We will do the same thing as we did in Module 1.
You will play roles as mentee and mentor for evaluating a a TEACHING STRATEGY.
First: Form 1.1 Mentee Observation Record
I have attached a lecture note of my colleague who didn’t use a PowerPoint and he only used a white board to deliver his lectures. You will play my role as a mentee and evaluate my colleague’s lecture note in order to create a new lecture note. I have already created the lecture note. So, your evaluating of my colleague’s lecture note should lead to my created lecture note. (FILL OUT THE FORM 1.1 Mentee Observation Record)
Second: FORM 1.2 Mentor Observation Record
Here you will play role a mentor to provide your constructive feedback on my CREATED lecture note. (FILL OUT THE FORM 1.2 Mentor Observation Record).
Third: FORM 1.3 Mentee Reflection and Action Plan Record
After that, you will play role the mentee again to reflect on the mentor feedback and follow your action plans in order to update my created lecture note. (FILL OUT THE FORM 1.3 Mentee Reflection and Action Plan Record). Then I will update my lecture note.
Please let me know if you need more information.
Li and Fung: An Analysis Distributed: 23rd March, 2015 Last Edited: fifteenth January, 2018 Disclaimer: This paper has been presented by an understudy. This isn’t a case of the work composed by our expert paper essayists. You can see tests of our expert work here. Any assessments, discoveries, conclusions or suggestions communicated in this material are those of the writers and don’t really mirror the perspectives of UK Essays. Rahul Jacob, “Inside Track: Traditional Values at the Click of a Mouse,” Financial Times, August 1, 2000, p. 14. Online book shop Amazon.com changed the book business constraining conventional book retailers to react. Some data in this segment originates from past Harvard Business School Case Studies: “Li and Fung: Beyond “Filling in the Mosaic”- 1995-98,” (HBS Publishing No. 398-092) Michael Y. Yoshino, Carin-Isabel Knoop, Anthony St. George; January 1, 1998; and “Li and Fung (Trading) Ltd.,” HBS Publishing (No. 396-075) Gary Loveman, Jamie O’Connell, October 26, 1995. With a question and answer session the next day, William was certain of the Group’s execution and lifung.com’s prospects. Yet, he realized that critical issues stayed uncertain: Was there any shot of channel strife or cannibalization between the disconnected business and the start-up? How might the market respond to the start-up once it was propelled the next year? What’s more, how particularly would internet business eventually change his family’s exceptionally old organization? Organization Background Li and Fung was established in 1906 by William’s granddad, Fung Pak-Liu and his accomplice, Li To-Ming in Guangzhou, China as a fare exchanging organization pitching to abroad shippers. In the 1930s the organization broadened into warehousing and the produce of crafted works. Not long after Fung Pak-Liu passed away in 1943, his child Fung Hon-Chu expected charge of the organization. After two years, quiet accomplice Li To-Ming resigned and sold his offers to the organization. The organization held Li’s surname, a homophone “I’m not an Internet fellow, I’m a business fellow,” jested William Fung, overseeing chief of Li and Fung Trading Co. Clad in his chinos and dark American Eagle T-shirt, Fung looked significantly more like another economy business person than the selfdescribed disconnected, “old economy relic”: “I’m 51, I’m in excess of a silver hair in Internet terms, I’m a fossil.”1 Nor did lifung.com, his senior sibling Victor’s new online organization, take after a normal Internet start-up, especially with a 96-year-old parent conceived toward the finish of the Qing Dynasty. In August 2000, the day preceding beta dispatch of the new business-to-business (B2B) web based business entrance, William portrayed the difficulties confronting Li and Fung: About three or four years back, Victor and I talked about the Internet and how it impacts us. Our beginning stage was a guarded stance: Would the Internet disintermediate us? Would we get Amazoned2 by somebody who will assemble the greater part of the data about purchasers and processing plants on the web? After a great deal of research we understood that the Internet encourages store network administration and we wouldn’t have been disintermediated. The key is to have the old economy know-how but then be available to new economy thoughts. Show 1 Li and Fung Consolidated Income Statement (December 31, 1999), in HK$* 2000 1999 1998 (HK$ thousands) (HK$ thousands) (HK$ thousands) (HK$ thousands) (June 30) (December 31) (June 30) (December 31) Turnover 10,267,606 16,297,501 6,583,730 14,312,618 Cost of offers (9,262,171) (14,585,881) (5,895,432) (12,891,709) Offering costs (191,616) (354,124) (143,136) (287,524) Managerial costs (87,741) (867,842) (56,436) (747,725) Benefits before tax assessment 328,943 613,861 208,936 471,098 Tax assessment (29,805) (36,638) (14,536) (16,425) Benefit after tax assessment 299,338 577,223 194,400 454,673 *In August 2000, US$1 _ HK$7.78. for “benefit” in Chinese, which, alongside “Fung,” a homophone for “wealth,” had a favorable ring when consolidated. Li and Fung moved forever to Hong Kong toward the finish of World War II, extending its activities to incorporate toys, articles of clothing, plastic blooms, and hardware. In the mid 1970s, both Fung siblings had quite recently come back from the United States: William had earned his MBA from Harvard Business School and came back to the business in 1972. Victor had as of late finished his PhD in financial aspects at Harvard University and, following a two-year stretch educating at Harvard Business School, rejoined the business in 1974. Their arrival proclaimed Li and Fung’s progress from a family-claimed business to a professionally oversaw firm, with an arranging and planning framework set up out of the blue. William and Victor, the third era to run the organization, felt that the following legitimate advance in developing the organization was to open up to the world. In 1973, Li and Fung turned into the holding organization for the Group and was recorded on the Hong Kong Stock Exchange (HKSE). All through the 1980s, Li and Fung extended its local system of workplaces all through the Asia-Pacific area as more wellsprings of supply rose in the quickly industrializing Asian economies. In 1988 the Group was privatized and streamlined, consolidated in Bermuda in 1991, and its exchanging exercises were again recorded on the HKSE in July 1992. With the 1995 procurement of Inchcape Buying Services (in the past Dodwell), Li and Fung extended its client base in Europe while all the while moving its sourcing system past East Asia to incorporate the Indian subcontinent, the Mediterranean, and Caribbean bowls. By 2000, Li and Fung was a $2 billion worldwide fare exchanging organization with 3,600 staff around the world, sourcing and dealing with the worldwide inventory network for high-volume, time-touchy shopper products. (Display 1 indicates ongoing Li and Fung monetary information.) By 2000, 69 percent of Li&Fung’s deals were in the United States and 27 percent in Europe. Key clients incorporated The Limited, Gymboree, American Eagle,Warner Brothers, Abercrombie and Fitch, and Bed Bath and Beyond. Tesco, Avon Products, Levi-Strauss, and Reebok had progressed toward becoming clients inside the most recent two years; Royal Ahold, GUESS? pants, and bebe had marked on in 2000. Li and Fung’s item blend included hard and delicate merchandise. Delicate products alluded to clothing, including woven and sew articles of clothing for men, ladies, and kids. Hard merchandise included design embellishments, bubbly or occasion items, decorations, giftware, handiworks, home items, firecrackers, donning products, toys, and travel merchandise. Hard products gave higher edges than delicate merchandise in light of the fact that, in spite of a for the most part bring down thing esteem per unit, they required higher esteem included administrations for orders that were likewise normally significantly littler than delicate merchandise orders. Hard merchandise things, for example, watches, shoes, bags, kitchenware, or teddy bears required an examiner for quality control assessment for even the littlest clump arrange, in this manner enormously expanding what Li and Fung could charge. Edges for delicate merchandise were approximately 6 percent to 8 percent, while we get a request from an European retailer to deliver 10,000 pieces of clothing. We establish that, in view of quantities and work conditions, the best place to make the pieces of clothing is Thailand. So we deliver everything from that point. Furthermore, in light of the fact that the client needs speedy conveyance, we may Item Advancement Crude Material Sourcing Generation Arranging Industrial facility Sourcing Assembling Control Quality Confirmation Fare Documentation Delivery Solidification Form Accessories Happy Products Furniture Articles of clothing Giftware Handiworks Home Products Donning Goods Toys Travel Goods Li and Fung Add up to Esteem Added Bundle Show 2 Li and Fung Add up to Value- Included Services Source: Company reports. isolate the request crosswise over five production lines in Thailand. Successfully we are altering the esteem affix to best address the client’s issues. Five weeks after we got the request, 10,000 articles of clothing land on the racks in Europe, all appearing as though they originated from one factory.5 Li and Fung customers profited in a few different ways: store network customization could abbreviate arrange satisfaction from three months to five weeks, and this quicker turnaround enabled customers to decrease stock expenses. Besides, in its part as a go between, Li and Fung diminished coordinating and credit dangers, and furthermore offered quality affirmation to its clients. Moreover, with a worldwide sourcing system and economies of scale, Li and Fung could offer lower cost and more adaptable sourcing than its rivals. Moreover, through acquisitions and worldwide extension, Li and Fung was stretching out this information base to sub-Saharan Africa, Eastern Europe, and the Caribbean. At long last, Li and Fung gave a la mode mold and market slant data to customers. Because of its Camberley procurement in 1999, it began offering customers virtual assembling or item configuration administrations. As indicated by Victor, “Li and Fung does not claim any of the containers in the inventory network, rather we oversee and coordinate it from above. The production of significant worth depends on a comprehensive origination of the esteem chain.” as of late, nonetheless, Li and Fung had started to enhance activities by controlling or owning vital connections in the chain. At times, Li and Fung offered crude material sourcing. In the past when customers put in a request, Li and Fung would decide the producer most appropriate to supply the merchandise, and that industrial facility would source its own crude materials. Be that as it may, Li and Fung comprehended its customers’ needs superior to anything its assembling plants did, so by offering crude materials to its providers, the organization both guaranteed more prominent quality control and purchased bigger and in this manner more financially savvy measures of crude materials, consequently creating cost investment funds for every maker. In such cases, Li and Fung additionally earned income by charging its production lines a commission on every crude material buy they made. By mid-2000, almost 15 percent of Group deals included Li and Fung’s crude material sourcing administration. Joan Magretta, “Quick, Global, and Entrepreneurial: Supply Chain Management, Hong Kong Styl>