: Lessons Learned
• Local Management is highly important to instil local knowledge (Image
4)
• Timothy Chen (China) and Ravi Venkatesan (India)
• Instil a local culture to the company, do not ignore it
• “Our natural instincts did not transfer over well to the different
environments in China and India” - Mundie
• Cannot ignore the importance of the Government(Image 1)
• “We now need the whole (of Microsoft) cabinet to pull it through!“ -
Mundie
Local Management
Ignorance to Culture
Government Support
Global Knowledge
18. China/India: Lessons Learned
• Some risks should also be treated as opportunities and not just threats
• Support of Universities and other Institutions would create future
opportunities and enhance the community support (Image 3)
• Coordination with institutions would develop future talent
• Localised R&D would implant local knowledge/experience into product
development
• Brand is key. Microsoft needed to embed themselves in the community
• Developing/Selling/Marketing the right products to the right people
Piracy
Institutional Support
Community Support
Product Selection/Pricing
19. China/India: Lessons Learned
"Our natural instincts did not transfer over well to the different environments in China and India, so we
had to learn quickly. My role was to be the executive who thought of things outside of the ordinary. But
from now on, having the secretary of state (of Microsoft) rally behind the plan for China and India will no
longer be good enough. We now need the whole (of Microsoft) cabinet to pull it through!“ - Mundie
Original Approach Adapted Approach
Parent-
Country
HQ/
Operations
China India
To define if Microsoft’s ventures into China and India were a success you first need to need define the way that success is measured
If measured upon Share Price/Finance you would likely say that it wasn’t a success
If measured upon portfolio and expansion and the serving of new markets with high potential, then it was a success
If measured upon diversification of portfolio to develop a sort of ‘freemium service’ it was a success
To define if Microsoft’s ventures into China and India were a success you first need to need define the way that success is measured
If measured upon Share Price/Finance you would say it is “yet”
to be a “Significant” success (5% of global sales but 3 fold increase in the last 3 years)
If measured upon Market Expansion/Global Diversification, then it was a success (China: “Best Large subsidiary”, India: “Best Emerging Subsidiary” in the Microsoft annual global sales meeting 2006)
If measured upon Product Portfolio Diversification (development of a type of localised produts for china and India)
Increase in favourable legislation (March 2006: 3 government agencies requiring all PCs to be pre-loaded with Windows
In 2003 Microsoft GSP Government Security Programme to share source code of Windows products to 60 governments of the world to win the trust of them.
Hu Jintao having a personal endorsement of Microsoft relationship and Indian Chief minister creating a PP presentation
3 Research centres (IDC – Hyderabad, MSRI – Bangalore, MSRA – Beijing)
RFID – from IDC, Fone+ from MSRA, Multipoint computer – from MSRI
Different versions of MS Windows ($3 XP Starter with office etc)
PAYG scheme for Indian PC users
* Formed strategic partnerships with local IT companies to win local contracts for IT projects. e.g. won the Bank of China account for IT outsourcing.
Local Management
Ignorance to Culture
Government Support
Global Knowledge
Piracy
Community Support
Institutional Support
Product Selection/Pricing
Lessons are not only applicable to other companies but to Microsoft too
Recent Nokia acquisition possibly links in with further developments into African markets (Microsoft/Nokia with Safaricom)
Microsofts approach and lessons could also be adopted to other developing (or not yet developed) markets