international business management ( case study )

Will China Continue to Be a Growth Marketplace?

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 purchasing power in China in the last decade, from only about 17 million people in these income brackets as recently 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 companies establish themselves in China’s marketplace? What went wrong early on? The experience of well-known companies such as Best Buy and eBay can serve as a learning experience for others. From a retail perspective, the motivation 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 Chinse economy that was seen from 2000 to 2010.

With this growth, China overlook Japan to become the second-largest economy in the world behind only the United States, and its large population makes for an enormous target market. Investment from foreign companies was the largest driver of China’s growth. Many companies 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 percent. This consumption decline-coupled with slower growth globally-has raised questions about China’s momentum. Tight 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 target for a wide variety of consumption.

But can the unprecedented Chinese growth really continue, 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, 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 annually). And the key is that consumption will now be the driving force behind the growth in China instead of foreign investment. The consumption forecast opens up opportunities 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 country or even large number of countries to the Chinese marketplace is not necessarily as straightforward as it may seem. Often, a combination of naivete, arrogance, and cultural misunderstanding have led many well-know companies 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 differences 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 interest in China’s fourth-largest appliance retailer, Jiangsu Five Star Appliance, for $180 million. But culture shock hit Best Buy’s, best described by Shaun Rein, the founder of China Market Research Group. First, the Chinese will not pay for 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 issued 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 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 sellers’ online status and communicate with them directly 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?

Database Management Systems

Pg. 03Question Three

Assignment 1 Deadline: Day 16 / 02 / 2019 @ 23:59 [Total Mark for this Assignment is 6 ] Database Management Systems IT 344

Instructions: This Assignment must be submitted on Blackboard ( WORD format only ) via the allocated folder. Email submission will not be accepted. You are advised to make your work clear and well-presented , marks may be reduced for poor presentation . This includes filling your information on the cover page. You MUST show all your work , and text must not be converted into an image, unless specified otherwise by the question. Late submission will result in ZERO marks being awarded. The work should be your own, copying from students or other resources will result in ZERO marks. Use Times New Roman font for all your answers. Student Details: Name: ### CRN : ### ID: ###

https://www.seu.edu.sa/sites/ar/SitePages/images/logo.png

College of Computing and Informatics

1.5 Marks Learning Outcome(s): LO1: Recognize database file organization and indexing Question One

Compare RAID level 1 and RAID level 5 on the basis of following parameters.

a. Fault Tolerance

b. Performance in terms of read and write operations

c. Suitable application types

1.5 Marks Learning Outcome(s): LO1: Recognize database file organization and indexing Question Two

A file has 40,000 Student records of fixed-length. Consider a disk with block size B=512 bytes. A block pointer is 8 bytes long and a record pointer is 7 bytes long. Each record has the following fields:

AttributesSize (in bytes)
StudentID9
Name30
Sex1
CourseMajor10
Phone9
Address30
DoB8
Status3

a. Calculate the record size R in bytes.

b. Calculate the blocking factor bft and the number of files blocks b assuming an unspanned organization.

c. Suppose the file is ordered by the key field StudentID and we want to construct a primary index on it. Calculate the index blocking factor bft_i.

1.5 Marks Learning Outcome(s): LO3: Develop a standard database using DBMS. LO4: Analyze and optimize algorithms for query processing Question Three

Consider following relational database schema and translate the queries ‘a’ and ‘b’ into relational algebra expressions

Teacher(ID, Name, Designation, Phone, Address)

Course(CourseCode, CourseName, CreditHour)

Taught(TeacherID, CourseCode, Semester)

a. SELECT Name, Address FROM Teacher, Taught

WHERE Teacher.ID=Taught.TeacherID and CourseCode=’IT344’

b. SELECT CourseName FROM Course, Taught

WHERE Course.CourseCode=Taught.CourseCode and TeacherID=200

1.5 Marks Learning Outcome(s): LO4: Analyze and optimize algorithms for query processing Question Four

Draw a query tree for the following relational algebra query.

sid, sname((age=”25″(bid=bid(B x sid=sid)S x R))))

where:

S represents Students (sid, sname, age, email)

B represents Books (bid, bname, auther, edition)

R represents Reserves (sid, bid, start day, end day)

logistics management ( critical thinking )

Department of Business Administration

MGT 322, Semester 2nd , 2018-19

Assignment : 1

Submission Date by students: Before the end ofWeek- 7th

Place of Submission: Students Grade Centre

Weight: 05 Marks

Learning Outcome:

1. Demonstrate a deep understanding of the logistic function concepts and theories as well as supply chain management strategie.

2. Demonstrate the ability to understand complex issues pertaining to supply chain integration and strategic supply chain partnership.

Assignment Workload:

This assignment is an individual assignment.

Critical Thinking

The purpose of this assignment is to identify and apply Logistics and Supply Chain Management concepts/tools to suggest logistics performance priorties. To this purpose, you should review about these companies through secondry avilabe information. Think about how you can apply the concepts/tools that you learned in this course .

Suggest logistics performance priorties for the following, explaing why you have come to your conclusions:

1)A low fare Airline FLYADEAL

2) A fast food chain Such as Albaik

The Answer must follow the outline points below:

1. Executive summary (no more than half a page)

– Summarize what is logistics performance priorties, what Logistics and Supply Chain Management concepts/tools have been applied to achive the companies objective.

2. Background information

– Briefly introduce the company background (e.g., name, products, business size, location, internal/external interesting facts, etc).

3. Problem Description

– Describe the objectives clearly and specifically.

– The objective may involve either logistics decision-making or process improvement.

4. Application of logistics and Supply Chain Management concepts/tools that can be applied

– Describe what specific logistics and Supply Chain Management concepts/tools can be applied to achive the objective.This section should make it clear that you understand the concepts/tools you are about to use.

5. Analysis of expected results

– Analyze the expected results of the proposed solution.

6. References

SUMMERY discussion+ question from the reading

This is an example to follow : point out an subject from the reading and write about it + question at the end to ask . write a dissection question from the reading chapter 4 ( pdf ) 1-2 paragraph , half page + add source and page numper

This is the example ( just to look at do not answer this question ) example: Chapter four reading had me think a lot about the ability of the federal government to use ad hoc budgeting practices. The text claims that when “formal rules do not work well… informal rules take over…” which seems like a logical step as we see it in many areas of the public/government sector (Rubin, pg. 176). However, the use of ad hoc budgeting practices as the text mentions often results in a budget that has changing and unstable rules (Rubin, pg.). This also means that planning for expenditures can be difficult if not impossible resulting in the need to increase our deficit to fund such unaccounted costs.

The issue of ad hoc budgeting seems that it causes a lot of confusion, instability, and overall lack of formal and recognized paths to form a budget and pass it. What I found interesting is that states have a less complicated budget process as expected and also do less ad hoc budgeting. My question is if ad hoc budgeting occurs at the federal level more as a possible result of not having any true budget limits/caps meaning they can accrue a deficit while many states have states have constitutional requirements to balance their budget?

 question: Page 173, Figure 4.1 depicts the defense supplementals and nondefense supplementals of Emergency Supplemental Appropriations, Dense and Nondefense, 2000-2013. In the year 2005 we see a huge increase in nondefense supplementals – do we think this is the result of Hurricane Katrina?