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look to the attachment College of Administrative and Financial Sciences Assignment 1 Deadline: 23/10/2021 @ 23:59 Course Name: Intro to International Business Student’s Name: Course Code: MGT-321 Student’s ID Number: Semester: I CRN: 11977 Academic Year: 1442/1443 H For Instructor’s Use only Instructor’s Name: Dr Ganesh Dash Students’ Grade: /5 Level of Marks: High/Middle/Low Instructions – PLEASE READ THEM CAREFULLY · The Assignment must be submitted on Blackboard (WORD format only) via allocated folder. · Assignments submitted through email will not be accepted. · Students are advised to make their work clear and well presented, marks may be reduced for poor presentation. This includes filling your information on the cover page. · Students must mention question number clearly in their answer. · Late submission will NOT be accepted. · Avoid plagiarism, the work should be in your own words, copying from students or other resources without proper referencing will result in ZERO marks. No exceptions. · All answered must be typed using Times New Roman (size 12, double-spaced) font. No pictures containing text will be accepted and will be considered plagiarism). · Submissions without this cover page will NOT be accepted. Assignment Regulation: · All students are encouraged to use their own word. · Assignment -1 should be submitted on or before the end of Week-07 in Black Board only. · Citing of references is also necessary. Assignment Structure: A.No Type Marks Assignment-1 Case Study 5 Total 5 Learning Outcomes: · Explain the forces driving and evaluating the impact of globalization (Lo 1.3) · Identify the major components of international business management (Lo 2.4) · Analyze the effects of culture, politics and economic systems in the context of international business (Lo 2.1) Case study Please read Case 4: “Will China Continue to Be a Growth Marketplace?” available in your textbook, (12th edition) and answer the following questions: · Assignment Questions: 1. Will China maintain its strong economic growth in the years to come? Some suggest it will until 2050. What do you think? (Marks: 2) 1. If China will go from 17 million to 200 million middle- and upper-income people by the early 2020s, would the scenario presented by Best Buy not be applicable anymore? Would newly rich Chinese customers engage in this purchasing in the 2020s? (Marks: 2) 1. With Alibaba’s ownership of the very popular Tmall and Taobao online shopping systems (similar to eBay and Amazon) and its spread across the world, will a Western-based online shopping culture ultimately infiltrate China? (Mark:1) Ans:1 Ans:2 Ans:3 Kingdom of Saudi Arabia Ministry of Education Saudi Electronic University المملكة العربية السعودية وزارة التعليم الجامعة السعودية الإلكترونية College of Administrative and Financial Sciences Assignment 1 Strategic Management (MGT 401) Deadline: 23/10/2021 @ 23:59 Course Name: Strategic Management Student’s Name: Course Code: MGT401 Student’s ID Number: Semester: First CRN: Academic Year: 2021-22 For Instructor’s Use only Instructor’s Name: Abdulrahman I. Almanie Students’ Grade: Marks Obtained: /Out of 5 Level of Marks: High/Middle/Low Instructions – PLEASE READ THEM CAREFULLY · The Assignment must be submitted on Blackboard (WORD format only) via allocated folder. · Assignments submitted through email will not be accepted. · Students are advised to make their work clear and well presented, marks may be reduced for poor presentation. This includes filling your information on the cover page. · Students must mention question number clearly in their answer. · Late submission will NOT be accepted. · Avoid plagiarism, the work should be in your own words, copying from students or other resources without proper referencing will result in ZERO marks. No exceptions. · All answered must be typed using Times New Roman (size 12, double-spaced) font. No pictures containing text will be accepted and will be considered plagiarism). · Submissions without this cover page will NOT be accepted. Assignment No 1: Discussion Questions Learning Outcomes: 1. Understand the basic concepts and terminology used in Strategic Management. (Lo 1) 2. Understand the Corporation Social Responsibility (Lo 2). 3. Explain how executive leadership is an important part of strategic management (Lo 3) · Question 1 Discuss the influence of globalization, social responsibility and environmental sustainability on strategic management of a corporation. ( 2 Marks) · Question 2 In what ways can a corporation’s structure and culture be internal strengths or weaknesses? (1Mark) · Question 3 Discuss how executive leadership is an important part of a strategic management? Give examples from real market. (2 Marks) Notes:   · Using the terminology developed in the course of strategic Management will be highly valued. · Your answers MUST include at least 4 outside references (other than the slides and textbook) using a proper referencing style (APA). · Using references from SDL will be highly valued. Good Luck Answers Maximum number of words: 1500 Cases 613 at 818 per U.S. dollar. The dramatic fall in the value of the kyat is expected to stimulate demand for exports from Myanmar and help the economy grow. To further encourage economic growth, the govern- ment signaled that it would welcome foreign direct invest- ment and encouraged foreign enterprises to enter into partnerships with domestic enterprises in its underdevel- oped telecommunications sector. General Electric and IBM are among the companies stating that they may in- vest in the country. Between 2010 and 2014, Myanmar recorded the largest increase in inward FDI of any coun- try in Southeast Asia apart from the Philippines, although admittedly from a low base. In November 2015, general elections were held in Myanmar. These were the first free and fair elections in 25 years. The results were stunning. The opposition party, the National League for Democracy, led by Anug San Suu Kyi, won 81 percent of the seats in parliament, sweeping the military-backed government out of office. It now seems likely that Myanmar will finally emerge from its isolation. Sources Lex Rieffel, “Myanmar’s Economy Confronts Tough Policy Challenges,” East Asian Forum, July 31, 2012; “Opening Soon: Myanmar Gets Ready for Business,” The Economist, March 3, 2012; “Myanmar on the Move,” The Economist, Novem- ber 21, 2012; CIA World Factbook, 2015, www.cia.gov/library/ publications; “An Unfinished Peace,” The Economist, March 11, 2015; “A New Era,” The Economist, November 14, 2015. Case Discussion Questions 1. What explains the economic stagnation of Myanmar until very recently? 2. What do you think motivated the government of Myanmar to start undertaking political and eco- nomic reforms from 2010 onward? 3. How would you characterize the nature of the economic reforms now being implemented in Myanmar? What is the government trying to do here? What do you think the results will be? 4. What potential impediments do you think might stand in the way of further improvements in Myanmar? 5. In November 2015, the democratic opposition won a landslide victory in a general election. How do you think this will affect Myanmar’s economic growth trajectory going forward? What are the risks here? China is expected to have some 200 million people in the middle- and upper-income categories by the early 2020s. This is a tenfold increase in people with significant pur- chasing power in China in the last decade, from only about 17 million people in these income brackets as re- cently as in 2010. China’s purchasing power for virtually all products and services has strong potential, and foreign companies now strategically try to take advantage of these market opportunities. What have we learned culturally that can help compa- nies establish themselves in China’s marketplace? What went wrong early on? The experience of well-known com- panies such as Best Buy and eBay can serve as a learning experience for others. From a retail perspective, the moti- vation for many foreign companies to enter China some years ago—beyond those companies that have been in China for decades to achieve low-cost production—was the triple growth of the Chinese economy that was seen from 2000 to 2010. With this growth, China overtook Japan to become the second-largest economy in the world behind only the United States, and its large population makes for an enor- mous target market. Investment from foreign companies was the largest driver of China’s growth. Many compa- nies also increased their exports to China. The United States, for example, saw its companies increase exports to China by 542 percent from 2000 to 2011 (from about $16.2 billion to $103.9 billion), while total exports to the rest of the world by U.S. companies increased by only 80 percent in the same time period. Exporting to China has become somewhat stagnant in the last few years, now representing about $113 billion. Interestingly, domestic consumption as a share of the Chinese economy has declined from 46 percent to 33 per- cent. This consumption decline—coupled with slower growth globally—has raised questions about China’s mo- mentum. Right now, around 85 percent of mainstream Chinese consumers are living in the top 100 wealthiest cities. By the early 2020s, these advanced and developing cities will have relatively few customers who are lower than the middle- and upper-income brackets by Chinese standards. The expectation is that these consumers will be able to afford a range of developed nations’ products and services, such as flat-screen televisions and overseas travel, making the Chinese customer much more of a tar- get for a wide variety of consumption. But can the unprecedented Chinese growth really con- tinue, and would it come from increased consumption? The resounding answer is yes, according to McKinsey & Company. McKinsey found that barring another major economic shock similar to what we saw in 2008, China’s gross domestic product (GDP) will continue to grow, Will China Continue to Be a Growth Marketplace? 614 Part 7 Cases specifically (built-in instant messaging) shaped a lot of the problems that eBay ran into in China. Some 200 million shoppers are using Alibaba’s Tmall and Taobao platforms to buy products, and the company accounts for almost 80 percent of online transaction value in China. Uniquely, Taobao’s built-in instant messaging system has been cited as a main reason for its edge over eBay in China. Basically, customers wanted to be able to identify a seller’s online status and communicate with them di- rectly and easily—a function not seamlessly incorporated into eBay’s China system. Clearly, built-in instant text messaging is a solvable obstacle in doing business in China. It sounds easy now that we know about it, but it may not always be the case when we take into account all the little things that are important in a market. How can a foreign company entering China ensure that it tackles the most important “little” things that end up being huge barriers to success? Sources Frank Lavin, “China Marketing: Five Keys for a Crowded Mar- ket,” Forbes, March 25, 2017. B. Carlson, “Why Big American Businesses Fail in China,” GlobalPost, September 22, 2013; Y. Atsmon, M Magni, L. Li, and W. Liao, “Meet the 2020 Chinese Consumer,” McKinsey Consumer & Shopper Insights, March 2012; “Exports to China by State 2000–2011,” The US–China Business Council, 2012; A. Groth, “Best Buy’s Overseas Strategy Is Failing in Europe and China,” Business Insider, November 4, 2011. Case Discussion Questions 1. Will China maintain its strong economic growth in the years to come? Some suggest it will until 2050. What do you think? 2. If China will go from 17 million to 200 million middle- and upper-income people by the early 2020s, would the scenario presented by Best Buy not be applicable anymore? Would newly rich Chinese customers engage in this purchasing in the 2020s? 3. With Alibaba’s ownership of the very popular Tmall and Taobao online shopping systems (similar to eBay and Amazon) and its spread across the world, will a Western-based online shopping culture ultimately infiltrate China? albeit not at the historic levels seen between 2000 and 2010, when it grew about 10.4 percent annually. The growth in the 2020s is expected to be about 5.5 percent per year (until 2030), which is still far above the expected growth for the United States (2.8 percent annually), Japan (1.2 percent annually), and Germany (1.7 percent annu- ally). And the key is that consumption will now be the driving force behind the growth in China instead of for- eign investment. The consumption forecast opens up op- portunities for foreign companies to engage with Chinese consumers who are expected to have more purchasing power and discretionary spending. But culturally translating market success from one coun- try or even a large number of countries to the Chinese mar- ketplace is not necessarily as straightforward as it may seem. Often, a combination of naiveté, arrogance, and cul- tural misunderstanding have led many well-known compa- nies to fail in China. Lack of an understanding of issues such as local demands, buying habits, consumption values, and Chinese customers’ personal beliefs led to struggles for companies that had been very successful elsewhere in the world. And as global as China is becoming, cultural differ- ences still get magnified in the Chinese marketplace. Let’s take a look at Best Buy and eBay as two examples. Best Buy, the mega-store mainly focused on consumer electronics, was founded in 1966 as an audio specialty store. Best Buy entered China in 2006 by acquiring a majority in- terest in China’s fourth-largest appliance retailer, Jiangsu Five Star Appliance, for $180 million. But culture shock hit Best Buy, best described by Shaun Rein, the founder of China Market Research Group. First, the Chinese will not pay for Best Buy’s overly expensive products unless they are a brand like Apple. Second, there is too much piracy in the Chinese market, and this reduces demand for electronics products at competitive market prices. Third, like many Europeans, the Chinese do not want to shop at huge mega- stores. So, these three seemingly easy-to-understand cultural issues created difficulties for Best Buy. eBay, the popular e-business site focused on consumer-to- consumer purchases, was founded in 1995. The company was one of the true success stories that lived through the dot-com bubble in the 1990s. It is now a multibillion-dollar business with operations in more than 30 countries. But China’s unique culture created problems for eBay. Contrary to the widespread cultural issues that faced Best Buy, one company in particular (Alibaba) and one feature more Toys for children are made in numerous countries and then exported to buyers throughout the world. In some countries, such as the United States, certain protection exists to make sure that toys are safe for children. The U.S. Consumer Product Safety Commission (CPSC) reg- ularly issues recalls of toys that have the potential to ex- pose children to danger such as lead or other heavy metals. Lead may be found in the paint and in the plastic used to make the toys. If ingested (e.g., children chewing on toys), lead is poisonous and can damage the nervous Lead in Toys and Drinking Water  MGT321 BOOK-1 part 1 MGT321 BOOK-1 part 2