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Global Economic Competitiveness

See the below files for details. The first file indicates the questions for these two cases. 

The second file is the lecture of this class. 

The third and fourth articles are the articles of the cases.

Global Economic Competitiveness

Student Name:

You must read the requirements first:

1. Please make sure you use your own words and provide detailed answers .

· For questions that are worth 10 points: aim your answers to a quarter of page.

· For questions that are worth 15 points and 20 points: aim your answers to at least half page and maximum one page.

· You do not need to provide any definitions.

· Your answers must be specific for the question right away!

· Unless otherwise specified and required, your answers must be based on the case only.

· Never simply say a yes or not but provide your reasons!

2. Please answer all the questions using this document.

· Formatting: Single space, Times New Roman, 12 font, 1" margins.

This template is already formatted this way, so please do not change any formatting

You do not need to cite the case. No outside sources.

Read Social Media War 2021: Snap vs. Facebook vs. TikTok and answer the questions:

1. Snapchat has always wanted to be different. Read the sections of “Snap-The Early Days”, “Separating Social from Media”, and “Scaling the Enterprise”, discuss how Snapchat pursued the differentiation strategy, and comment on whether Snapchat is truly different. (10 points) (Minimum a quarter of pages)

Start your answers below:

2. Read the sections of “The Competition” and “Snap and Facebook Go to war” and the relevant Exhibits of the case: comparing Snap vs. Facebook based on the case only, what are the advantages of Facebook? What are the advantages of Snap, if any? (20 points) (Minimum a half of pages)

Note: your answers should consider the products & services offered, business model, market share, market reactions, political/legal risk, and market/financial numbers.

Start your answers below:

3. Read the section of “The Competition” and the relevant Exhibits of the case: comparing Snap vs. TikTok based on the case only, what are the advantages of TikTok? What are the advantages of Snap, if any? (20 points) (Minimum a half of pages)

Note: your answers should consider the products & services offered, business model, market share, market reactions, political/legal risk, and market/financial numbers.

Start your answers below:

4. Now let’s conduct the industry structure analysis of the social media industry. Based on all the information you read from the case, analyze the threat of new entrants to the social media industry and how Snap can build and sustain its moat. (10 points) (Minimum a quarter of pages)

Start your answers below:

5. Now let’s continue with the industry structure analysis of the social media industry. Based on all the information you read from the case, analyze the bargaining power of suppliers to the industry: start by identifying suppliers to the industry and then analyze their bargaining power. (10 points) (Minimum a quarter of pages)

Start your answers below:

6. Now let’s continue with the industry structure analysis of the social media industry. Based on all the information you read from the case, analyze the bargaining power of customers of the industry: start by identifying customers of the industry and then analyze their bargaining power. (10 points) (Minimum a quarter of pages)

Start your answers below:

7. Based on the analysis of the social media industry. Is there room for three or more players in the social media industry? Is the industry likely to consolidate? Or is it a “winner-take-all” business? Please explain your answers. (10 points) (Minimum a quarter of pages)

Start your answers below:

8. Privacy and trust are the main challenges facing all social media and technology companies. Based on the case, discuss the specific challenges faced by the social media industry and how they could navigate the changing regulatory environment and market sentiments. What are the roles of government and chance in this industry? (10 points) (Minimum a quarter of pages)

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9. Now let’s consider Snap’s future. The company has a few options: (1) target new users either in the new geographic markets or from older age brackets, (2) differentiate through AR, (3) focus on a WeChat model, (4) copy the competition, (5) focus on privacy and moderation. Use your own words to describe each option and its trade-offs in 3-5 sentences. What should Snap do? Explain your answers in detail. (30 points; your answers need to be at least single-spaced one-page long) (Minimum one page)

Start your answers below:

10. After reading and discussing the Snap case, discuss 3 things you have learned about running companies that will benefit your managerial career or start-up journey in the future. (15 points) (Minimum a quarter of pages)

Note: I am looking for genuine answers and discussions on what you have learned in terms of running businesses – this should not be just knowledge or facts learned.

Start your answers below:

Read Facelift at Olay and answer the questions:

11. Read the sections of “Proctor and Gamble”, “Global Skincare in 2017”, “US Skincare”, and “Oil of Olay”. Conduct the industry structure analysis of the global skincare industry as of 2017: discuss the threat of new entrance, the threat of substitutes, and rivalry among existing competitors in the skincare industry. (20 points) (Minimum half of pages)

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12. Read the sections of “Proctor and Gamble”, “Global Skincare in 2017”, “US Skincare”, and “Oil of Olay”. Conduct the industry structure analysis of the global skincare industry as of 2017: discuss the bargaining power of customers, demand conditions, and the changing behavior of younger users of the skincare industry. (20 points) (Minimum half of pages)

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13. Read the sections of “Proctor and Gamble”, “Global Skincare in 2017”, “US Skincare”, and “Oil of Olay” and consider the four types of industry position: cost leadership, differentiation, cost focus, and differentiation focus. How has Olay positioned itself and has the positioning changed? What were Olay’s advantages and disadvantages? (20 points) (Minimum half of pages)

Start your answers below:

14. In Lecture 4 we discussed companies’ global competition strategies: (1) international strategy, (2) multi-domestic strategy, (3) global strategy, and (4) trans-national strategy. Based on the case and your experience, which strategy has Olay used to compete in the global market? Has Olay achieved success and competitiveness in the global market? Please explain your answers. (10 points) (Minimum a quarter of pages)

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15. Based on the case, summarize the reasons for Olay’s decline. (10 points)

Start your answers below:

16. Based on the case, considering the Diamond, Industry Forces, Industry Positions, and Global Strategies, should Olay refocus on women 35+ or target younger consumers? Please explain your answers in detail. (15 points) (Minimum a quarter of pages)

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17. Based on the case, considering the Diamond, Industry Forces, Industry Positions, and Global Strategies, should Olay expand its product portfolio or reduce the number of SKUs? Please explain your answers in detail. (15 points) (Minimum a quarter of pages)

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18. Based on the case, considering the Diamond, Industry Forces, Industry Positions, and Global Strategies, besides targeting different age groups and reconsidering product portfolio, what other suggestions would you give to Olay to stay competitive in both the domestic US market and the global market? Please provide action plans and explain your answers in detail. (20 points) (Minimum half of pages)

Start your answers below:

19. After reading and discussing the Olay case, discuss 3 things you have learned about running companies that will benefit your managerial career or start-up journey in the future. (15 points) (Minimum a quarter of pages)

Hint: I am looking for genuine answers and discussions on what you have learned in terms of running businesses – this should not be just knowledge or facts learned.

Start your answers below:

– 5 –

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Lecture 2: Competitive Advantage of Firms in Global Industries

How firms create and sustain competitive advantage in their industries in order to explain what role the nation plays in the process.

1

Force 1: Threat to Entry

Threat of

new entrance

Bargaining Power

of Suppliers

Rivalry

Bargaining Power

of Customers

Threat of Substitutes

2. Strengthen the Network Effects:

A buyer’s willingness to pay for a company’s product increases with the number of other buyers.

e.g., Customers go to amazon.com because it offers more selections…

3. Increase customers’ switching cost (because you are special):

Cost for customer to change products or switching vendors.

e.g., changing your phone from iPhone to Samsung

4. Consider Capital Requirements of the Industry:

The need to invest the large financial resources, e.g. in R&D, facilities, equipment, inventories, marketing…

Asset-heavy industries: large up-front cost in the oil & gas, auto, pharmaceutical.

How to build your moat?

8

Force 1: Threat to Entry

Threat of

new entrance

Bargaining Power

of Suppliers

Rivalry

Bargaining Power

of Customers

Threat of Substitutes

5. Strengthen your existing advantage:

Existing firms may have advantages in cost & quality, no matter what their size.

Technology, access to resources, government subsidies, favorable geographic colocations, experience (above & beyond economies of scale).

6. Take advantage of the restrictive government policy

Through license requirements, patent protection, foreign investment barriers, and limit on access to local aw material.

e.g., liquor retailing, taxi services, Interne content provider (ICP) in China.

How to build your moat?

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Force 1: Threat to Entry

1. Strengthen your economics of scale

2. Strengthen your network effects

3. Increase customers’ switching cost

4. Use Capital Requirements

5. Strengthen your existing advantage (above & beyond economics of scale)

6. Take advantage of government policy

Threat of

new entrance

Bargaining Power

of Suppliers

Rivalry

Bargaining Power

of Customers

Threat of Substitutes

Summary

How to build your moat?

10

Force 1: Threat to Entry

Threat of

new entrance

Bargaining Power

of Suppliers

Rivalry

Bargaining Power

of Customers

Threat of Substitutes

How to build your moat?

Work in your group:

1. What industries impose high threats of new entry?

2. What industries impose low threat of new entrance?

3. How can existing companies set up barriers?

Summary

1. Strengthen your economics of scale

2. Strengthen your network effects

3. Increase customers’ switching cost

4. Use Capital Requirements

5. Strengthen your existing advantage (above & beyond economics of scale)

6. Take advantage of government policy

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Force 2: Powerful Suppliers

Threat of

new entrance

Bargaining Power

of Suppliers

Rivalry

Bargaining Power

of Customers

Threat of Substitutes

Powerful suppliers may reduce profitability

Powerful suppliers may reduce profitability by raising prices, shifting costs downstream, or limiting the quality of goods & services they provide.

Examples of powerful suppliers:

Microsoft’s near monopoly in the operating system and the PC makers.

Pharmaceutical companies with patented drugs.

Pilots in the airline industries.

What else?

How should companies deal with powerful suppliers?

12

Force 3: Powerful Customers

Threat of

new entrance

Bargaining Power

of Suppliers

Rivalry

Bargaining Power

of Customers

Threat of Substitutes

Powerful customers can force down prices, demand higher quality and more service, and play competitors off against each other.

Large supermarkets (Walmart, Amazon.com) are powerful …

Apple & NIKE are powerful relative to their outsourced suppliers …

Automakers are powerful relative to their parts suppliers…

What else?

How should companies deal with powerful customers?

Powerful customers may reduce profitability

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Force 4: Substitutes

Threat of

new entrance

Bargaining Power

of Suppliers

Rivalry

Bargaining Power

of Customers

Threat of Substitutes

How easy it is to have substitutes?

Online shopping substitute brick-and-mortar retail…

UBER & Lyft substitute the taxi industry…

Streaming substitutes cable TV and now streaming industry is highly competitive (Netflix, Disney+, Apple TV, Amazon Prime, etc…)

What else?

Substitutes can be a results of consumer behavior change (online shopping) or regulation (paper product to plastic product).

 An industry must distance itself from substitutes via performance (product / service innovation) or marketing, or it will suffer in profitability and growth.

Substitutes limit an industry’s profit potential.

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Force 5: Rivalry among existing players

Threat of

new entrance

Bargaining Power

of Suppliers

Rivalry

Bargaining Power

of Customers

Threat of Substitutes

Rivalry among existing competitors can be:

price reduction.

new-product introductions.

advertising campaigns.

service upgrade, and etc.

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Lecture 3: The Competitive Advantage of Nations –the Diamond Model

24

Understanding National Competitiveness

A few premises:

The nature of competition and the sources of competitive advantage differ widely among industries.

Global competitors often perform some activities outside their home country.

Companies gain and sustain competitive advantage in international competition through improvement, innovation, and upgrading.

Companies that gain competitive advantage in an industry are often those that move early and most aggressively to exploit it.

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