business brief format

Assignment: Case 4 Hi dear, please covers each poin" rel="nofollow">int in" rel="nofollow">in section (1-2-3-4-5-6-7) at below. Also, covers each poin" rel="nofollow">int in" rel="nofollow">in rubric because is very important to I get the high degree. In addition, usin" rel="nofollow">ing . (Please fin" rel="nofollow">ind attached). Moreover, please looks at the end in" rel="nofollow">in these pages Chapter 8 (Spain" rel="nofollow">in’s Telefonica). Purpose To assess your ability to apply the concepts from this week. Overview In MBA 727, you will display your ability to apply the concepts from the overview through case study analysis. Each week, you will read a case and complete a case analysis. You are not to answer the questions at the end of the case. However, the questions should help you formulate where your thin" rel="nofollow">inkin" rel="nofollow">ing should be takin" rel="nofollow">ing you durin" rel="nofollow">ing your analysis. Your case analysis is to contain" rel="nofollow">in the followin" rel="nofollow">ing sections: Section 1: Provide a general description of the company. Section 2: Defin" rel="nofollow">ine the central issue of the case. Section 3: Defin" rel="nofollow">ine the company's goals. Section 4: Identify the constrain" rel="nofollow">ints of the problem. Section 5: Identify all the relevant alternatives. Section 6: Select the best alternative and provide a justification for the selection. Note: there is no right answer but it is about how you justify your selection based on in" rel="nofollow">international busin" rel="nofollow">iness theory. Section 7: Develop an implementation plan. Action Items 1. Review the gradin" rel="nofollow">ing rubric (below) for this assignment. 2. Read the case at the end of Chapter 8 in" rel="nofollow">in International Busin" rel="nofollow">iness. 3. Write a 3- to 4-page case analysis with section headers usin" rel="nofollow">ing a busin" rel="nofollow">iness brief format. Review the Busin" rel="nofollow">iness Brief Guidelin" rel="nofollow">ines in" rel="nofollow">in the MBA Toolbox to assist you in" rel="nofollow">in the proper formattin" rel="nofollow">ing of your paper. Cite resources as appropriate to support your fin" rel="nofollow">indin" rel="nofollow">ings. 4. Submit your paper to turnitin" rel="nofollow">in.com. 5. Read the origin" rel="nofollow">inality report and modify your paper as needed. This may in" rel="nofollow">include addin" rel="nofollow">ing proper citations or better paraphrasin" rel="nofollow">ing. Case Analysis Rubric Total 90 poin" rel="nofollow">ints Criteria Describes the company. Proficient Accurately describes the company and demonstrates solid ability to accomplish the assignment. (5 poin" rel="nofollow">ints) Criteria Defin" rel="nofollow">ines the central issue of the case. Proficient Accurately defin" rel="nofollow">ines the central issue of the case and demonstrates solid ability to accomplish the assignment. (9-10 poin" rel="nofollow">ints Criteria Defin" rel="nofollow">ines the general goals of the company Proficient Accurately defin" rel="nofollow">ines the general goals of the company and demonstrates solid ability to accomplish the assignment. (5 poin" rel="nofollow">ints) Criteria Identifies the constrain" rel="nofollow">ints of the problem. Proficient Accurately identifies the constrain" rel="nofollow">ints of the problem and demonstrates solid ability to accomplish the assignment. (9-10 poin" rel="nofollow">ints Criteria Identifies all the relevant alternative solutions. Proficient Accurately identifies all the relevant alternative solutions and demonstrates solid ability to accomplish the assignment. (9-10 poin" rel="nofollow">ints) Criteria Selects the best alternative and justifies the selection Proficient Selects the best alternative and justifies the selection and demonstrates solid ability to accomplish the assignment. (9-10 poin" rel="nofollow">ints Criteria Develops an implementation plan for the selected solution. Proficient Develops an implementation plan and demonstrates solid ability to accomplish the assignment. (9-10 poin" rel="nofollow">ints Criteria Integrates established in" rel="nofollow">international busin" rel="nofollow">iness prin" rel="nofollow">inciples in" rel="nofollow">into the discussion Proficient Consistently does a good job of in" rel="nofollow">integratin" rel="nofollow">ing established in" rel="nofollow">international busin" rel="nofollow">iness prin" rel="nofollow">inciples in" rel="nofollow">into the discussion. (9-10 poin" rel="nofollow">ints) Criteria Synthesizes relevant in" rel="nofollow">information and materials to provide evidence of critical thought. Proficient Consistently and effectively synthesizes in" rel="nofollow">information, which provides strong support to main" rel="nofollow">in ideas. (9-10 poin" rel="nofollow">ints) Criteria Considered holistically, demonstrates the ability to write at the graduate level. Proficient Considered holistically, the student demonstrates a proficient ability to write at the graduate level. (9-10 poin" rel="nofollow">ints) Standard Format for a Busin" rel="nofollow">iness Brief in" rel="nofollow">in the MBA Program Busin" rel="nofollow">iness Writin" rel="nofollow">ing Style: A busin" rel="nofollow">iness brief should be written usin" rel="nofollow">ing a “low-context” style of communication*. A busin" rel="nofollow">iness brief is direct (to-the-poin" rel="nofollow">int) and presents relevant in" rel="nofollow">information to the reader. You want to avoid a conversational style of writin" rel="nofollow">ing. * communications should be straightforward, concise, and efficient in" rel="nofollow">in tellin" rel="nofollow">ing what action is expected Students in" rel="nofollow">in the MBA program are expected to adhere to the followin" rel="nofollow">ing when completin" rel="nofollow">ing a busin" rel="nofollow">iness brief. 1.12-poin" rel="nofollow">int Serif font (Times New Roman or Courier). 2.Sin" rel="nofollow">ingle-spaced within" rel="nofollow">in paragraphs; double-spaced between paragraphs. 3.Paragraphs are to be left justified. 4.1-in" rel="nofollow">inch margin" rel="nofollow">ins at the top, bottom, left, and right of every page. 5.No title page. 6.Place important poin" rel="nofollow">ints or details in" rel="nofollow">into lists. The paragraphs provide context for the lists. 7.Phrases not to use in" rel="nofollow">in a busin" rel="nofollow">iness brief, unless, you have been asked/hired to specifically provide a recommendation: • I thin" rel="nofollow">ink… • I believe… • I feel… • In my opin" rel="nofollow">inion,… 8.Phrases to use or somethin" rel="nofollow">ing similar in" rel="nofollow">in a busin" rel="nofollow">iness brief that is appropriate in" rel="nofollow">in any analytical discussion: • The data shows… • Research studies poin" rel="nofollow">int out… • The analysis in" rel="nofollow">indicates… • Studies demonstrate… • Forecast in" rel="nofollow">indicates… 9. Complete sentences, correct grammar, correct spellin" rel="nofollow">ing and accurate punctuation is expected. 10. Absence of typographical errors 11. Citations within" rel="nofollow">in the body of the text follow APA format. Note: Citations are not always required. However, you must in" rel="nofollow">include a reference list so the reader knows from where you are derivin" rel="nofollow">ing your in" rel="nofollow">information. 12.Reference list (if necessary) starts on a new page and follows proper APA format. 13.Images, graphs, charts, or other types of visuals are considered to be figures in" rel="nofollow">in APA format and must adhere to proper APA formattin" rel="nofollow">ing. Follow the busin" rel="nofollow">iness brief layout below: Header: approximately 1/8 of the busin" rel="nofollow">iness brief Openin" rel="nofollow">ing, Context and Task: approximately 1/4 of the busin" rel="nofollow">iness brief Summary, Discussion Segment: approximately 1/2 of the busin" rel="nofollow">iness brief Closin" rel="nofollow">ing Segment, Necessary Attachments: approximately 1/8 of the busin" rel="nofollow">iness brief Sample Busin" rel="nofollow">iness Brief If you would like a copy of the Busin" rel="nofollow">iness Brief guidelin" rel="nofollow">ines while writin" rel="nofollow">ing your brief, click here to obtain" rel="nofollow">in a pdf copy of the guidelin" rel="nofollow">ines. Chapter 8 CLOSING CASE Spain" rel="nofollow">in’s Telefonica Established in" rel="nofollow">in the 1920s, Spain" rel="nofollow">in’s Telefonica was a typical state-owned national telecommunications monopoly until the 1990s. Then the Spanish government privatized the company and deregulated the Spanish telecommunications market. What followed was a sharp reduction in" rel="nofollow">in the workforce, rapid adoption of new technology, and focus on drivin" rel="nofollow">ing up profits and shareholder value. In this new era, Telefonica was lookin" rel="nofollow">ing for growth. Its search first took it to Latin" rel="nofollow">in America. There, too, a wave of deregulation and privatization was sweepin" rel="nofollow">ing across the region. For Telefonica, Latin" rel="nofollow">in America seemed to be the perfect fit. Much of the region shared a common language and had deep cultural and historical ties to Spain" rel="nofollow">in. Also, after decades of slow growth, Latin" rel="nofollow">in American markets were growin" rel="nofollow">ing rapidly, in" rel="nofollow">increasin" rel="nofollow">ing the adoption rate and usage not just of traditional fixed lin" rel="nofollow">ine telecommunications services, but also of mobile phones and Internet connections. Havin" rel="nofollow">ing already learned to transform itself from a state-owned enterprise in" rel="nofollow">into an efficient and effective competitor, Telefonica believed it could do the same for companies it acquired in" rel="nofollow">in Latin" rel="nofollow">in America, many of which were once part of state-owned telecommunications monopolies. In the late 1990s, Telefonica in" rel="nofollow">invested some $11 billion in" rel="nofollow">in Latin" rel="nofollow">in America, acquirin" rel="nofollow">ing companies throughout the region. Its largest in" rel="nofollow">investments were reserved for Brazil, the biggest market in" rel="nofollow">in the region, where it spent some $6 billion to purchase several companies, in" rel="nofollow">includin" rel="nofollow">ing the largest fixed lin" rel="nofollow">ine op- erator in" rel="nofollow">in Sa~o Paulo, the leadin" rel="nofollow">ing mobile phone operator in" rel="nofollow">in Rio de Janeiro, and the prin" rel="nofollow">incipal carrier in" rel="nofollow">in the state of Rio Grande do Sul. In Argentin" rel="nofollow">ina, it acquired 51 percent of the southern region’s monopoly provider, a franchise that in" rel="nofollow">included the lucrative fin" rel="nofollow">inancial district of Buenos Aires. In Chile, it became the leadin" rel="nofollow">ing share- holder in" rel="nofollow">in the former state-owned monopoly, and so on. Indeed, by the early 2000s Telefonica was the No. 1 or 2 player in" rel="nofollow">in almost every Latin" rel="nofollow">in American country, had a contin" rel="nofollow">inent-wide market share of about 40 percent, and was generatin" rel="nofollow">ing 18 percent of its revenues from the region. Still, for all of its in" rel="nofollow">investment, Telefonica has not had it all its own way in" rel="nofollow">in Latin" rel="nofollow">in America. Other companies could also see the growth opportunities, and several foreign telecommunications enterprises entered Latin" rel="nofollow">in America’s newly opened markets. In the fast-growin" rel="nofollow">ing mobile segment, America Movil, controlled by the Mexican billion- aire Carlos Slim, emerged as a strong challenger. By 2008, the Mexican company had 182 million wireless sub- scribers across Latin" rel="nofollow">in America, compared to Telefonica’s 123 million, and in" rel="nofollow">intense price competition between the two companies was emergin" rel="nofollow">ing. With the die already cast in" rel="nofollow">in Latin" rel="nofollow">in America by the mid-2000s, Telefonica turned its attention to neighborin" rel="nofollow">ing countries in" rel="nofollow">in Europe. For years, there had been a tacit agreement between national telecommunications com- panies that they would not in" rel="nofollow">invade each other’s markets. In 2005 this started to break down when France Tele- com entered Spain" rel="nofollow">in, purchasin" rel="nofollow">ing Amena, the country’s second-largest mobile carrier behin" rel="nofollow">ind Telefonica. Telefonica moved quickly to make its own European acquisition, acquirin" rel="nofollow">ing Britain" rel="nofollow">in’s major mobile phone operator, O2, for $31.4 billion. O2 already had significant operations in" rel="nofollow">in Germany as well as the United Kin" rel="nofollow">ingdom. The acquisition transformed Telefonica in" rel="nofollow">into the second-largest mobile phone operator in" rel="nofollow">in the world, measured by customers, behin" rel="nofollow">ind Chin" rel="nofollow">ina Mobile. Case Discussion Questions 1.What changes in" rel="nofollow">in the political and economic environment allowed Telefonica to start expandin" rel="nofollow">ing globally? 2.Why did Telefonica in" rel="nofollow">initially focus on Latin" rel="nofollow">in America? Why was it slower to expand in" rel="nofollow">in Europe, even though Spain" rel="nofollow">in is a member of the European Union? 3.Telefonica has used acquisitions, rather than greenfield ventures, as its entry strategy. Why do you thin" rel="nofollow">ink this has been the case? What are the potential risks associated with this entry strategy? 4.What is the value that Telefonica brin" rel="nofollow">ings to the companies it acquires? 5.In your judgment, does in" rel="nofollow">inward in" rel="nofollow">investment by Telefonica benefit a host nation? Explain" rel="nofollow">in your reasonin" rel="nofollow">ing?