• What modes of entry did GM and Uber choose to pursue as they expanded into China? Why did they choose these? Also think about how the state owned SAIC (meaning that SAIC is partly owned by the Chinese government) reduced government challenges to GM’s entry into China.
• How did each mode of entry make it easier/harder?
• What type of corporate-level strategy did each pursue (Multi-domestic or global). Which was more successful?
• Uber in particular has really struggled. Why didn’t they pursue the same strategies and entry-mode that GM did? Proprietary knowledge (i.e., meaning that control is critical), and firm age/stability (i.e., ability to take on additional risk) should form the basis for your answer. Uber is a young company focused on growth and profits in a new industry. GM is a much more mature company in a slow cycle market.

Select a company and identify two of their products that are supporting products for the production of a dependent demand based finished good. How can JIT, forecasting and SCM contribute to the production of your selected finished goods?

Example: Dell laptop computer is an example of a dependent demand-based finished good. IT creates a demand for other supporting products such as laptop batteries and the operating software.

Make at least 200 words or more, thank you.

Contribute Wiki on the topic:

Role of information technology to communicate effectively in modern business.

Porters five forces model analysis on Uber

How does Uber develop and implement a business strategy to deal with the Porters five competitive forces?

Create one strategy for Uber that fit its business model. A strategy in SWOT is a specific action for the business to take. It comes from combining one or more internal factors with one or more external factors.

Pick one of the following disruptive technologies and explain what it is, and how it is being used to reinvent the supply chain: 3D Printing, RFID, Drones, or Robotics.

A) why level 5" leaders seem to be such a rare commodity?

B) Provide at least five reasons, with detailed explanation?

Question 1:

Please discuss the Channel Strategy Factors in Marketing..

(Use keyboard and sure i will like your answer).

Social bookmarking is a way for people to store, organize, search and manage “bookmarks” of web pages.  Explain how this can benefit an entrepreneur.

Managing diversity well provides a distinct advantage in an era when flexibility and creativity are keys to competitiveness. An organization needs to be flexible and adaptable to meet new customer needs. This week please locate an article and provide a summary on the organization's practice of “diversity” and if it does or does not enhance its global strategy. How could the organization better leverage its diversity practices to improve its global strategy?

I have a product I need to market in the Kingdom of Saudi Arabia I wrote most of the main points but it remains only for me:

1. Marketing Mix (4 P’s ) Analysis

Describe each of the 4Ps of your chosen company.

Product or Service

Identify the product or service by what it is, who will buy it, how much they will pay for it and how much it will cost for the company to produce it, why a consumer demand exists for your product, and where the product sits in comparison to similar products/services now available.

Place

Identify the location of the business, why it is located there (strategic, competitive, economic objectives), the expected methods of distribution, and timing objectives.

Promotion

Describe the type of promotional methods that will be used. Identify techniques such as word of mouth, personal selling, direct marketing, sales promotion etc. television, radio, social media and newspaper ads.

Price

The prices of the products or services that reflects the overall company strategy. Should be competitive as well as a reflection of the quality, costs and profit margin.

Here is the description of the product I want to market for:

Mechanical is a relationship from Germany, who bargains in gadgets things. Here as a propelling chief, my thing is an electronic gadget called Eris and Gallelio, this contraption is utilized to give intuition. Here, I will extend the business in Saudi Arabia, subsequently, to this a showing plan is required.

Brazil as a country

what factors they believe are responsible for the values held by the people

what has caused or allowed them to endure over time.

Are there any changes taking place currently that are affecting these values?

If so, what kind of changes are happening?

How are they impacting established values?

What are these changes being made?

Discuss ways cultural values will impact the organizational, judicial, political, economic, and/or social systems

State some key cultural components/values of the country, Explain how doing business in this country would vary based on these key cultural components/values.

What can you recommend helping prepare employees to work effectively in brazil

Pawan Gupta was worried. He had just been appointed the head of the knowledge management (KM) team at a leading analytics firm, Insights Global Analytics, in May 2019. Before he became head of the KM team, Gupta led the global-level corporate KM initiative at a leading knowledge process outsourcing service provider. Before that, he was a KM technologist at a global management consulting firm, where he developed Web-based knowledge maps, search tools, and custom KM tools. Insights Global Analytics handled many internal analytics processes and projects. Most of its projects required extensive domain and statistical expertise to provide meaningful insights to clients. Employees with prior analytics experience had skill-sets, techniques and heuristics that could be utilized for other projects. Likewise, analysts and consultants working on business research projects had strong domain knowledge about the various technological trends acquired over a long time. They could decipher the story and signals behind the numbers stored in various databases. However, sometimes one team did not know about the rich skills possessed by another team, thus forcing them to rely on a less-than-optimal skill set.
To address this issue, the top leadership team envisaged creating a KM platform that could be used to promote a knowledge-sharing culture within Insights Global Analytics. However, the leadership team was not sure about the technological options that could achieve this objective. Different technological options had different functionalities, benefits and costs of ownership. Gupta’s main challenge was to select technological options that would help to create a cost-effective and successful KM platform.

Accordingly, Gupta began establishing a KM platform for Insights Global Analytics. He gave himself three months to assess the various technological options and then present his assessment to the top leadership team. With the team’s approval, Gupta would establish an integrated KM, information and communication program. The program would be limited to a few teams initially before it was extended to the entire organization. Later, computers and tablets division, printers division, corporate marketing and data center business by analyzing and interpreting organizational data to facilitate data-driven decision making. It was the analytics unit of one of the world’s largest technology companies by revenue, and was among the world’s top 50 valuable brands. Insights Global Analytics had 700 employees, mostly PhDs, MBAs, chartered accountants and statisticians from premier educational institutes in India and overseas for solving problems related to business decisions, planning, business intelligence optimization, supply chain planning, Web analytics and marketing strategy support.
The success of any analytics project was dependent on providing quality insights based on the data analyzed. Depending on the complexity of a business question, teams worked together to integrate statistical and business knowledge and to deliver meaningful insights. The top leadership of Insights Global Analytics, being an internal analytics unit in the knowledge-intensive sector, knew that it had the employees and knowledge base to stay ahead of stiff competition from alternatives such as third-party vendors that might handle the outsourced analytics work; however, the company lacked an effective avenue for sharing knowledge across teams. Without a platform for sharing, employees faced difficulty in identifying which teams or individuals could help them.
Insights Global Analytics also handled many processes using data to provide regular insights into markets, products and business operations. Employees involved in the processes had

developed strong domain-specific knowledge and skills, such as automation to: reduce turnaround time, minimize errors in data analysis and reporting, and improve productivity; however, when they transitioned to new roles, the company often lost the employees’ automation and domain-specific knowledge crucial to interpreting data and to employees working on other teams. Daily operations showed the need for a platform for sharing knowledge.
Insights Global Analytics extensively used statistical tools such as Excel, JMP and SAS, and statistical techniques such as market-basket analysis and time-series analysis. As the use of advanced statistical tools and techniques was rarely taught in schools, many of the analysts who joined Insights Global Analytics were interested in learning these advanced tools. As such, top management felt that a KM program was useful as a platform for employees because it would allow them to post their learning queries to the statistical experts in the unit more efficiently.
Gupta came to Insights Global Analytics with a mandate to initiate a KM program platform that would facilitate the sharing and documentation of organization-wide knowledge. He realized that the market had abundant KM tools to use for documentation but the success of the KM program depended on whether employees perceived the knowledge sharing as useful — and even fun — rather than as an additional burden. Gupta favored using unconventional approaches to KM implementation to include abundant tacit knowledge pertaining to analytics techniques used for different processes and projects. In addition, conventional approaches would encounter difficulty in documenting many of the heuristics involved in analytics procedures. The Insights Global Analytics workforce was highly skilled in terms of educational qualifications and domain knowledge. If the KM program solely focused on documenting the underlying knowledge, it would use a technical jargon familiar to specific domain specialists only.

Employees who worked in other domains or who had other skill-sets would find the program incomprehensible, so its utility would be restricted to team boundaries. Hence, the KM platform would fail to achieve the primary purpose of enabling knowledge sharing across teams.
Gupta’s major challenge was to select cost-effective technologies that would facilitate and promote knowledge sharing. He worked with Arun Sharma, a technical leader who had experience in Microsoft SharePoint, wikis, blogs and content management. Aware that Insights Global Analytics had high expectations from the KM program, Gupta and Sharma pondered their various technological options. With a few members of the leadership team and middle management, they brainstormed and identified three broad options: (1) technologies already used in the organization; (2) open source solutions; and (3) paid KM solutions. But at the same time, both of them somehow feel that we have reduced the KM issue to a mere technical issue. We are only discussing the functionalities of platforms and their cost of ownership. We are confused about how these technological options by themselves will encourage the sharing of knowledge. We must think beyond the platform and consider a mix of options and initiatives that will foster a knowledge-sharing culture.

3. Do you think Insights Global Analytics knows professional usage of statistical and data management tools? Justify. (CLO#6)
4. What did Gupta and Arun Sharma identified regarding KM techniques after brainstorming with members of leadership? (CLO#6)
5. Overall, what did you learn from this case study based on Knowledge Management techniques? (CLO#6)

You’ve joined GoPro’s community engagement team, and your job involves a variety of communication tasks across multiple channels. Use what you’ve learned in the course so far to solve these communication dilemmas.

1. You’ve written a blog post for a competition called “Catch Something Amazing,” in which GoPro users can submit “unplanned and unrehearsed” footage of events, performances, or other bits of action they just happen to stumble across while out and about with the GoPro cameras. Which of the following tweets is the best teaser to encourage people to click through to the blog post to read more about the competition?

a. You’ve just caught something amazing on camera—don’t hoard it; share it!

b. We’re not interested in the same old boring stuff. If you caught something amazing, we want to see it.

c. Did you catch something amazing with your GoPro? Enter to win $500 worth of equipment accessories.

d. Enter to win. Competition limited to GoPro users only (any model).