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  • Hella Industry 40 in China Marc Sachon Christoph Karrer

    Hella Industry 40 in China Marc Sachon Christoph Karrer

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    “My first year with Hella Industry 40 was challenging, but also exciting and enlightening. The Hella Industry 40 system is more than just a product; it’s a whole ecosystem that goes beyond the traditional HAL (Hilber Analog Laboratory) production systems, with new technologies such as IoT (Internet of Things) and Big Data analysis. Hella Industry 40 is not just a tool, but a software package. The package also includes a cloud platform to manage all production data and enable continuous

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    1. Hella Industry 40 is a major automotive company in Europe, with a 78% market share in the automotive aftermarket (in Europe, Japan, and South Korea) and a 58% market share in China. In the Chinese market, Hella Industry 40 has built a leading position by investing in new product development, supply chain management, sales channels, and R&D. Since 2010, Hella Industry 40 has focused on the market in China, which has

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    China’s economic growth has picked up lately, resulting in increased demand for products, especially in China’s market. This growth is expected to be significant enough for Hella to reap business benefits. One of the most significant opportunities arises from Hella’s participation in China’s Industry 40. Industry 40 aims to promote digitalization and automation across China’s manufacturing and industrial industries. As an expert in Industry 40, I believe Hella has a good chance of benefiting from this trend.

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    Hella Industry 40 in China Marc Sachon Christoph Karrer – The Hella Industry 40 in China Marc Sachon Christoph Karrer is a German business with over 12,000 employees worldwide. It is a leading global supplier of advanced electrical systems and connectivity solutions. The company focuses on four key areas, which are lighting, electronics, transportation, and security. The first step in achieving the Hella Industry 40 goal is to reduce material waste and energy consumption in its factories worldwide

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    The global automotive industry has been experiencing a period of rapid growth since the 1970s due to various reasons. This period was marked by several advancements in the fields of manufacturing, logistics, and research and development (Feng & Zhang, 2019). In particular, the development of the automotive industry has been accelerated by the adoption of electronic control systems, automated vehicle production, and Industry 4.0. One of the pioneers in implementing the Industry 4.0 framework in autom

  • Facebook to Meta Trouble in the Transformation Bikramjit Rishi Rajkumari Mittal Parul Sinha

    Facebook to Meta Trouble in the Transformation Bikramjit Rishi Rajkumari Mittal Parul Sinha

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    Facebook (NASDAQ:FB) is an American social networking and social media company. The company has over 3,950 million active users as of January 2021. The company’s main product is the “Facebook” app, which provides users with various social networking features such as messaging, photo sharing, and video streaming. internet Facebook’s main competitor is “Meta Platforms,” Inc. (NASDAQ:META), formerly known as “Facebook.” The company operates a large

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    For Facebook to Meta Trouble in the Transformation Bikramjit Rishi Rajkumari Mittal Parul Sinha, the company has come a long way since its inception in 2004. However, the company is grappling with several issues that have come to light recently. These issues range from leadership issues to user privacy concerns. Leadership Issues The company’s leadership has been one of the major challenges that Meta (formerly Facebook) has faced. Facebook has been plagued by scandals like

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    In the present scenario, companies are facing various challenges due to technological advancement. This report analyses the transformation of Facebook to Meta. The report discusses the challenges faced, solutions, and how it can contribute to Meta’s growth. Chapter 1: Overview: Facebook (FB) was founded by Mark Zuckerberg in 2004. It was an internet-based social media platform that allowed individuals to connect with each other through their profile and share updates, photos, and videos with their friends.

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    Facebook, the global social media giant, started from a few dozen users to billions of users in no time. Mark Zuckerberg’s mission was to connect every person on Earth and make them feel connected. However, it looks like Facebook is running into troubles as it is struggling to transition to Meta in 2022. Facebook’s user base is growing at an alarming rate, with 2.8 billion active users at the end of 2021. But the same number of users are also decreasing by 1.5 per

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    Facebook, one of the world’s most prominent social media giants, and Meta, a leading tech firm, are facing serious challenges in their ongoing transformation. The tech world, particularly the digital landscape, is evolving fast, and both companies are expected to face various risks and opportunities. While Facebook continues to dominate its space, Meta faces significant challenges, particularly in its focus on consumer product revenue growth and its investments in augmented reality and virtual reality (AR/VR) business. This study provides a Porter’s Five

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    “The Metaverse will be a virtual world of interactive experiences like social networking, online shopping, virtual reality, and games. It is already accessible on Facebook with different brands building their specific experiences, such as Meta’s Reality Labs. I, as a digital marketing expert, have an unprecedented first-hand experience of this new trend on Facebook. Before diving into how Facebook’s transformation was unforeseen, it’s good to understand the current reality. After its IPO in June, Facebook had a market cap of around $

  • NHHL Exploring Commercialization Strategies Gaobo She Chunling Yu Chengwen Li Ziqian Zhao

    NHHL Exploring Commercialization Strategies Gaobo She Chunling Yu Chengwen Li Ziqian Zhao

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    NHHL Exploring Commercialization Strategies Gaobo She Chunling Yu Chengwen Li Ziqian Zhao I’ve been thinking about the upcoming BCG Matrix analysis in our seminar, I had the chance to talk with Gaobo from NHHL, Yu Chengwen, Ziqian Zhao and Li from CCTC (CCTC is a local commercial company). What are the commercialization strategies they explored in the BCG Matrix? Gaobo She told us that in the BCG

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    Evaluation of Alternatives: Commercialization Strategies This paper aims to evaluate different types of commercialization strategies for NHHL’s innovative technology. These strategies include IPO, merger and acquisition, spinning off or IP licensing, spinning off research activities, and partnerships or licensing the technology to another company. 1. IPO The IPO strategy involves an initial public offering of the company on a stock exchange. As the initial investors, it is essential to ensure that the offering

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    “Our company NHHL is exploring commercialization strategies. We have identified several potential commercialization strategies, and this case study will describe the challenges and opportunities faced during the commercialization process for each strategy. Strategies 1: Licensing to Third-Party Companies Our first strategy is to seek third-party partnerships with other companies. We found an American company, EEI Corporation, to collaborate with us on the research of new technologies. However, we faced significant resistance from EEI’s management

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    NHHL Exploring Commercialization Strategies Gaobo She Chunling Yu Chengwen Li Ziqian Zhao Coming from a long line of successful entrepreneurs and business magnates, our founding fathers have always been interested in commercializing NHHL’s patented products. It is through the acquisition of overseas companies that they have discovered the potential of NHHL’s medical products. After conducting various market research and development projects, the team has identified a commercializing strategy which involves the following

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    Firstly, Gaobo She explored commercialization strategies for her research project “Improving Performance Through Combined Workload Management and Scheduling Algorithms”, working on computer system engineering at National University of Singapore. Secondly, she used NHHL’s resources to conduct research, develop algorithms, and analyze complex systems and their interaction. Thirdly, she was invited by NHHL to speak about her research findings at their annual conference, where she received commendation for her work. Fourthly, she applied for and received scholarships from NH

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    NHHL Exploring Commercialization Strategies Gaobo She Chunling Yu Chengwen Li Ziqian Zhao has done a remarkable job in organizing this event to bring together 400 professionals to explore strategies for commercializing innovation for new products. There are a total of 14 sessions across 4 tracks, each of which is packed with top-notch speakers, expert groups, and experiential workshops. The keynote speech by R&D Vice-President from NH

  • Loblaw Companies Ltd EDI and Strategic Growth Joel Gehman Kylie Heales Jennifer Sloan Gordon Wickstrom Cianna Elwin Marion Mwanganyi Talha Zafar 2023

    Loblaw Companies Ltd EDI and Strategic Growth Joel Gehman Kylie Heales Jennifer Sloan Gordon Wickstrom Cianna Elwin Marion Mwanganyi Talha Zafar 2023

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    In the first few pages of Loblaw Companies Ltd’s annual report, the company highlights its focus on strategic growth through EDI. Joel Gehman, vice-president of product, digital and e-commerce, noted that this focus is evident in the company’s EDI transformation journey, which began in 2014. see it here Edi is a significant component of this transformation, and in this case study, we will examine Loblaw’s EDI journey and the benefits that resulted from the decision to invest in e-commerce technologies

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    Case Study – Loblaw Companies Ltd’s EDI and Strategic Growth: A Success Story Loblaw Companies Ltd (Loblaw), one of Canada’s largest retailers, started as a small general store in Ottawa in 1900. Today, it is a multi-billion dollar enterprise with a wide array of retail stores, food services, and e-commerce ventures, including Loblaws Online (loblawsoonline.com). Loblaw’s growth can

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    EDI is an essential tool for businesses to optimize processes, reduce costs, improve productivity and ensure compliance. Loblaw Companies Ltd, being Canada’s largest retailer, leverages EDI technology to streamline its operations and improve customer experiences. The company offers a wide range of products to its customers, making it necessary to collect and analyze vast amounts of data to manage the operations. Loblaw’s strategy is to leverage EDI to automate and streamline its processes, enabling it to enhance efficiency, reduce costs, and improve customer service.

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    My experience as a former Loblaw executive has been one of intense growth in a fast-paced industry. When I first joined the company in 2014, we had a handful of business units that integrated payment and inventory data through a proprietary system, which meant that we had a tough time automating our procurement processes. Loblaw’s EDI and Strategic Growth programs were launched in response to this challenge. As the head of a cross-functional team tasked with modernizing the procurement system, I

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    Loblaw Companies Ltd’s (LCL) commitment to EDI is fundamental to the company’s strategic growth in the digital age. Its use of EDI technology has increased transparency, efficiency, and reliability, providing a competitive edge in the marketplace. By enabling real-time communications across the supply chain, LCL’s EDI solution can help retailers manage inventory more effectively, cut shipping costs, and boost customer satisfaction. In this case study, I examine the ways in which LCL leverages EDI

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    Loblaw Companies Ltd is a Canadian retailer, headquartered in London, Ontario. They have the world’s largest grocery business, and they offer a diverse range of food products from grocery stores to online platforms, as well as specialty and drugstores, including pharmacies, and they also own Sobeys and Galaxy, which are all major supermarket chains in Canada. try this out Loblaw’s strategic goal is to become a world-class retailer by 2030, with a focus on digital

  • Harvard Business School Executive Education Balancing Online and Offline Marketing John Deighton Leora Kornfeld

    Harvard Business School Executive Education Balancing Online and Offline Marketing John Deighton Leora Kornfeld

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    In recent years, we’ve seen the evolution of advertising and marketing communications. As digital advertising expands its reach to include search, social, email, and mobile, we’re seeing changes in how online ads are delivered to consumers. This means that the digital age is also changing the traditional face of marketing and advertising. In the past, advertisers would send print ads to print publications and billboards to newspaper and magazine editors. These messages were targeted to specific publications, demographic, and geographic audiences.

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    Executive education is always under scrutiny these days because it is seen as a substitute for real-world experience. So it is always interesting to hear about programs that combine online and offline modes, even if they are only a small percentage of the market. Harvard Business School Executive Education offers a unique program called ‘The Leadership Lab’. It’s a three-day course that is online and also available in a 10-week live-online format. Here’s my brief take: The Leadership Lab combines online, classroom,

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  • Caf de Coral Navigating Change Under Chinese Family Leadership in Hong Kongs EastWest Culture Elizabeth Li Christy Hirai Elsa Phoo Pwint Khine Jeffrey Lo

    Caf de Coral Navigating Change Under Chinese Family Leadership in Hong Kongs EastWest Culture Elizabeth Li Christy Hirai Elsa Phoo Pwint Khine Jeffrey Lo

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    In 2011, a Chinese family leader took over the running of Caf de Coral, Hong Kongs oldest franchise. As the current head, Elizabeth Li has made significant changes, such as upgrading the quality of the food. The main challenge faced in this process was finding ways to maintain the existing traditions while also ensuring that the franchise continued to thrive. To achieve this, a close collaboration with the existing staff, regular training and support for management were all essential, and the company took the decision to open two new cafes. However, the success

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    Caf de Coral is a famous coffee house in Hong Kong that has been a part of the city’s social scene for years. It was established in 1978 by Ms. Elizabeth Li, a wife and mother. Her passion for coffee and her desire to bring her love of coffee to her fellow residents of Hong Kong prompted her to start Caf de Coral. discover here After 25 years, Caf de Coral has become an institution that is loved by locals and tourists alike. The coffee and cake menu at Caf de

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    Caf de Coral is a popular café chain in Hong Kong. It was founded in 1982 by a team of young entrepreneurs, including me, Elizabeth Li. After its inception, the company faced several changes, with the leadership passing from one family member to another. However, despite various external and internal factors, the café continued to operate and grow, thanks to the passion, determination, and creativity of our management team. Since its establishment, the café has evolved through multiple transformations. Its initial focus on serving tea and coffee

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  • BYD China and Global Electric Vehicle Rivalry Cynthia A Montgomery Max Hancock 2023

    BYD China and Global Electric Vehicle Rivalry Cynthia A Montgomery Max Hancock 2023

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    As the world’s leading producer of electric vehicles (EVs), China has been a dominant force in the global EV market, accounting for about 50% of all EV production in 2021. However, this dominance has come with both positive and negative consequences for the company. BYD, the Chinese EV company, has been caught up in the competition between its products and those from other electric vehicle manufacturers, which have resulted in their margins shrinking significantly, especially over the past two years. BYD’s product offer

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    ByD China is the largest electric vehicle (EV) producer in China with an output of 163,000 EVs in 2021, 12 times larger than Tesla’s production of 13,350. The company is expected to produce 300,000 units of EVs in 2022, which makes it a leader in EV production. Globally, BYD is the third largest EV producer with a production output of 131,0

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  • Toters Delivery Culture Driving Performance Alain Daou Anas Kharpoutly Raghida Abdallah Yassine

    Toters Delivery Culture Driving Performance Alain Daou Anas Kharpoutly Raghida Abdallah Yassine

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    “The Robots Are Coming!” the teenagers of my era shouted, eagerly waving their hands. It was the year 2045, and we all knew that the future was already here. “Let’s build our futuristic kingdom, let’s ride on the robots, and let’s be the best,” I heard them chanting, their voices blending in with the hum of robots’ engines, as they approached my world. In my world, robots were everything. They made everything, from cars to houses

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