Kodak failed to focus on youth and new technologies like digital photography, instead clinging to print and film. In contrast, Apple has focused on youth for 20 years, developing products like the iPod and iPhone for new generations and partnering with education. Where Kodak isolated itself with an insular culture and "design thinking" focused on products, Apple closely engaged youth to understand their needs. Kodak could have created new technologies like Instagram but failed to engage or understand youth, sowing the seeds of its bankruptcy.
Third Industrial Revolution? Creating value beyond the firm's boundariesRobin Teigland
My presentation at the Network for Organizational Researcher in Norway (http://neonnet.no/Neondagen/index.html) in November 2009 as well as for Ånge County in Sweden March 2010
This document compares and contrasts the leadership styles and careers of Bill Gates and Steve Jobs, the visionaries behind Microsoft and Apple, respectively. It describes how Gates started Microsoft in 1975 and focused on dominating operating systems and office software, while Jobs co-founded Apple in 1976 with a vision of personal computers being easy to use. While Gates recognized the need for professional management, Jobs was overconfident and neglected management. This led to Apple's decline in the 1990s until Jobs returned and revitalized the company, having matured as a leader. It outlines their trajectories through 2006, with Gates focusing on philanthropy through his foundation while preparing new Windows, and Jobs continuing Apple's success after being rehired.
The document discusses how globalization and new technologies have "flattened" the world by connecting people and breaking down barriers between countries. It summarizes Thomas Friedman's book The World is Flat, which identifies 10 "flatteners" like falling borders, outsourcing, and new communication technologies that have leveled the global playing field and increased competition worldwide. The document also provides examples of how businesses and individuals are adapting to these changes through remote work, offshoring jobs, and using new tools like blogs and video lessons to cut costs and reach global audiences.
Virtual Worlds and Entrepreneurship _TeiglandRobin Teigland
A look at virtual worlds and entrepreneurship presented for organization such as ESBRI (Entrepreneurship and Small Business Research Institute), ALMI Företagspartner, and HHS Alumni Network in Stockholm, Sweden in late 2009.
Kodak failed to focus on youth and new technologies like digital photography, instead clinging to print and film. In contrast, Apple has focused on youth for 20 years, developing products like the iPod and iPhone for new generations and partnering with education. Where Kodak isolated itself with an insular culture and "design thinking" focused on products, Apple closely engaged youth to understand their needs. Kodak could have created new technologies like Instagram but failed to engage or understand youth, sowing the seeds of its bankruptcy.
Third Industrial Revolution? Creating value beyond the firm's boundariesRobin Teigland
My presentation at the Network for Organizational Researcher in Norway (http://neonnet.no/Neondagen/index.html) in November 2009 as well as for Ånge County in Sweden March 2010
This document compares and contrasts the leadership styles and careers of Bill Gates and Steve Jobs, the visionaries behind Microsoft and Apple, respectively. It describes how Gates started Microsoft in 1975 and focused on dominating operating systems and office software, while Jobs co-founded Apple in 1976 with a vision of personal computers being easy to use. While Gates recognized the need for professional management, Jobs was overconfident and neglected management. This led to Apple's decline in the 1990s until Jobs returned and revitalized the company, having matured as a leader. It outlines their trajectories through 2006, with Gates focusing on philanthropy through his foundation while preparing new Windows, and Jobs continuing Apple's success after being rehired.
The document discusses how globalization and new technologies have "flattened" the world by connecting people and breaking down barriers between countries. It summarizes Thomas Friedman's book The World is Flat, which identifies 10 "flatteners" like falling borders, outsourcing, and new communication technologies that have leveled the global playing field and increased competition worldwide. The document also provides examples of how businesses and individuals are adapting to these changes through remote work, offshoring jobs, and using new tools like blogs and video lessons to cut costs and reach global audiences.
Virtual Worlds and Entrepreneurship _TeiglandRobin Teigland
A look at virtual worlds and entrepreneurship presented for organization such as ESBRI (Entrepreneurship and Small Business Research Institute), ALMI Företagspartner, and HHS Alumni Network in Stockholm, Sweden in late 2009.
Bill Gates and Steve Jobs were both visionary leaders who revolutionized the personal computer industry, though they differed in their approaches. Gates was a programmer who founded Microsoft to develop software like BASIC and the MS-DOS operating system. He combined technical skills with business savvy and brought in professional managers to help Microsoft grow into an industry giant. Jobs was more of a salesman who focused on hardware and user experience at Apple. He drove the development of innovative products like the Mac but was also demanding and overconfident at times. Both Gates and Jobs continue to have an impact through Microsoft's dominance and Jobs' comeback at Apple leading new products like the iPod.
Case study 1- MicrosoftMicrosoft is the world’s most successful .docxwendolynhalbert
Case study 1- Microsoft
Microsoft is the world’s most successful software company. The company was founded by Bill Gates and Paul Allen in 1975 with the original mission of having “a computer on every desk and in every home, running Microsoft software.” Since then, Microsoft has grown to become the third most valuable brand in the world through strategic marketing and aggressive growth tactics.
Microsoft’s first significant success occurred in the early 1980s with the creation of the DOS operating system for IBM computers. The company used this initial success with IBM to sell software to other manufacturers, quickly making Microsoft a major player in the industry. Initial advertising efforts focused on communicating the company’s range of products from DOS to the launch of Excel and Windows—all under a unified “Microsoft” look.
Microsoft went public in 1986 and grew tremendously over the next decade as the Windows operating system and Microsoft Office took off. In 1990, Microsoft launched a completely revamped version of its operating system and named it Windows 3.0. Windows 3.0 offered an improved set of Windows icons and applications like File Manager and Program Manager that are still used today. It was an instant success; Microsoft sold more than 10 million copies of the software within two years—a phenomenon in those days. In addition, Windows 3.0 became the first operating system to be preinstalled on certain PCs, marking a major milestone in the industry and for Microsoft.
Throughout the 1990s, Microsoft’s communication efforts convinced businesses that its software was not only the best choice for business but also that it needed to be upgraded frequently. Microsoft spent millions of dollars in magazine advertising and received endorsements from the top computer magazines in the industry, making Microsoft Windows and Office the must-have software of its time. Microsoft successfully launched Windows 95 in 1995 and Windows 98 in 1998, using the slogan, “Where Do You Want to Go Today?” The slogan didn’t push individual products but rather the company itself, which could help empower companies and consumers alike.
During the late 1990s, Microsoft entered the notorious “browser wars” as companies struggled to find their place during the Internet boom. In 1995, Netscape launched its Navigator browser over the Internet. Realizing what a good product Netscape had, Microsoft launched the first version of its own browser, Internet Explorer, later that same year. By 1997, Netscape held a 72 percent share and Explorer an 18 percent share. Five years later, however, Netscape’s share had fallen to 4 percent.
During those five years, Microsoft took three major steps to overtake the competition. First, it bundled Internet Explorer with its Office product, which included Excel, Word, and PowerPoint. Automatically, consumers who wanted MS Office became Explorer users as well. Second, Microsoft partnered with AOL, which opened the doors to 5 milli ...
Please read the information and give me a brief respondThe mo.docxmattjtoni51554
Please read the information and give me a brief respond:
The most important concepts for me begin with the differences in certain Philosophies, and understanding that just as their are differences in each individual there is diversity in their methods and strategies when doing business. To accept the different choices also gives you an idea of which type of people and organization you will work well with and those you decide not to work with. When making decisions that involve my community and family I need you to have similar values and good moral standings that encourage you to put others first. To be aware of the harm you may cause if not considerate of everyone. I will not work with those that have a different agenda orthat cannot leave their self interest behind.
Social responsibility will come into play with every decision that I make. We are not alone in this world and to respect the people the laws and environment is a substantial commitment. I would expect everyone to live with morals and decent values in whatever capacity of employment that you are involved in and everywhere you travel. I would also hope that this generation will be more accepting of individuals with disabilities and challenges that they are not familiar with.
Environmental awareness will be my strong point in establishing a service that supports the air, land and water, We need to preserve our elements for our future generations to come. In whatever feild you choose to be employed in there will always be some method of preservation, because it begins at home.
The most difficult ethical issues of the future in my opinion will be preservation of privacy and identy saving. With so many methods of communication and gadgets in technology , there will always be individuals trying to hack into a data system , if no more than to prove that it can bedone. Most gadgets require passwords and personal information just to sign on to them. Stealing private information and details will continue to get more difficult to contain.
Case study 1- Microsoft
Microsoft is the world’s most successful software company. The company was founded by Bill Gates and Paul Allen in 1975 with the original mission of having “a computer on every desk and in every home, running Microsoft software.” Since then, Microsoft has grown to become the third most valuable brand in the world through strategic marketing and aggressive growth tactics.
Microsoft’s first significant success occurred in the early 1980s with the creation of the DOS operating system for IBM computers. The company used this initial success with IBM to sell software to other manufacturers, quickly making Microsoft a major player in the industry. Initial advertising efforts focused on communicating the company’s range of products from DOS to the launch of Excel and Windows—all under a unified “Microsoft” look.
Microsoft went public in 1986 and grew tremendously over the next decade as the Windows operating system and Microsoft O.
456
rot27628_minicase04_456-458.indd 456 12/06/17 03:19 PM
How the Strategy Process Killed Innovation at Microsoft
to match that of other tech companies such as Google,
Apple, and Amazon because they created entirely
new areas of computing from scratch, and as a con-
sequence, their stock prices have soared. One reason
Microsoft’s fell and flattened in the 2000s was that
it saw its mission differently. Protecting its existing
portfolio, Microsoft largely failed to commercialize
any category-defining products or services. Why? The
answer: Microsoft’s strategy process killed innovation!
Top-Down Strategy Process Killed
Bottom-Up Strategic Initiatives at Microsoft
Microsoft actually came up with some major break-
throughs, but failed to successfully commercialize
them. The root of the problem seemed to lie with
Microsoft’s top-down strategy process. Once Win-
dows became the industry standard in 1990, Micro-
soft’s strategy was defensive: Any new product or
extension had to strengthen the existing Windows-
Office franchise; if not, it would be “killed.” Here
are some great products and services that Microsoft
invented, but never commercialized.
SINCE MICROSOFT LAUNCHED Windows 3.0 in
1990, it has dominated the industry for PC operating
system (OS) software with a 90 percent market share.
Microsoft’s huge installed base of Windows operating
systems on PCs and its long-term relationships with
original equipment manufacturers (OEMs), such as
Dell, HP, and Lenovo, create tremendous entry bar-
riers for newcomers. Intel’s semiconductor chips are
the perfect complement to Microsoft’s operating sys-
tem. Every time Microsoft releases a new operating
system, demand for Intel’s latest microprocessor goes
up, because new operating systems require more com-
puting power. Because of the complementary nature
of their products, Microsoft’s and Intel’s alternating
advances have created a virtuous cycle, benefiting
from network effects. The successful combination of
Microsoft’s Windows and Intel’s processors has pro-
duced the Wintel (a portmanteau of Windows and
Intel) standard in the PC industry. By 1999, Microsoft
was the most valuable company on the planet.
Fast-forward to 2017, two years after Microsoft
released Windows 10, its latest version of the ubiqui-
tous operating system. For the past quarter century,
Microsoft’s business model was to establish and main-
tain the dominance of the Wintel standard in the PC
industry. With this standard, Microsoft made money
off consumer and business application software such as
its Office Suite. Microsoft remains hugely profitable:
With some $85 billion in annual revenues in 2016, it
generated over $20 billion in profits! Windows and
Office still generate about 40 percent of Microsoft’s
total revenues and 75 percent of profits. The gross margin
of “classic” Office is 90 percent, while the new cloud-
based Office 365 only has a 50 percent profit margin.
Although Microsoft ...
For more than a decade, Microsoft has been the market leader in operating systems. It was established by Bill Gates and Paul Allen in Albuquerque, New Mexico, in 1975, 46 years ago, and is currently flourishing all over the world.
APRIL 22, 2013, 1123 P.M. After a hectic day, an exhausted .docxShiraPrater50
APRIL 22, 2013, 11:23 P.M. After a hectic day, an exhausted Tim Cook is arriving back at Apple’s headquar-
ters in Cupertino, California. The Apple CEO is trying to find some quiet time to look over the day’s events and
handle some e-mails. Having joined Apple in 1998 as Senior Vice President of Worldwide Operations, Cook had
been appointed CEO based on the recommendation of Steve Jobs, who lost his battle with cancer a few weeks
after resigning from the top spot in August 2011. Cook had been filling in as CEO while Jobs had been on medical
leave. Cook was a low-profile, but high-impact executive at Apple who was responsible for restructuring Apple’s
supply chain, which had allowed Jobs to focus on high-profile product launches. Moreover, Apple’s now super-
efficient supply chain also increased its profitability tremendously.
Steve Jobs had led Apple through a period of innovation that saw the introduction of category-defining prod-
ucts such as the iPod, iPhone, and iPad and disruptive business models complementary to those products, such
as the Apple Retail Store and the iTunes online store. iTunes had started by selling music for Apple’s iPods and
later expanded into books, movies, television shows, and applications for all of Apple’s iOS devices. Apple’s
competitive advantage under Jobs was the ability to continually innovate, but Cook couldn’t help but wonder if
such success was sustainable, especially without Jobs.
Just the previous September, to great fanfare and expectations, Apple had launched the new iPhone 5. In his
presentation to an exuberant crowd of loyal Apple devotees in San Francisco’s Moscone Center that day, Cook
had highlighted Apple’s great performance by focusing on its retail stores and the sales of Mac notebooks and
iPads. In particular, Cook had emphasized the performance of Apple’s 380 retail stores in 12 countries around the
world. 1 An astounding 83 million people had visited Apple retail stores in the preceding quarter, which equates to
almost one million people a day, on average. In addition, he had stated that Apple ranked number one in notebook
sales in the United States, with 27 percent market share. That represented a notebook sales growth of 15 percent a
year. Cook had also commented on the iPad, crediting it with creating a post-PC revolution. Having sold
17 million iPads between April and June 2012, Apple claimed 68 percent market share in tablet computers. In
addition, the iPad accounted for 91 percent of web traffic by all tablets, which Cook attributed to the then over
700,000 iOS applications (apps) available to Apple users. A whopping 94 percent of Fortune 100 companies had
begun deploying Apple iPads in the workplace, many with customized apps to provide enterprise-specific busi-
ness solutions. “To put this achievement in some perspective, we sold more iPads than any PC manufacturer sold
of their entire PC lineup,” Cook said. 2 By June 2012, Apple had sold a total o ...
APRIL 22, 2013, 1123 P.M. After a hectic day, an exhausted .docxaryan532920
APRIL 22, 2013, 11:23 P.M. After a hectic day, an exhausted Tim Cook is arriving back at Apple’s headquar-
ters in Cupertino, California. The Apple CEO is trying to find some quiet time to look over the day’s events and
handle some e-mails. Having joined Apple in 1998 as Senior Vice President of Worldwide Operations, Cook had
been appointed CEO based on the recommendation of Steve Jobs, who lost his battle with cancer a few weeks
after resigning from the top spot in August 2011. Cook had been filling in as CEO while Jobs had been on medical
leave. Cook was a low-profile, but high-impact executive at Apple who was responsible for restructuring Apple’s
supply chain, which had allowed Jobs to focus on high-profile product launches. Moreover, Apple’s now super-
efficient supply chain also increased its profitability tremendously.
Steve Jobs had led Apple through a period of innovation that saw the introduction of category-defining prod-
ucts such as the iPod, iPhone, and iPad and disruptive business models complementary to those products, such
as the Apple Retail Store and the iTunes online store. iTunes had started by selling music for Apple’s iPods and
later expanded into books, movies, television shows, and applications for all of Apple’s iOS devices. Apple’s
competitive advantage under Jobs was the ability to continually innovate, but Cook couldn’t help but wonder if
such success was sustainable, especially without Jobs.
Just the previous September, to great fanfare and expectations, Apple had launched the new iPhone 5. In his
presentation to an exuberant crowd of loyal Apple devotees in San Francisco’s Moscone Center that day, Cook
had highlighted Apple’s great performance by focusing on its retail stores and the sales of Mac notebooks and
iPads. In particular, Cook had emphasized the performance of Apple’s 380 retail stores in 12 countries around the
world. 1 An astounding 83 million people had visited Apple retail stores in the preceding quarter, which equates to
almost one million people a day, on average. In addition, he had stated that Apple ranked number one in notebook
sales in the United States, with 27 percent market share. That represented a notebook sales growth of 15 percent a
year. Cook had also commented on the iPad, crediting it with creating a post-PC revolution. Having sold
17 million iPads between April and June 2012, Apple claimed 68 percent market share in tablet computers. In
addition, the iPad accounted for 91 percent of web traffic by all tablets, which Cook attributed to the then over
700,000 iOS applications (apps) available to Apple users. A whopping 94 percent of Fortune 100 companies had
begun deploying Apple iPads in the workplace, many with customized apps to provide enterprise-specific busi-
ness solutions. “To put this achievement in some perspective, we sold more iPads than any PC manufacturer sold
of their entire PC lineup,” Cook said. 2 By June 2012, Apple had sold a total o ...
Next slides are the outlineDetermine each one is low or modera.docxcurwenmichaela
Next slides are the outline
Determine each one is low or moderate or hight.
Gives some explanations to show why
Only put key words. Then in the remark, write full sentences to explain.
1
Porter’s Five Force Anaylsis
Buyers bargaining power: Low? Moderate? High?
Suppliers bargainining power: Low? Moderate? High?
Threat of new entrants: : Low? Moderate? High?
Threat of subsitutes(Outside of the industry) : Low? Moderate? High?
Rivalry among competitor: : Low? Moderate? High?
The reasons why buyers bargaining power
is low or moderate or high?
1
2
3
The reasons why Suppliers bargainining power
is low or moderate or high?
The reasons why Threat of subsitutes is low or moderate or high?
The reasons why Threat of new entrants
is low or moderate or high?
The reasons why Rivalry among competitor is low or moderate or high?
1
2
3
4
Instruction:
Read the Kodak case. Create a PowerPoint to conduct Porter’s Five force analysis. Totally 6 slides. Outline is given under attachment. Follow the outline. Due date is 4/12/2016, 20:00 p
Note: The time period you have to focus is between 1983- 2000 !!!
Below is the case.
Kodak (A)
In February 2003, Daniel A. Carp, Kodak’s chief executive officer and chairman, was reviewing 2002 data with the company’s senior executives: film sales had dropped 5% from the already weak previous year and revenues were down 3%, sliding to $12.8 billion. The film industry was “under pressure unlike ever before”, and Carp predicted a “fairly long downturn”1 for traditional photography sales as more and more consumers were turning to digital cameras, which did not require film. The company had been investing heavily in digital imaging since the early 1980s, pioneering image-sensor technology in 1986 and entering the market with a variety of products during the 1990s.
In addition, Kodak was moving more of its manufacturing to China, where it could still boast film sales, and was planning to slash 2,200 jobs, or 3% of its work force, especially in the photo-finishing business. The picture for 2003 was not any brighter: Carp expected revenues to grow slightly to $13 billion and net income to be flat or down from the $770 million the company had earned in 2002.
A native of Wytheville, Virginia, Carp had graduated in management from MIT, and had begun his career at Kodak in 1970 as a statistical analyst. Since then he had held a variety of positions, including general manager of sales for Kodak Canada, general manager of the consumer electronics division, general manager of the European, African, and Middle Eastern regions in 1991, and president and chief operating officer in 1997. Carp was finally appointed CEO on January 1, 2000. After more than 30 years at the company, he realized this struggle was one of the toughest in the company’s century-long history. How could he use digital imaging to revitalize Kodak?
Kodak’s early days, 1880-1983
In 1880, after thr ...
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
Walmart Business+ and Spark Good for Nonprofits.pdfTechSoup
"Learn about all the ways Walmart supports nonprofit organizations.
You will hear from Liz Willett, the Head of Nonprofits, and hear about what Walmart is doing to help nonprofits, including Walmart Business and Spark Good. Walmart Business+ is a new offer for nonprofits that offers discounts and also streamlines nonprofits order and expense tracking, saving time and money.
The webinar may also give some examples on how nonprofits can best leverage Walmart Business+.
The event will cover the following::
Walmart Business + (https://business.walmart.com/plus) is a new shopping experience for nonprofits, schools, and local business customers that connects an exclusive online shopping experience to stores. Benefits include free delivery and shipping, a 'Spend Analytics” feature, special discounts, deals and tax-exempt shopping.
Special TechSoup offer for a free 180 days membership, and up to $150 in discounts on eligible orders.
Spark Good (walmart.com/sparkgood) is a charitable platform that enables nonprofits to receive donations directly from customers and associates.
Answers about how you can do more with Walmart!"
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
Bill Gates and Steve Jobs were both visionary leaders who revolutionized the personal computer industry, though they differed in their approaches. Gates was a programmer who founded Microsoft to develop software like BASIC and the MS-DOS operating system. He combined technical skills with business savvy and brought in professional managers to help Microsoft grow into an industry giant. Jobs was more of a salesman who focused on hardware and user experience at Apple. He drove the development of innovative products like the Mac but was also demanding and overconfident at times. Both Gates and Jobs continue to have an impact through Microsoft's dominance and Jobs' comeback at Apple leading new products like the iPod.
Case study 1- MicrosoftMicrosoft is the world’s most successful .docxwendolynhalbert
Case study 1- Microsoft
Microsoft is the world’s most successful software company. The company was founded by Bill Gates and Paul Allen in 1975 with the original mission of having “a computer on every desk and in every home, running Microsoft software.” Since then, Microsoft has grown to become the third most valuable brand in the world through strategic marketing and aggressive growth tactics.
Microsoft’s first significant success occurred in the early 1980s with the creation of the DOS operating system for IBM computers. The company used this initial success with IBM to sell software to other manufacturers, quickly making Microsoft a major player in the industry. Initial advertising efforts focused on communicating the company’s range of products from DOS to the launch of Excel and Windows—all under a unified “Microsoft” look.
Microsoft went public in 1986 and grew tremendously over the next decade as the Windows operating system and Microsoft Office took off. In 1990, Microsoft launched a completely revamped version of its operating system and named it Windows 3.0. Windows 3.0 offered an improved set of Windows icons and applications like File Manager and Program Manager that are still used today. It was an instant success; Microsoft sold more than 10 million copies of the software within two years—a phenomenon in those days. In addition, Windows 3.0 became the first operating system to be preinstalled on certain PCs, marking a major milestone in the industry and for Microsoft.
Throughout the 1990s, Microsoft’s communication efforts convinced businesses that its software was not only the best choice for business but also that it needed to be upgraded frequently. Microsoft spent millions of dollars in magazine advertising and received endorsements from the top computer magazines in the industry, making Microsoft Windows and Office the must-have software of its time. Microsoft successfully launched Windows 95 in 1995 and Windows 98 in 1998, using the slogan, “Where Do You Want to Go Today?” The slogan didn’t push individual products but rather the company itself, which could help empower companies and consumers alike.
During the late 1990s, Microsoft entered the notorious “browser wars” as companies struggled to find their place during the Internet boom. In 1995, Netscape launched its Navigator browser over the Internet. Realizing what a good product Netscape had, Microsoft launched the first version of its own browser, Internet Explorer, later that same year. By 1997, Netscape held a 72 percent share and Explorer an 18 percent share. Five years later, however, Netscape’s share had fallen to 4 percent.
During those five years, Microsoft took three major steps to overtake the competition. First, it bundled Internet Explorer with its Office product, which included Excel, Word, and PowerPoint. Automatically, consumers who wanted MS Office became Explorer users as well. Second, Microsoft partnered with AOL, which opened the doors to 5 milli ...
Please read the information and give me a brief respondThe mo.docxmattjtoni51554
Please read the information and give me a brief respond:
The most important concepts for me begin with the differences in certain Philosophies, and understanding that just as their are differences in each individual there is diversity in their methods and strategies when doing business. To accept the different choices also gives you an idea of which type of people and organization you will work well with and those you decide not to work with. When making decisions that involve my community and family I need you to have similar values and good moral standings that encourage you to put others first. To be aware of the harm you may cause if not considerate of everyone. I will not work with those that have a different agenda orthat cannot leave their self interest behind.
Social responsibility will come into play with every decision that I make. We are not alone in this world and to respect the people the laws and environment is a substantial commitment. I would expect everyone to live with morals and decent values in whatever capacity of employment that you are involved in and everywhere you travel. I would also hope that this generation will be more accepting of individuals with disabilities and challenges that they are not familiar with.
Environmental awareness will be my strong point in establishing a service that supports the air, land and water, We need to preserve our elements for our future generations to come. In whatever feild you choose to be employed in there will always be some method of preservation, because it begins at home.
The most difficult ethical issues of the future in my opinion will be preservation of privacy and identy saving. With so many methods of communication and gadgets in technology , there will always be individuals trying to hack into a data system , if no more than to prove that it can bedone. Most gadgets require passwords and personal information just to sign on to them. Stealing private information and details will continue to get more difficult to contain.
Case study 1- Microsoft
Microsoft is the world’s most successful software company. The company was founded by Bill Gates and Paul Allen in 1975 with the original mission of having “a computer on every desk and in every home, running Microsoft software.” Since then, Microsoft has grown to become the third most valuable brand in the world through strategic marketing and aggressive growth tactics.
Microsoft’s first significant success occurred in the early 1980s with the creation of the DOS operating system for IBM computers. The company used this initial success with IBM to sell software to other manufacturers, quickly making Microsoft a major player in the industry. Initial advertising efforts focused on communicating the company’s range of products from DOS to the launch of Excel and Windows—all under a unified “Microsoft” look.
Microsoft went public in 1986 and grew tremendously over the next decade as the Windows operating system and Microsoft O.
456
rot27628_minicase04_456-458.indd 456 12/06/17 03:19 PM
How the Strategy Process Killed Innovation at Microsoft
to match that of other tech companies such as Google,
Apple, and Amazon because they created entirely
new areas of computing from scratch, and as a con-
sequence, their stock prices have soared. One reason
Microsoft’s fell and flattened in the 2000s was that
it saw its mission differently. Protecting its existing
portfolio, Microsoft largely failed to commercialize
any category-defining products or services. Why? The
answer: Microsoft’s strategy process killed innovation!
Top-Down Strategy Process Killed
Bottom-Up Strategic Initiatives at Microsoft
Microsoft actually came up with some major break-
throughs, but failed to successfully commercialize
them. The root of the problem seemed to lie with
Microsoft’s top-down strategy process. Once Win-
dows became the industry standard in 1990, Micro-
soft’s strategy was defensive: Any new product or
extension had to strengthen the existing Windows-
Office franchise; if not, it would be “killed.” Here
are some great products and services that Microsoft
invented, but never commercialized.
SINCE MICROSOFT LAUNCHED Windows 3.0 in
1990, it has dominated the industry for PC operating
system (OS) software with a 90 percent market share.
Microsoft’s huge installed base of Windows operating
systems on PCs and its long-term relationships with
original equipment manufacturers (OEMs), such as
Dell, HP, and Lenovo, create tremendous entry bar-
riers for newcomers. Intel’s semiconductor chips are
the perfect complement to Microsoft’s operating sys-
tem. Every time Microsoft releases a new operating
system, demand for Intel’s latest microprocessor goes
up, because new operating systems require more com-
puting power. Because of the complementary nature
of their products, Microsoft’s and Intel’s alternating
advances have created a virtuous cycle, benefiting
from network effects. The successful combination of
Microsoft’s Windows and Intel’s processors has pro-
duced the Wintel (a portmanteau of Windows and
Intel) standard in the PC industry. By 1999, Microsoft
was the most valuable company on the planet.
Fast-forward to 2017, two years after Microsoft
released Windows 10, its latest version of the ubiqui-
tous operating system. For the past quarter century,
Microsoft’s business model was to establish and main-
tain the dominance of the Wintel standard in the PC
industry. With this standard, Microsoft made money
off consumer and business application software such as
its Office Suite. Microsoft remains hugely profitable:
With some $85 billion in annual revenues in 2016, it
generated over $20 billion in profits! Windows and
Office still generate about 40 percent of Microsoft’s
total revenues and 75 percent of profits. The gross margin
of “classic” Office is 90 percent, while the new cloud-
based Office 365 only has a 50 percent profit margin.
Although Microsoft ...
For more than a decade, Microsoft has been the market leader in operating systems. It was established by Bill Gates and Paul Allen in Albuquerque, New Mexico, in 1975, 46 years ago, and is currently flourishing all over the world.
APRIL 22, 2013, 1123 P.M. After a hectic day, an exhausted .docxShiraPrater50
APRIL 22, 2013, 11:23 P.M. After a hectic day, an exhausted Tim Cook is arriving back at Apple’s headquar-
ters in Cupertino, California. The Apple CEO is trying to find some quiet time to look over the day’s events and
handle some e-mails. Having joined Apple in 1998 as Senior Vice President of Worldwide Operations, Cook had
been appointed CEO based on the recommendation of Steve Jobs, who lost his battle with cancer a few weeks
after resigning from the top spot in August 2011. Cook had been filling in as CEO while Jobs had been on medical
leave. Cook was a low-profile, but high-impact executive at Apple who was responsible for restructuring Apple’s
supply chain, which had allowed Jobs to focus on high-profile product launches. Moreover, Apple’s now super-
efficient supply chain also increased its profitability tremendously.
Steve Jobs had led Apple through a period of innovation that saw the introduction of category-defining prod-
ucts such as the iPod, iPhone, and iPad and disruptive business models complementary to those products, such
as the Apple Retail Store and the iTunes online store. iTunes had started by selling music for Apple’s iPods and
later expanded into books, movies, television shows, and applications for all of Apple’s iOS devices. Apple’s
competitive advantage under Jobs was the ability to continually innovate, but Cook couldn’t help but wonder if
such success was sustainable, especially without Jobs.
Just the previous September, to great fanfare and expectations, Apple had launched the new iPhone 5. In his
presentation to an exuberant crowd of loyal Apple devotees in San Francisco’s Moscone Center that day, Cook
had highlighted Apple’s great performance by focusing on its retail stores and the sales of Mac notebooks and
iPads. In particular, Cook had emphasized the performance of Apple’s 380 retail stores in 12 countries around the
world. 1 An astounding 83 million people had visited Apple retail stores in the preceding quarter, which equates to
almost one million people a day, on average. In addition, he had stated that Apple ranked number one in notebook
sales in the United States, with 27 percent market share. That represented a notebook sales growth of 15 percent a
year. Cook had also commented on the iPad, crediting it with creating a post-PC revolution. Having sold
17 million iPads between April and June 2012, Apple claimed 68 percent market share in tablet computers. In
addition, the iPad accounted for 91 percent of web traffic by all tablets, which Cook attributed to the then over
700,000 iOS applications (apps) available to Apple users. A whopping 94 percent of Fortune 100 companies had
begun deploying Apple iPads in the workplace, many with customized apps to provide enterprise-specific busi-
ness solutions. “To put this achievement in some perspective, we sold more iPads than any PC manufacturer sold
of their entire PC lineup,” Cook said. 2 By June 2012, Apple had sold a total o ...
APRIL 22, 2013, 1123 P.M. After a hectic day, an exhausted .docxaryan532920
APRIL 22, 2013, 11:23 P.M. After a hectic day, an exhausted Tim Cook is arriving back at Apple’s headquar-
ters in Cupertino, California. The Apple CEO is trying to find some quiet time to look over the day’s events and
handle some e-mails. Having joined Apple in 1998 as Senior Vice President of Worldwide Operations, Cook had
been appointed CEO based on the recommendation of Steve Jobs, who lost his battle with cancer a few weeks
after resigning from the top spot in August 2011. Cook had been filling in as CEO while Jobs had been on medical
leave. Cook was a low-profile, but high-impact executive at Apple who was responsible for restructuring Apple’s
supply chain, which had allowed Jobs to focus on high-profile product launches. Moreover, Apple’s now super-
efficient supply chain also increased its profitability tremendously.
Steve Jobs had led Apple through a period of innovation that saw the introduction of category-defining prod-
ucts such as the iPod, iPhone, and iPad and disruptive business models complementary to those products, such
as the Apple Retail Store and the iTunes online store. iTunes had started by selling music for Apple’s iPods and
later expanded into books, movies, television shows, and applications for all of Apple’s iOS devices. Apple’s
competitive advantage under Jobs was the ability to continually innovate, but Cook couldn’t help but wonder if
such success was sustainable, especially without Jobs.
Just the previous September, to great fanfare and expectations, Apple had launched the new iPhone 5. In his
presentation to an exuberant crowd of loyal Apple devotees in San Francisco’s Moscone Center that day, Cook
had highlighted Apple’s great performance by focusing on its retail stores and the sales of Mac notebooks and
iPads. In particular, Cook had emphasized the performance of Apple’s 380 retail stores in 12 countries around the
world. 1 An astounding 83 million people had visited Apple retail stores in the preceding quarter, which equates to
almost one million people a day, on average. In addition, he had stated that Apple ranked number one in notebook
sales in the United States, with 27 percent market share. That represented a notebook sales growth of 15 percent a
year. Cook had also commented on the iPad, crediting it with creating a post-PC revolution. Having sold
17 million iPads between April and June 2012, Apple claimed 68 percent market share in tablet computers. In
addition, the iPad accounted for 91 percent of web traffic by all tablets, which Cook attributed to the then over
700,000 iOS applications (apps) available to Apple users. A whopping 94 percent of Fortune 100 companies had
begun deploying Apple iPads in the workplace, many with customized apps to provide enterprise-specific busi-
ness solutions. “To put this achievement in some perspective, we sold more iPads than any PC manufacturer sold
of their entire PC lineup,” Cook said. 2 By June 2012, Apple had sold a total o ...
Next slides are the outlineDetermine each one is low or modera.docxcurwenmichaela
Next slides are the outline
Determine each one is low or moderate or hight.
Gives some explanations to show why
Only put key words. Then in the remark, write full sentences to explain.
1
Porter’s Five Force Anaylsis
Buyers bargaining power: Low? Moderate? High?
Suppliers bargainining power: Low? Moderate? High?
Threat of new entrants: : Low? Moderate? High?
Threat of subsitutes(Outside of the industry) : Low? Moderate? High?
Rivalry among competitor: : Low? Moderate? High?
The reasons why buyers bargaining power
is low or moderate or high?
1
2
3
The reasons why Suppliers bargainining power
is low or moderate or high?
The reasons why Threat of subsitutes is low or moderate or high?
The reasons why Threat of new entrants
is low or moderate or high?
The reasons why Rivalry among competitor is low or moderate or high?
1
2
3
4
Instruction:
Read the Kodak case. Create a PowerPoint to conduct Porter’s Five force analysis. Totally 6 slides. Outline is given under attachment. Follow the outline. Due date is 4/12/2016, 20:00 p
Note: The time period you have to focus is between 1983- 2000 !!!
Below is the case.
Kodak (A)
In February 2003, Daniel A. Carp, Kodak’s chief executive officer and chairman, was reviewing 2002 data with the company’s senior executives: film sales had dropped 5% from the already weak previous year and revenues were down 3%, sliding to $12.8 billion. The film industry was “under pressure unlike ever before”, and Carp predicted a “fairly long downturn”1 for traditional photography sales as more and more consumers were turning to digital cameras, which did not require film. The company had been investing heavily in digital imaging since the early 1980s, pioneering image-sensor technology in 1986 and entering the market with a variety of products during the 1990s.
In addition, Kodak was moving more of its manufacturing to China, where it could still boast film sales, and was planning to slash 2,200 jobs, or 3% of its work force, especially in the photo-finishing business. The picture for 2003 was not any brighter: Carp expected revenues to grow slightly to $13 billion and net income to be flat or down from the $770 million the company had earned in 2002.
A native of Wytheville, Virginia, Carp had graduated in management from MIT, and had begun his career at Kodak in 1970 as a statistical analyst. Since then he had held a variety of positions, including general manager of sales for Kodak Canada, general manager of the consumer electronics division, general manager of the European, African, and Middle Eastern regions in 1991, and president and chief operating officer in 1997. Carp was finally appointed CEO on January 1, 2000. After more than 30 years at the company, he realized this struggle was one of the toughest in the company’s century-long history. How could he use digital imaging to revitalize Kodak?
Kodak’s early days, 1880-1983
In 1880, after thr ...
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What do you believe india must do to improve its international competitiveness
1. Assignment Solutions, Case study Answer sheets
Project Report and Thesis - Contact
aravind.banakar@gmail.com
www.mbacasestudyanswers.com
ARAVIND – 09901366442 – 09902787224
International Management
Case Studies
Woman CEO Manages by the Textbook (20 Marks)
The demand for managers with an international background is great. Consider Marisa
Bellisario who was one of the most soughtafter executives in Europe. She was the first
woman to head a major industrial firm in Italy, the state – controlled ITALTEL Societa
Italiana. This company is the biggest Italian firm making telecommunications
equipment. Bellisario’s background, however, is international. After receiving her
degree in economics and business administration from Turin University, she worked at
Olivetti in the electronics division. When Olivetti sold its date processing unit to General
Electric, she spent time in Miami working on GE’s worldwide marketing strategy for
computers. She left GE to head corporate planning at Olivetti. As the CEO at ITALTEL,
she turned the company around, showing a small profit. (The firm had experienced huge
losses in the past.) Her managerial approach has been characterized as “straight out of
the textbook,” and companies such as GTE Corporation, IBM, AT&T, and other
European and Japanese firms are interested in recruiting her.
Answer the following question.
Q1. Why was Ms. Bellisario a muc– sought – after CEO ? What was her career path ?
Q2. What special problems may she have encountered as a woman heading a major
company in Italy ?
Q3. If she was successful managing by the textbook, why do some managers still think
that management cannot be taught ?
2. Coke’s European Scare (20 Marks)
What seemed like an isolated incident of a few bad cans of CocaCola at a school in
Belgium turned into near disaster for the soft drink giant’s European operations. In
June 1999, Coke experienced its worst nightmare a contamination scare resulting in the
recall of 14 million cases of Coke products in five European countries and huge blow to
consumer confidence in the quality and safety of the world’s most recognizable brand.
After the initial scare in Bornem, Belgium, Coke and Coca – Cola Enterprises (CCE), a
thought they had isolated the problem. Scientists at the CCE bottling plant in Antwerp
found that lapses in quality control had led to contaminated carbon dioxide that were
used in the bottling of a recent batch of Coke. Company officials saw the contamination
as minor problem and they issued an apology to the school. At the same time that the
problems were being dealt with in Antwerp, things were breaking down at Coke’s
Dunkirk, France, bottling plant. In Belsele, 10 miles from Bornem, children and teachers
were complaining of illnesses related to drinking Coke products. The vending machines
at the school were stocked with Coke from the
company’s Dunkirk plant’s practices were being questioned. What initially seemed like
an isolated incident was now a crisis. Immediately following the second scare, Belgium’s
Health Minister banned the sale of all precuts produced in the Antwerp and Dunkirk
plants. Things got worse when Coke gave an incomplete set of recall codes to a school in
Lochristi, Belgium, resulting in 38 children being rushed to the hospital. Immediately
following this incident, French officials banned the sale of soft drinks produced in the
Dunkirk plant. It was believed that fungicide on wooden shipping pallets were the cause
of the illnesses at the Dunikrik plant. On June 15th, 1999, 11 days after the initial scare
in Bornem, Coke finally issued an explanation to the public. Most Europeans were not
satisfied. Coca – Cola officials used vague language and often contradicted one another
when making statements. France’s Health Minister, Bernard Kouchner, stated, “That a
company so very expert in advertising and marketing should be so poor in
communication on this matter is astonishing.” After three weeks of testing by both Coke
officials and French government scientists, it was concluded that the plants were safe
and that there was no immediate threat to the health of consumers. Coke has destroyed
all of the pallets in Dunikirk and tightened quality control on CO2. How could this
3. happen to the company that is revered worldwide for its quality control and the
superiority of its products ? Coke has spent decades building its reputation
overseas and the European market now represents 73% of total profits. While the scare
has had some effect on Coke’s profits in Europe, the company is more concerned with
damages to its reputation and consumer confidence in its products. Many critics say that
Coke’s slow response time, insisting that no real problem existed and belated apology
have severely damaged the company’s reputation in Europe. Some would disagree and
feel that Coke handled the situation as best it could. “I think that Coke acted in a
responsible, diligent way,” says John Sitcher, editor of Beverage Digest. “Their first
responsibility was to ascertain the facts in a clear and unequivocal way. Any as soon as
Coke knew what the facts were, they put out a statement to the Belgium people.” The
character and quality of a company can often be measured by how it responds to
adversity. CocaCola believes that this crisis has forced the company to reexamine both
its marketing and management strategies in Europe. Coke executives in Brussels are
predicting that the company will double its European sales in the next decade and that
this setback will only make the company stronger. Wall Street analysts seem to agree.
Only time will tell.
Answer the following question.
Q1. What are the management issues in this case ?
Q2. What did Coke do and what could have been done differently ?
Q3. What are the key factors that were or should have been considered by
management ? Profiles of Two Visionaries –
Bill Gates & Steve Jobs (20 Marks)
Two men who gave their hearts and souls for developing their visions have driven the
personal computer revolution. However, the way in which each of theses men went
about this quest has been different. Steve Jobs and Bill Gates have changed the way the
world does business, but the story of their leadership styles is even more compelling
than the success and innovation spawned by Apple and Microsoft. Bill vs. SteveThe
Early Years Bill Gates started developing his computer skills with his childhood friend
4. Paul Allen at Lakeside School in Seattle. At the age of 14, the two had formed their first
computer company. After high school, Allen and Gates left Seattle for Boston. Gates was
off to Harvard , Gates and Allen left Boston for Albuguerque to develop a computer
language for the new Altair 8080 personal computer. This computer language would
become BASIC and was the foundation for Microsoft, which was created as a
partnership in 1975. After five years in New Mexico, Microsoft relocated to Bellevue,
Washington in 1980 with BASIC and two other computer languages (COBOL and
FORTRAN) in its arsenal. Later that year, IBM began developing its first
PC and was in need o an operating system. Microsoft development the Microsoft Disk
Operating System (MSDOS)
for IBM while two other companies created competing systems. Gates’ determination
and persuasion of other software firms to develop programs for MSDOS made it the
default IBM platform. As Microsoft became more successful, Gates realized that he
needed help managing Microsoft. His enthusiasm, vision, and hard work were the
driving force behind the company’s growth, but he recognized the need for professional
management. Gates brought in another one of his friends from Harvard, Steve Ballmer.
Ballmer had worked for Proctor & Gamble after graduating from Harvard and was
pursuing his MBA at Stanford. Gates persuaded Ballmer to leave school and join
Microsoft. Over the years, Ballmer has become an indispensable asset to both Gates and
Microsoft. In 1983, Gates continued to show his brilliance by hiring Jon Shriley who
brought order to Microsoft and streamlined the organization structure, while Bailmer
served as an advisor and sounding board for Gates. Microsoft continued to grow and
prosper in the 1990s and Gates has become the richest man in the world. Microsoft
dominates both the operating system market with its Windows application and the
office suite software market with Microsoft Office. Gates recognized that his role was to
be the visionary of the company and that he needed professional managers to run
Microsoft. Gates combined his unyielding determination and passion with a
wellstructured management team to make Microsoft the giant it is today. The other
visionary, Steve Jobs, and his friend Steve Wosniak started Apple Computer at Jobs’
garage in Los Altos, California in 1976. In contrast to Bill Gates, Jobs and Wosniak were
hardware experts and started with a vision for a personal computer that was affordable
and easy to use. When Microsoft offered BASIC to Apple, Jobs immediately dismissed
the idea on the basis that he and Wosniak could create their own version of BASIC in a
5. weekend. This was typical Jobs: decisive and almost maniacal at times. Jobs eventually
agreed to license Microsoft’s BASIC while pursuing his own vision of developing a more
usable and friendly interface for the PC. Many see Jobs as antiGates. He is a trailblazer
and a creator as opposed to Gates who is more of a consolidator of industry standards.
Jobs’ goal was to change the world with his computers. He was also very demanding of
his employees. Jobs was different from Gates, Allen and Wosniak. He was the person
selling the idea of the personal computer to the public. Jobs made the decision to change
the direction of Apple to develop the Macintosh using a new Graphical User Interface
(GUI) that introduced the world to the mouse and onscreen icons. Jobs forced people to
choose between the MicrosoftIBM DOS operating system and his GUI Macintosh OS. In
the beginning, jobs was the visionary who changed the computer world and Apple
dwarfed Microsoft. With all this success, there was a major problem brewing at Apple
Steve Jobs was overconfident and did not see Gates and Microsoft as a serious threat to
Apple. Soon after the release of the Macintosh computer, Jobs asked Microsoft to
develop software for the Mac operating system. Gates obliged and proceeded to launch
a project copying and improving Apple’s user interface. The result of that venture was
Microsoft Windows. This cocky attitude and lack of management skills made Jobs a
threat to Apple’s success. He never bothered to develop budgets and his relationship
with his employees has been criticized. Wacintosh due to differences with Jobs. In 1985,
John Scully, CEO of PepsiCo replaced Steve Jobs as president and CEO of Apple
Computers. The 1990s saw Microsoft and Apple go in two very different directions.
Microsoft became one of the most profitable companies in the world making Bill Gates
the world’s richest man. Microsoft Windows became the industry’s standard operating
system. Apply fell from grace and became a niche market player. Jobs went on founding
NEXT, a small computer manufacturing company and Pixar, the animation house that
produced Toy Story and A Bug’s Life. Microsoft and Apple at the Turn of the CenturyAn
Industry Giant and a Revitalized Leader With the success of the Windows operating
system, the Office application suite and Internet Explorer software, Microsoft has
become a household name; Bill Gates has been hailed as a business genius. The fact that
Microsoft’s competitors, the press, and the US Justice Department have called Microsoft
a monopoly reinforces Gates’ determination to succeed. Many people question whether
Microsoft can survive that Justice Department’s decision.
6. Bill Gates, however, has shown that he is the master of adapting to changing market
conditions and technologies. Apple had gone in the opposite direction in the 1990s. The
outdated operating system and falling market share eventually led to a decrease in
software development for the Mac. Something needed to be done. In 1998 Steve Jobs
returned to Apple as the “interim” CEO. His vision, once again, resulted in the
innovative iMac. The design was classic Jobs. In the 1980s he created the
simpletooperate Macintosh to attract people who were using IBM PCs and their clones.
Now he has developed a simple, stylish, and internetfriendly computer to add some
muchneeded excitement to the computer market. Jobs has also changed as a manger
and a leader. He has matured and looks to his professional staff for advice and ideas.
Although he is the interim CEO, Jobs has sold all but one share of his Apple stock. Larry
Ellison, Oracle’s CEO and Apple board member, attributes Jobs’ ability to lead Apple to
this fact: “He owns only one share of Apple stock, yet he clearly owns the product and
the idea behind the company. The Mac is an expression of his creativity, and Apple as a
whole is an expression of Steve That’s why, despite the ‘interim’ in his title, he’ll stay at
Apple for a long time.”
Many people believe that this will lead to continued success for Apply and a renewed
battle between Gates and Jobs.
Answer the following question.
Q1. How did Bill Gates and Steve Jobs differ in their leadership style ?
Q2. Compare and contrast the managerial practices of Gates and Jobs.
Q3. What do you think about the future of Microsoft and Apple Computers ?
How to Win at Westinghouse (20 Marks)
Westinghouse founded the Westinghouse Electric Company in 1886, over 100 years ago.
From the beginning, the hallmark of the company was one of entrepreneurship and
creativity. By inventing a new for tr3nsmitting electric current over long distances, the
firm penetrated the fledgling electric industry. Its aptitude for technological innovation
led the firm into the development and creation of diverse products, from household
appliances to watches to nuclear power equipment. The firm also demonstrated creative
7. diversity, branching into such endeavours as radio station operations, softdrink bottling,
and low income housing Today, the Westinghouse Corporation is organized into six
operational groups broadcasting, commercial, electronics systems, energy and utility
systems, financial services, and industries. As Westinghouse grew and began its
expansion into foreign markets, it became apparent that the firm’s organisational
structures and communication systems would have to be modernized to provide the
flexibility demanded by overseas operations. Rigid procedures and red tape had to be
eliminated, and ways had to be developed, by which key employees around the world
could communicate with each other rapidly, so that their giant company could
adequately react to
changing conditions around the world. To meet this communication support challenge,
Westinghouse established a changeresponsive high-tech communication network to
support its farflung operations. A new commuter system allows employees at all levels of
the corporation to communicate through decentralized support networks. Westinghouse
employees from different divisions and different departments can linkup in order to
share information around the world. The new support system, called the Westinghouse
Information Network (WIN), links more than 600 Westinghouse facilities, providing
both voice and data transmissions as well as an electronic mail system. Westinghouse
employees can link WIN to their homes or to their laptops when travelling. WIN offers
videoconferencing, which reduces or eliminates the need for costly and timeconsuming
travel to meetings. WIN also contains an advanced negotiation system, called EDGE,
which supports sales personnel during complex sales negotiations. Every working day,
over 90000 Westinghouse employees utilize the WIN system, which provides the
flexible online support that Westinghouse needs to expand its global enterprises.
Answer the following question.
Q1. Describe the ways in which international business has an impact on your life.
Q2. Pick an Indian corporation with which you are familiar and analyse the reasons why
it might be motivated to expand its internationalism.
Q3. What sorts of adjustments might McDonald’s have to make in its operations in
India?
Q4. What do you believe India must do to improve its international competitiveness?
8. Assignment Solutions, Case study Answer sheets
Project Report and Thesis - Contact
aravind.banakar@gmail.com
www.mbacasestudyanswers.com
ARAVIND – 09901366442 – 09902787224