Assignment: Case 4
Hi dear, please covers each point in section (1-2-3-4-5-6-7) at below. Also, covers each point in rubric because is very important to I get the high degree. In addition, using . (Please find attached). Moreover, please looks at the end in these pages Chapter 8 (Spainâ€™s Telefonica).
To assess your ability to apply the concepts from this week.
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 thinking should be taking you during your analysis.
Your case analysis is to contain the following sections:
Section 1: Provide a general description of the company.
Section 2: Define the central issue of the case.
Section 3: Define the companyâ€™s goals.
Section 4: Identify the constraints 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 international business theory.
Section 7: Develop an implementation plan.
1. Review the grading rubric (below) for this assignment.
2. Read the case at the end of Chapter 8 in International Business.
3. Write a 3- to 4-page case analysis with section headers using a business brief format. Review the Business Brief Guidelines in the MBA Toolbox to assist you in the proper formatting of your paper. Cite resources as appropriate to support your findings.
4. Submit your paper to turnitin.com.
5. Read the originality report and modify your paper as needed. This may include adding proper citations or better paraphrasing.
Case Analysis Rubric
Total 90 points
Describes the company.
Accurately describes the company and demonstrates solid ability to accomplish the assignment.
Defines the central issue of the case.
Accurately defines the central issue of the case and demonstrates solid ability to accomplish the assignment.
Defines the general goals of the company
Accurately defines the general goals of the company and demonstrates solid ability to accomplish the assignment.
Identifies the constraints of the problem.
Accurately identifies the constraints of the problem and demonstrates solid ability to accomplish the assignment.
Identifies all the relevant alternative solutions.
Accurately identifies all the relevant alternative solutions and demonstrates solid ability to accomplish the assignment.
Selects the best alternative and justifies the selection
Selects the best alternative and justifies the selection and demonstrates solid ability to accomplish the assignment.
Develops an implementation plan for the selected solution.
Develops an implementation plan and demonstrates solid ability to accomplish the assignment.
Integrates established international business principles into the discussion
Consistently does a good job of integrating established international business principles into the discussion.
Synthesizes relevant information and materials to provide evidence of critical thought.
Consistently and effectively synthesizes information, which provides strong support to main ideas.
Considered holistically, demonstrates the ability to write at the graduate level.
Considered holistically, the student demonstrates a proficient ability to write at the graduate level.
Standard Format for a Business Brief in the MBA Program
Business Writing Style: A business brief should be written using a â€œlow-contextâ€ style of communication*. A business brief is direct (to-the-point) and presents relevant information to the reader. You want to avoid a conversational style of writing.
* communications should be straightforward, concise, and efficient in telling what action is expected
Students in the MBA program are expected to adhere to the following when completing a business brief.
1.12-point Serif font (Times New Roman or Courier).
2.Single-spaced within paragraphs; double-spaced between paragraphs.
3.Paragraphs are to be left justified.
4.1-inch margins at the top, bottom, left, and right of every page.
5.No title page.
6.Place important points or details into lists. The paragraphs provide context for the lists.
7.Phrases not to use in a business brief, unless, you have been asked/hired to specifically provide a recommendation:
â€¢ I thinkâ€¦
â€¢ I believeâ€¦
â€¢ I feelâ€¦
â€¢ In my opinion,â€¦
8.Phrases to use or something similar in a business brief that is appropriate in any analytical discussion:
â€¢ The data showsâ€¦
â€¢ Research studies point outâ€¦
â€¢ The analysis indicatesâ€¦
â€¢ Studies demonstrateâ€¦
â€¢ Forecast indicatesâ€¦
9. Complete sentences, correct grammar, correct spelling and accurate punctuation is expected.
10. Absence of typographical errors
11. Citations within the body of the text follow APA format. Note: Citations are not always required. However, you must include a reference list so the reader knows from where you are deriving your 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 APA format and must adhere to proper APA formatting.
Follow the business brief layout below:
Header: approximately 1/8 of the business brief
Opening, Context and Task: approximately 1/4 of the business brief
Summary, Discussion Segment: approximately 1/2 of the business brief
Closing Segment, Necessary Attachments: approximately 1/8 of the business brief
Sample Business Brief
If you would like a copy of the Business Brief guidelines while writing your brief, click here to obtain a pdf copy of the guidelines.
Established in the 1920s, Spainâ€™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 the workforce, rapid adoption of new technology, and focus on driving up profits and shareholder value. In this new era, Telefonica was looking for growth. Its search first took it to Latin America. There, too, a wave of deregulation and privatization was sweeping across the region. For Telefonica, Latin America seemed to be the perfect fit. Much of the region shared a common language and had deep cultural and historical ties to Spain. Also, after decades of slow growth, Latin American markets were growing rapidly, increasing the adoption rate and usage not just of traditional fixed line telecommunications services, but also of mobile phones and Internet connections.
Having already learned to transform itself from a state-owned enterprise into an efficient and effective competitor, Telefonica believed it could do the same for companies it acquired in Latin America, many of which were once part of state-owned telecommunications monopolies. In the late 1990s, Telefonica invested some $11 billion in Latin America, acquiring companies throughout the region. Its largest investments were reserved for Brazil, the biggest market in the region, where it spent some $6 billion to purchase several companies, including the largest fixed line op- erator in Sa~o Paulo, the leading mobile phone operator in Rio de Janeiro, and the principal carrier in the state of Rio Grande do Sul. In Argentina, it acquired 51 percent of the southern regionâ€™s monopoly provider, a franchise that included the lucrative financial district of Buenos Aires. In Chile, it became the leading share- holder in the former state-owned monopoly, and so on. Indeed, by the early 2000s Telefonica was the No. 1 or 2 player in almost every Latin American country, had a continent-wide market share of about 40 percent, and was generating 18 percent of its revenues from the region. Still, for all of its investment, Telefonica has not had it all its own way in Latin America. Other companies could also see the growth opportunities, and several foreign telecommunications enterprises entered Latin Americaâ€™s newly opened markets. In the fast-growing 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 America, compared to Telefonicaâ€™s 123 million, and intense price competition between the two companies was emerging. With the die already cast in Latin America by the mid-2000s, Telefonica turned its attention to neighboring countries in Europe. For years, there had been a tacit agreement between national telecommunications com- panies that they would not invade each otherâ€™s markets. In 2005 this started to break down when France Tele- com entered Spain, purchasing Amena, the countryâ€™s second-largest mobile carrier behind Telefonica. Telefonica moved quickly to make its own European acquisition, acquiring Britainâ€™s major mobile phone operator, O2, for $31.4 billion. O2 already had significant operations in Germany as well as the United Kingdom. The acquisition transformed Telefonica into the second-largest mobile phone operator in the world, measured by customers, behind China Mobile.
Case Discussion Questions
1.What changes in the political and economic environment allowed Telefonica to start expanding globally?
2.Why did Telefonica initially focus on Latin America? Why was it slower to expand in Europe, even though Spain is a member of the European Union?
3.Telefonica has used acquisitions, rather than greenfield ventures, as its entry strategy. Why do you think this has been the case? What are the potential risks associated with this entry strategy?
4.What is the value that Telefonica brings to the companies it acquires?
5.In your judgment, does inward investment by Telefonica benefit a host nation? Explain your reasoning?