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商学管理理论作业-MBA作业代做-林肯大学MBA作业代做

作者:正规代写网  来源:本站  发表时间:2021-11-19  点击:411 cms

商学管理理论作业-MBA作业代做-林肯大学MBA作业代做

案例一:

This years hottest new idea in online retail started not in Silicon Valley but in Istanbul.

Tech investors have poured billions of dollars into start-ups delivering groceries in just 10 minutes and its pioneer, Getir, is now valued at $7.5bn.

But back in 2018, according to Getir co-founder Nazım Salur, no venture capitalists would return calls from a Turkish start-up.

The right funding wasnt there,” Salur said, which led him to delay his ambitions to launch Getir overseas by almost three years. I wanted to go in strong and win [in new markets]. That needs resources, both people and money.

The turnround in Getirs fortunes during the past year is part of a huge shift in Turkeys technology industry. Since last summer, Turkish tech companies, including ecommerce platforms Trendyol and Hepsiburada and games developers Peak Games and Dream Games, have seen their valuations vault above the billion-dollar mark that is seen as a global marker for start-up success.

The Turkish ecommerce market is at an inflection point,” said Hanzade Dogan, founder of Hepsiburada, which is now valued at $4.4bn after an initial public offering on the Nasdaq last month.

Ecommerce penetration in Turkey is estimated to have risen from 3.5 per cent three years ago to about 10 per cent today, driven in large part by the pandemic effect that has supercharged online retail all over the world.

Covid created a step change,” said Melis Kahya Akar, managing director at General Atlantic, who led Trendyols $1.5bn funding round alongside SoftBank this week. All the pieces fell into place now for Turkish companies to start thinking more globally.

But while the flurry of investment has put Istanbul on the map alongside other European tech clusters such as London, Paris and Berlin, its newfound success has been many years in the making.

The activity started 10 years back, when it could be seen that there was something emerging,” Hendrik Brandis, a tech investor at Earlybird, which has a dedicated fund for central and eastern Europe.

Trendyol, which is now valued at $16.5bn and is majority-owned by Alibaba, started out as an online fashion retailer in 2010 before expanding into food delivery and launching a digital wallet. Hepsiburada, sometimes seen as Turkeys answer to Amazon, was founded in 2000 and has largely been self-funded, Dogan said. We are extremely capital-efficient.

Local online retailers have been able to thrive in part because global players such as Amazon and eBay have struggled to make inroads in the country. PayPal lost its Turkish payments licence in 2016, at a time when President Recep Tayyip Erdogan was also cracking down on social media sites such as Twitter and Facebook.

Some of the volatility has not been as attractive in general for the investor community,” said Kahya Akar. I expected the digitalisation transformation to be a little bit faster.

As a result, homegrown companies have flourished, eventually growing big enough to attract international attention. We didnt let the market [go] to the usual suspects,” said Dogan.

Many of todays tech executives in Turkey cut their teeth at one of two companies: Rocket Internet, the German start-up incubator that launched in Turkey in 2011 then abruptly pulled out of the market a year later; and Peak Games, the mobile games developer that was founded in 2010 and acquired by Zynga last year for $1.8bn.

A lot of these very smart, hungry, super-analytical people that we hired at Rocket ended up joining either Trendyol or Peak,” said Akin Babayigit, an alumnus of both Rocket and Peak, and now co-founder of London-based games company Tripledot Studios. He said the two Turkish companies turned into something like universities” for tech talent.

Babayigit said that the success of Peak, in particular, changed everything” for Turkeys start-up ecosystem. Games developed in Turkey were being played by millions of people, all over the world. Until then, many Turkish companies had been trapped by having a just big enough market internally” that they did not need to worry about international expansion. Peak Games showed people that it was possible to think global and win global,” he said.

Since its first deal there in 2017, San Francisco-based Zynga has now invested more than $2.3bn in four acquisitions with operations in Turkey, including Rollic Games, one of several hyper casual” games developers in the region.

I do believe Zynga was the beachhead of any foreign company investing” in Turkey, said Bernard Kim, the Zynga executive who led those deals. Kim said he likes the very deep competitive energy” in the country. Everyone is looking at the [App Store] charts, wanting to win.

Another graduate from the Rocket, Peak and Trendyol schools of start-ups is Soner Aydemir, who co-founded Dream Games in 2019. The maker of the puzzle app Royal Match became Turkeys newest unicorn — a private start-up valued at more than $1bn — in June.

It was really easy to raise money,” said Aydemir, thanks largely to his teams record creating Peaks hits Toy Blast and Toon Blast. Everyone wanted to invest in us.

Stephane Kurgan, former operations chief at Candy Crush Saga developer King and now a partner at Index Ventures, the venture capital firm that backed Dream, said: You have a community of game developers in Turkey who are world-class now.

But Aydemir still has concerns about Turkeys limitations for tech start-ups, from a lack of experience in product development to a dearth of role models for rapidly scaling up a business. Its a very young industry,” he said. Other than Getir, we dont see a great company in Turkey which succeeded to scale in the organisation.

Other entrepreneurs complain about excessive bureaucracy, which can mean it can take six months to establish a new company, and a complex tax system, including a new digital services tax that could hit Trendyol just as hard as Amazon.

Getirs Salur said he was surprised” Istanbul had not produced more tech successes, given it was a true international city, which he blamed on some selling themselves too early to Big Tech.

Great companies are built after 10 years,” he said. The first 10 years are your primary school education. You have to have a 20-year timeframe in mind.

Q1: Please explain the industrial cycle theory based on the context?(10%)

Q2: Please explain the development strategy of the local market based on the context?(10%)

 

案例二:

首席执行官的备忘录

当我坐在我们宏伟的纽约总部——三年前才落成,但现在几乎是空的——的84层时,我想与你们大家分享我的感受。我在上一篇备忘录中呼吁你们回来工作,否则就要承担后果,结果激起了公愤,之后我认真地进行了反思。

我不是唯一一个对员工希望继续完全在家或在其他地方办公感到沮丧的老板。摩根士丹利(Morgan Stanley)首席执行官高闻(James Gorman)已告诉他的员工,要在9月6日前回到自己的办公桌。他说:“如果你想拿到纽约的工资,你就得在纽约工作。少来这套‘我身在科罗拉多……赚得跟在纽约市一样多’。”

 

说得非常对,高闻,毕竟9月6日是美国的劳动节。但人们现在似乎认为,奥鹏在线作业答案,尽管疫苗接种取得了进展,可首席执行官们公开谈论这件事就是在挑衅。《华盛顿人》(Washingtonian)杂志的员工在5月份发起了一整天的抗议活动,因为该杂志的首席执行官凯茜•梅里尔(Cathy Merrill)写道,在家办公可能会降低员工的价值,导致他们更容易被解雇。看来这场大流行让一些人变得非常敏感。

因此,在开始写这份备忘录之前,我咨询了我们的全球人力资源主管艾莉森(Alison),以及我的私人治疗师妮莎(Nisha)。我还与我们的管理委员会在Zoom上进行了长时间的深刻讨论,在讨论中我解释了自己的想法,并急切地征询他们的意见。我是老板,但我也是Global Cryptobank团队的一员,而且我认为坦诚和赚钱差不多同等重要。

他们的反馈发自肺腑且完全一致:“别这么做,鲍勃(Bob)。”他们恳求道,“上一次你对咱们的员工拒绝回来所发表的真实想法造成了一场外交灾难,艾莉森刚刚才把这件事平息下来。”负责狗狗币(dogecoin)交易的全球主管迈克(Mike)是个相当坦率的人。他对我说:“鲍勃,我们一些人最近一直担心你。你是不是疯了?”

这是一个很好的问题,我们非常欣赏交易部门的迈克能直言不讳地提出这个问题,而且我想对此做出回应。答案是:可能是疯了。在高层是很孤独的,而且自从这座大厦被清空后,感觉就更孤独了。我不知道你们中有多少人参观过行政楼层,但如果你们能回来的话,你们真的应该上来看看。这儿的风景真不错。

我在这儿架了一台望远镜,是我们一位硅谷客户设计的,采用了创新的夜视技术。有时,在漫长而孤独的工作日结束时,我会用一下它。俯瞰下方翠贝卡(Tribeca)街区的昂贵公寓,你们中的一些人就住在里面(得益于我们慷慨的奖金),我看到银行家们边喝着葡萄酒边进行视频通话,关着摄像头。

于是我开始思考,除了去年拿到的3500万美元,我的工作还有什么意义?如果我顶着首席执行官的名号,却不能行“首席”(chief)之事或进行“执行”(executive)层面的决策,那么这个身份剩下的就只有“官”(officer)了,而官就是得待在办公室(office)里。换成其他人也在的时候可能还OK,但有段日子整栋大楼只有我和门卫乔(Joe),而他在一楼,离我有84层楼之遥。

前几天我读了一篇关于领导者心理的有趣研究。上面说尽管这份工作会让人被孤立——人们经常拍我们马屁,不跟我们说实话,奥鹏在线作业答案,诸如此类——但我们在高层并不会真正感到孤独。发号施令让我们感到与他人有联系,而且满足了进化过程中对归属感的需求。我觉得说得有道理。

这项研究引用了威廉•德雷谢维奇(William Deresiewicz)在西点军校(US Military Academy at West Point)的一篇精彩演讲,你也知道我们首席执行官有多爱把自己与军事英雄相提并论。他说:“孤独意味着独处,而领导必须有他人在场——也就是那些被你领导的人。”比尔(Bill)是文学散文家和英语教授,但我想他领会到了。

你们发现问题了吗?领导“需要他人在场”,而你们却不在场。这就让我的工作没那么有成就感,也让我很少有机会行使自己的权力,所以我就只剩下孤独。这对高管来说是一场双输。我知道你们很难与首席执行官产生共鸣,而且你们无疑也有自己的挑战。但这就是我的看法。

现在,我不得不停止写这份备忘录,去参加董事会召开的紧急会议。Zoom上的谈话似乎已经传开了:也许我不是唯一一个让迈克如此坦诚以对的人。我很高兴的告诉你们:董事会批准了我的提议,你们都会收到通知尽快回办公室报到。董事会还决定这将是领导层换届的恰当时机。

我的律师们正在就我的离职协议进行谈判,包括加速兑现我的股票期权,我感觉精力充沛,感到未来还有很多机会。等我9月份从汉普顿回来时,我们的角色将互换。你们将在办公室,而我将在我位于中央公园(Central Park)旁的公寓里,电大作业代做,还有那架我作为离别礼物带回来的望远镜。

我的家人很幸运能拥有一个屋顶平台,在这里可以一眼从市中心望到Global Cryptobank大厦。所以等到秋季你们终于回到办公桌时,我会看到你们的。

 

问题一:请解释通过网络工具建立的跨部门协调平台的优势及劣势(20%)

问题二:什么是授能型组织,授能型组织对员工的基本要求是什么?(20%)

问题三:从领导需要他人在场,以领导的角色与功能为题,撰写一篇评论。(40%)

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