EBAY case EBAY IN JAPAN: Strategic and cultural missteps. 1) Paul Anders Schwamm, an entrepreneur from Tokyo, said that the failure of ebay is a classic case study on how not to launch a business in Japan. Analyze eBay’s entry strategies in Japan and examinewhat went wrong with its launch. 2) According to Masahiro Inoue, President and CEO of Yahoo Japan, “YANG [Jerry Young, co founder of Yahoo] understood it was critical to be first. We knew catching up with a front runner is hard because in auctions, more buyers bring more sellers” Examine the disadvnatages of not being the first mover in online auctions, with reference to ebay in Japan. 3)Discuss the cultural misunderstandings in this case. 4)What is eBay’s status in Japan as of the time of your reading this case? Alibaba Case Alibaba:Competing in China and beyond. 1)Critically analyze the factors that led to Alibaba sustaining its leadership position in the Chinese e-commerce market. 2) Discuss the rationale behind Ma establishing Taobao.com What are the factors that ledto Taobao’s success as compared to Ebay in the Chinese online auctions market, discuss the challenges that Alibaba faces with regard to sustaining its position in the growing e-commerce market in China. 3) Critically examine Alibaba’s business model. Do you think it is sustainable? After having captured the Chinese e-commerce market, what steps should Alibaba take to expand globally? ABB CASE ABB:Strategic rise, Decline and Renewal. 1)CEO Percy Barnevik’s ideals in building ABB into global corporate presence were well founded. identify these ideals and discuss the factors which caused key areas to go awry and affect the performance of the business. 2) Identify and discuss the key strategic initiatives implemented by the various CEOs appointed after Barnevik’s tenure to take the company out of the “crumbling mess” within which it found itself in 2001. In your opinion which CEO performed the better way and why? 3) Percy Barnevik laid great store in the use of a matrix structure. Discuss the pros and cons of matrix structures and compare and contrast with those of so called product/market structures and divisional structures. What particular structure has ABB now developed and why did it take fice major restructurings from October 1997 to January 2006 to achieve it? 4) Assess ABB’s current corporate culture. Do you think that it has changed since Percy Barnevik’s time? 5)ABB’s current growth strategy is to seek small “bolt on” acquisitions to existing product areas rather than via major acquisitons that could take the company into new areas (e.g aerospace) Comment on these strategic options.
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