Chat with us, powered by LiveChat please see attached for the cases there are 3 cases each has to be no more than 600 words just answe | Office Paper
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please see attached for the cases there are 3 cases each has to be no more than 600 words just answer the questions and read the article to answer the last question.

i will also attach the articles here.

this is the link for the first case the testa article i will attached the other 2 thank you

i will need this for tomorrow afternoon around 5pm pacific time

  https://www.cnbc.com/2021/08/26/tesla-files-to-become-an-electricity-provider-in-texas.html?&qsearchterm=Tesla

Case # 1

Strategy: Art & Science – Chapter 1 of Mastering Strategic Management & CNBC article on Tesla article on Canvas

(Short Answer/Mini-Essay – your submission should be approximately 500 – 600 words in total.  Some questions might be answered in 30-40 words; other questions might require 100 words or more to answer. Feel free to use your judgement! )

1. What is the difference between a strategic plan and a business model? Explain.

2. Describe the 5 (five) P’s of strategy. These are the five forms that strategy can take.

3. Examine Fig. 1.3 of  Chapter 1.  How does intended strategy differ from realized strategy? What roles do deliberate strategy, emergent strategy and non-realized strategy play? Explain.

4. In the CNBC article, Tesla is moving to provide electricity. Which one(s) of the strategies listed in Fig. 1.3 does this represent? Explain.

Rubric

Forms of Strategy -Fall 2021

Forms of Strategy -Fall 2021

Criteria

Ratings

Pts

This criterion is linked to a Learning Outcomestrategic plan vs business model

strategic plan – how to establish market position and beat competitors/
business model – how to make money

2 pts

This criterion is linked to a Learning Outcome5 P’s of strategy

plan, ploy, pattern, position, perspective

2 pts

This criterion is linked to a Learning OutcomeTypes of Strategy

Intended -initial plan; Deliberate – parts of initial plan actually followed; Emergent – unplanned response to unexpected circumstances; Non-realized – parts of initial plan abandoned; Realized – strategy actually followed

4 pts

This criterion is linked to a Learning OutcomeTesla – electricity

Emergent strategy – going into a new market

2 pts

Total Points: 10

Case #2

The Internal Environment – Chapter 4 of Mastering Strategic Management and Peloton article posted on Canvas

(Short Answer/Mini-Essay – your submission should be approximately 500 – 600 words in total.  Some questions might be answered in 30-40 words; other questions might require 100 words or more to answer. Feel free to use your judgement! )

1. What are the four key characteristics that a  strategic resource may have? What is the difference between a strategic resource and an important resource?  Give an example of a strategic resource and an important resource  (refer to the Peloton article posted on Canvas).

2. What type of advantage does a strategic resource provide? Does that advantage change if the resource has three instead of four of the key characteristics? Explain. 

3. What is the difference between a resource and a capability? What is a dynamic capability? Give an example of a capability  (refer to Peloton article posted on Canvas).

4. Does Peloton have a competitive advantage? If so, is it a temporary or a sustained competitive advantage. Explain.

 

Case # 3

International Strategy – Strategic Management Chp. 7 and CNBC article on NetEase launches Naraka article posted on Canvas

(Short Answer/Mini-Essay – your submission should be approximately 500 – 600 words in total.  Some questions might be answered in 30-40 words; other questions might require 100 words or more to answer. Feel free to use your judgement! )

1. What are the options for entering international markets? Which option is NetEase pursuing? Explain.

2. Which international benefits will NetEase gain? Which are the likely risks it will face? Explain.

3. What are the three major international strategies that firms can adopt? Which strategy is NetEase pursuing? Discuss.

4. What is the Porter Diamond model? How does it explain why some firms compete better than others in international markets?

5. The home country of NetEase is China. Does NetEase’s location in China impact it’s competitiveness? Use the Porter Diamond model to illustrate your answer.


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Peloton investors face a new reality as

fitness company’s costs eat into profits

P U B L I S H E D S U N , AU G 2 9 2 0 2 1 • 1 0 : 0 0 A M E DT | U P DAT E D S U N , AU G 2 9 2 0 2 1 • 1 2 : 2 0 P M E DT

Peloton investors were in for a rude awakening on Thursday.

Many expected to see the connected fitness equipment maker report

slowing sales during the summer months.

What they hadn’t anticipated was a 20% price cut in the company’s

top-selling product and a ramp up in marketing spending.

Jen Van Santvoord rides her Peloton exercise bike at her home on April 07, 2020 in San Anselmo, California.

Ezra Shaw | Getty Images

Source: Peloton SEC filings

Peloton’s shrinking margins

0

20

40

60%

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43.4%

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39.9%

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35.2%

35.2%

35.2%

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27.1%

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33%

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33%33%

Q3’20 Q4’20 Q1’21 Q2’21 Q3’21 Q4’21 Q1’22
Guidance

Higher marketing spending

Reaching a new audience

In this article PTON -0.17 (-0.16%)

Peloton investors were in for a rude awakening on Thursday.

Many expected to see the connected fitness equipment maker
report slowing sales. Gyms have reopened, and outdoor runs and
vacations beckoned during the summer months. What investors
hadn’t anticipated was a 20% price cut in the company’s top-
selling product and a ramp up in marketing spending.

Growth is slowing, and it’s less profitable growth.

Roughly $2.9 billion of Peloton’s market capitalization was
lopped off on Friday, the day after the pricing announcement
was made and the company reported a wider-than-expected loss
in its fiscal fourth quarter.

For most of 2020, the company rode a wave of homebound
consumers willing to spend thousands of dollars to burn calories
when gyms were shuttered due to the pandemic. Such
heightened demand resulted in supply chain snafus, forcing
Peloton to shell out more money to speed deliveries.
Nonetheless, growth was coming much easier than it could have
imagined. Peloton’s quarterly revenue ballooned to more than
$1 billion for the first time, as the year came to a close.

Just two years ago, Peloton counted 511,000 connected fitness
subscribers. Now, the company boasts 2.33 million. These are
people who shell out $39 per month to access Peloton’s digital
workout content, in addition to owning one of the company’s at-
home fitness machines.

Its stock has gone along for the ride, too. Peloton was one of the
biggest gainers on the Nasdaq 100 last year, with shares rallying
434% in 2020. But so far this year, its share price has tumbled
nearly 30%, closing Friday at $104.34, as investors stare down a
new reality.

Wall Street has mixed opinions on where the stock might go
next. According to FactSet, analysts’ average price target is
$133.40. That’s solidly above its 52-week low of $68.06 last
August. But a good measure below its all-time high of $171.09
in January.

What many can agree on, though, is that Peloton’s path to
profitability is changing.

“If you had told me yesterday that Peloton would guide to 1.3
million connected fitness net adds for fiscal 2022, I would’ve
said the stock would be up 10%,” J.P. Morgan analyst Doug
Anmuth said in a note to clients. “But the composition of how
Peloton is getting there is different than expected. The reduction
[in the Bike price] is bigger and sooner than we expected.”

Anmuth holds a price target of $138 on Peloton shares. He still
expects international expansion and future product launches,
including a rumored rowing machine, will help to fuel growth.

But Peloton is forecasting an adjusted loss of $325 million,
before interest, taxes, depreciation and amortization, in fiscal
2022, which just started. The company doesn’t expect to be
profitable again until 2023.

In its latest quarter ended June 30, total gross margins fell to
27%, from nearly 48% in the year-ago quarter, as costs
associated with a treadmill recall and extra expenses for
shipping ate into profits.

“Over the past year and a half, [Peloton] hasn’t really had to pull
any levers,” Wedbush analyst James Hardiman said in an
interview on CNBC’s “Tech Check” Friday. “And now, for them
to continue to fuel this growth story … they are going to have to
play their cards exactly right for the current valuation to stick.”

Not only is Peloton slashing the price of its Bike, but it will hike
marketing spending significantly in the coming months. It’s
facing stiffer competition in the connected fitness space, from
the likes of Hydrow, Tonal and Lululemon-owned Mirror.

Peloton hasn’t disclosed exactly how much it plans to spend, but
sales and marketing expenses in its latest quarter climbed 172%
from a year earlier.

In a phone interview with CNBC, Peloton President William
Lynch said the company plans to use a range of paid media
advertisements to raise awareness around its Tread, in
particular. The less expensive version of Peloton’s two treadmill
machines is launching in the United States next week, after a
monthslong delay due to a recall.

“We think it’ll allow us to grow faster, and it’s going to be against
the Bike price drop,” Lynch said.

Peloton has stated previously that it sees an opportunity to reach
roughly 15 million households globally, and sell 20 million units
of equipment, compared with the 2.33 million it has sold to-
date.

According to BMO Capital Markets analyst Simeon Siegel,
Peloton’s stock has run up, essentially, as if the company has
already achieved those household and equipment targets. Yet,
Peloton is still far from doing so. And lowering the Bike price
might not be enough of a catalyst to get it there, he said.

According to FactSet, Siegel has the lowest price target among
Wall Street analysts for Peloton shares, at $45. That would imply
Peloton’s value would be cut by more than half from where it is
currently trading.

“Lowering the cost of the Bike may grab new customers, but it
shouldn’t extend their lifetimes,” Siegel said. “And if anything,
one can make hypothesis that the lower the initial cost, the lower
the barrier to churn [or drop the service].”

“If competition remains elevated, which we believe it will, we
worry marketing [costs] will see ongoing growth, rather than vice
versa,” Siegel added.

Management explained that Peloton is cutting prices — of what
is its least expensive product — in order to reach more customers
who would not be able to afford the company’s equipment
otherwise. The company also said it has built up enough
manufacturing capacity in recent months to be able to afford the
price reduction, as it achieves greater production efficiencies.

When questioned by analysts, Chief Executive John Foley
commented during an earnings conference call that Peloton is
acting on the offensive — not the defensive.

“As we think about the competitive landscape, we think about
democratizing access to great fitness, which has always been in
our playbook,” he said.

Foley has also said that Peloton believes its treadmill business
will one day be two-to-three times the size of what its Bike
business is today. The company doesn’t currently break out
revenue from cycles versus treadmills.

Peloton’s growth in the treadmill category has been on pause
after the company recalled of its Tread and Tread+ machines
due to reported injuries and one child’s death. The company,
notably, faces several related lawsuits. And on Friday it revealed
the U.S. Department of Justice and the Department of
Homeland Security have subpoenaed Peloton for more
information on the matter.

As Peloton resumes sales of the Tread — the less expensive of the
two machines — analysts should be able to glean more insights
into how consumers are responding. (It’s unclear when Tread+
sales will resume.)

Bank of America upgraded the fitness company’s stock on
Friday, to buy from neutral, and raised its price target by $3 to
$138 per share. The Wall Street firm said it is most bullish on the
opportunity for Peloton to grow its treadmill sales in the years
ahead.

“Peloton indicated that Tread leads have been ‘incredibly
strong’, and we trust that this enthusiasm on the launch is not
unwarranted,” analyst Justin Post said in a research note. “Six
months from now, we think [subscription] adds will be more
important for the stock than margins.”

—CNBC’s Michael Bloom and Crystal Mercedes contributed to this
report.

V I D E O 0 2 : 4 4

Peloton subpoenaed for documents related

to treadmill injuries

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KEY

POINTS

Clean Air = Oxypure
WATCH LIVE

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Arjun Kharpal
@ A R J U N K H A R PA L

S H A R E ! ” # $

T E C H

Chinese gaming giant NetEase pushes

for major overseas growth with new

battle royale title

P U B L I S H E D T U E , AU G 1 0 2 0 2 1 • 8 : 4 7 P M E DT

On Thursday, Chinese gaming giant NetEase will release “Naraka:

Bladepoint” globally, a 60-player action battle royale style game it

hopes will boost its international expansion efforts.

Hu Zhipeng, vice president at NetEase said the company hopes that

50% of its gaming revenue will come from overseas in the future, up

from around 10% now.

Hu also said the company is starting to develop console games and is

keeping an eye on cloud gaming too.

The NetEase Games booth at the China Joy conference in Shanghai on July 30, 2021.

Arjun Kharpal | CNBC

NetEase strategy

A screenshot from NetEase’s “Naraka: Bladepoint” battle royale game that will be released globally on August 12.

“Naraka: Bladepoint” is part of NetEase’s push to expand internationally.

NetEase Games

Push for console and cloud gaming

Rising competition and regulatory challenges

Read more about China from CNBC Pro

In this article 700-HK -5.60 (-1.20%) 9999-HK +1.20 (+0.84%)

GUANGZHOU/HANGZHOU, China — NetEase is gearing up to
release a major game it hopes will boost its international
expansion efforts as competition intensifies with incumbent
Tencent and newcomer ByteDance.

In a rare interview with international media, Hu Zhipeng, vice
president at NetEase and one of the top bosses of the technology
giant’s video games business, laid out the company’s plans for
growing revenue overseas. He also talked about NetEase dipping
its toes into new areas including console and cloud gaming.

The push overseas comes at a time when Chinese regulators are
scrutinizing the country’s technology giants and as concerns
over a further crackdown on the gaming sector rise.

On Thursday, NetEase will release “Naraka: Bladepoint”
globally, a 60-player action battle royale style game in which
gamers compete to be the last player standing. Other popular
games in the genre include “Fortnite,” for example.

“Naraka: Bladepoint” is targeting international gamers. NetEase
hopes that 50% of its gaming revenue will come from overseas
in the future, up from around 10% now, Hu said.

To achieve that, NetEase is looking at using famous brands or
intellectual property (IP) to tap overseas players. The Hangzhou-
headquartered company is developing games based on J.R.R.
Tolkien’s epic “The Lord of the Rings” as well as J.K. Rowling’s
“Harry Potter” series.

The second part of the strategy involves releasing games of
genres popular outside of China. That’s where “Naraka:
Bladepoint” comes in.

It combines Chinese culture with the battle royale gameplay
known by players globally, according to Hu.

“We also try to combine Chinese traditional culture with game
genres that more western gamers are familiar with, to create
novel games,” Hu told CNBC, according to a translation of his
Mandarin comments.

He said western gamers “won’t find it hard to play the game,
while they can be interested in eastern cultures. This can create
brand-new experience for western gamers.”

NetEase has not been as aggressive so far on its international
expansion like Tencent has. The latter has focused on a strategy
of acquiring major gaming companies like “League of Legends”
maker Riot Games, as well as taking stakes in many other
studios.

NetEase, meanwhile, has focused on minority stakes in
companies around the world such as Niantic, which makes
“Pokemon Go.”

Hu said the company is continuing to look for investments and
partnerships internationally.

“We are looking for overseas partners in terms of game R&D
(research and development) and releasing (games) through
direct investment or cooperation,” Hu said.

Chinese game developers like NetEase and Tencent have
typically been strong in PC and mobile gaming. That’s because
video game consoles like Sony’s PlayStation or Microsoft’s Xbox,
were banned in China for 14 years up until 2014. As a result,
Chinese developers poured their efforts into other segments of
the market.

That’s beginning to change.

NetEase confirmed it is working on a console version of
“Naraka: Bladepoint” but did not give a timeline for its release.

The appeal is clear. Consoles, including hardware and software,
accounted for just over 4% of China’s total games market in
2020, according to market intelligence firm Niko Partners. But
in 2021, consoles are expected to account for 28% of the
$175.8 billion global games market, according to Newzoo,
another gaming research company.

That’s why making console games are a way for Chinese
developers to appeal to international players.

In 2019, NetEase opened a gaming studio in Montreal, Canada,
to help with international expansion. Last year, the company
opened another studio in Japan dedicated to console game
production.

“Our Sakura Studio in Japan and (the studio) in Montreal are
dedicated to developing games on consoles, as one third of
overseas market share is taken by console games,” Hu said,
adding the market is “pretty attractive.”

NetEase also has an eye on cloud gaming, which allows gamers
to play titles without the need for dedicated hardware like a
console. Players can effectively stream games to a device just
like they would a movie on Netflix.

U.S. technology giants Google, Facebook, Amazon and
Microsoft have all launched cloud-gaming services.

NetEase began testing its own cloud-gaming services in 2019
and “Naraka: Bladepoint” is on the service. But Hu also said that
the company is open to working with other cloud gaming
platforms in China as well as bringing the game to platforms
internationally run by other companies.

“Naraka Bladepoint is actually an opportunity for other cloud
gaming platforms … There’re many features of cloud gaming
fitting in this game. I welcome cloud gaming platforms to work
with us,” Hu said.

China’s gaming industry has developed rapidly in the past few
years with a shifting regulatory landscape and emerging
competition.

V I D E O 0 4 : 1 4

Inside China’s largest gaming conference,

China Joy

Tencent and NetEase dominate the industry, but more recently,
TikTok owner ByteDance has also entered the foray.

“We are confident that we are sufficiently prepared for
challenges based on our development capabilities,” Hu said in
response to a question about rising competition.

Meanwhile, gaming companies continue to contend with a tough
regulatory landscape.

In 2018, Chinese regulators froze the approval of new video
game releases over concerns about eye problems among
children. Regulators are also still concerned about video game
addiction among kids under the age of 18.

Mark Mobius: China’s regulatory crackdown is creating
investment opportunities

Retail investors are loading up on Chinese ADRs like
Alibaba despite the risks

HSBC says it’s time to buy these 3 airline stocks in China

Last week, an affiliate publication of China’s official
Xinhua newspaper, posted an article that branded gaming as
“opium.” The article called on further restrictions for the
gaming industry to prevent addiction and other negative effects
on children.

But the article was later taken down and republished with a new
headline and references to “opium” were removed, hinting that
it may have not reflected the official view from Beijing.

CNBC’s interview with NetEase’s Hu took place before the
article criticizing gaming came out. But in response to a question
about regulation, Hu said such rules on the gaming industry are
“necessary.”

“Big companies such as Netease and Tencent actually welcome
such regulatory operations. Regulation in turn pushes us to
promote our product quality,” Hu said.

″(Regulation) is an issue we all need to face, but I’m not worried
that it will cause actual influence on us. It instead pushes us to
create better products.”

— Additional reporting by CNBC’s Iris Wang.

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