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APA format Word document 3 sentences per question 2 scholarly source(Can be used as a reference, but does not count as a scholarly source: Management Information Systems Kenneth C. Laudon; Jane P. Laudon) VIDEO 1: How Wal-Mart is moving the needle on e-commerce (https://www.youtube.com/watch?v=mLGt_GPyPFU) VIDEO 2: Wal-Mart to Acquire Jet.com for $3.3B (https://www.youtube.com/watch?v=WxQXvmnfCaw) Videos 1 and 2 describe Wal-Mart’s senior management strategy for developing a competitive online presence. The outcome will in part be determined by how well Wal-Mart can develop a competitive logistics system to compete with Amazon. The Instructional Videos for this chapter describe how both Wal-Mart and Amazon are developing their fulfillment systems, and their plans to compete on delivery and fulfillment. CASE: Traditional retail in the United States, the kind you find at the malls, and urban department stores, is in trouble. The very large retailers such as Wal-Mart, Macys, Kohl’s, Sears, and Nordstrom all have reported about 1% to 2% sales growth since the recession of 2008. In 2016, Target, Macys, Sears, JCPenny, and others are closing hundreds of stores. Since 2000, consumers have been shifting away from traditional retail goods like apparel and electronics (the mainstays of retail stores), and buying more services like vacations, exercise, dining, and health care. The much bigger threat to traditional retail is coming from online retail, mostly Amazon, that has gobbled up the lion’s share of online retail (about 25% of all online retail), and has been growing at astounding rates like 15% to 20% a year since 2008. Apparel and electronics are also the largest sales items for online retailers, so the physical stores and the online giant all compete selling the same goods. Traditional retailers have spent over a billion dollars in the last decade trying to become online retailers, and meet consumers wherever they want to buy, online, or at the store. It’s called an “omnichannel” strategy: using multiple channels like physical stores and online Web and mobile apps to sell products. Many traditional large retailers such as Wal-Mart, Macys, and Costco, have wound up in the top ten online retail rankings. But so far the omnichannel strategy has not been especially successful in keeping up with Amazon’s growth. In what promises to be the online battle of the decade, the two biggest players, the heavy weights, Wal-Mart and Amazon, are going head to head for the consumer dollar. In a broader sense, it’s the online-business model versus the physical- department-store business model, which was invented by Macy’s in 1870. But to be fair to the traditional retailers who have developed their online and mobile sales channel, it’s more accurate to say it’s the omnichannel model versus the pure-online digital model of Amazon. Here’s how the two heavy weights shape up. Wal-Mart’s revenues in 2015 were $485.6 billion (the largest Fortune 500 company), it had earnings of $15 billion (about a 3% margin), and e-commerce sales of 13.7 billion (around 3% of total sales revenue). Wal-Mart has about 5,200 stores of all kinds in the U.S. It produces around $15 billion in free cash flow a year, and has about $9 billion cash on hand. In 2016 Wal-Mart’s market value is in the area of $230 billion. Its sales growth in 2015 was 1.8%. Wal-Mart employs about 2.1 million people (1.4 million in the U.S. alone), making it the largest employer in the world and the U.S. That works out to $231,000 of revenue for each employee. Amazon’s revenues in 2015 were $107 billion (the largest e-commerce company, but only 35 in the Fortune 500), it had earnings of $596 million (about a 1.8% margin), and e-commerce sales of $92 billion. Amazon has about $8 billion in cash on hand. In 2016 Amazon’s market value is about $366 billion, and its sales growth in 2015 was about 20%. Amazon employs about 222 million people. That works out to $481,000 of revenue for each employee. The retail battle of the decade shapes up as a contest between a giant traditional retailer that is growing very slowly and has only a tiny online presence, versus the largest online retailer, which is growing very rapidly, and has no physical store presence. Both companies have significant financial assets, and nearly limitless credit; to build or acquire whatever capabilities they choose. Wal-Mart needs to develop new systems and capabilities both in-house, and through acquisitions. In 2016 Wal-Mart bought the start up Jet.com, and small but fast-growing Amazon competitor. Summary: In what promises to be the retail battle of the decade, Wal-Mart and Amazon are going head-to-head for the retail consumer dollar. Wal-Mart brings to the fray the largest physical retail presence in the U.S., and the world. But it has lacked a powerful online presence. Amazon brings to the fray the largest online retail presence in the United States and is second only to Alibaba in China. But Amazon lacks a physical footprint in retail commerce. Wal-Mart is moving towards an omnichannel approach that combines online and offline retail, while Amazon is emphasizing same-day delivery, local drop-off boxes, and may well introduce local physical stores in the future. Answer the following questions: How is Wal-Mart utilizing omnichannel as a strategy to compete against Amazon? How is Wal-Mart’s acquisition of Jet.com going to help Wal-Mart in terms of e-commerce? What changes in strategy, if any, will Amazon need to make to remain competitive with Wal-Mart? By focusing on its e-commerce market sector, is Wal-Mart taking business away from its brick and mortar stores? In what ways can Wal-Mart enhance sales overall rather than taking away from its brick and mortar stores? How can Wal-Mart focus on longtail markets with the use of e-commerce?

Please provide the project scope statement, high-level timeline, and high-level budget, for the project you would like to use for assignments for this course.

APA format Word document 2 paragraphs per question 2 scholarly source No AI tools are to be used such as ChatGPT Mini-Case An International Strategy Powers ABB’s Future ABB, headquartered in Zurich, Switzerland, is a major competitor in the power and automation technologies industries across the major markets globally. It has 140,000 employees operating in almost 100 countries. In fact, it has five major businesses—power products, power systems, discrete automation, low voltage products, and process automation. It operates in eight major regions: (1) Northern Europe, (2) Central Europe, (3) the Mediterranean, (4) North America, (5) South America, (6) India, the Middle East, and Africa, (7) North Asia, and (8) South Asia. Over time, ABB has been a successful company using its geographic diversification across the globe to its advantage. It also exemplifies the difficulty of managing an international strategy and operations. For example, its power systems business has experienced performance problems in recent years due to poor performance in some countries due primarily to the economy downturn. Notwithstanding the difficulty of managing in emerging economies, much of its growth is focused on improving country infrastructure such as power systems and grids. In 2014, the firm announced that the Asia, Middle East, and Africa (AMEA) region currently contributes about 37 percent of ABB’s total revenue, or about $15.3 billion, and “emerging markets were planned to contribute to two-thirds of the forecast growth between 2015 and 2020.” In recent years, most of ABB’s entries to new markets and expansions in existing markets have come from acquisitions of existing businesses in those markets. Recently, it acquired Siemens’ solar energy business, Power-One, and U.S.-based Los Gatos Research, a manufacturer of gas analyzers used in environmental monitoring and research. The purchase of Power-One represents a major risk as the solar power industry is in a downturn. Yet some analysts predict a brighter future for the industry over the long term. ABB also uses other modes of entry and expansion, exemplified by the 2013 joint venture with China’s Jiangsu Jinke Smart Electric Company to design, manufacture, and provide follow-up service on high voltage instrument transformers. It also recently procured major contracts for business in Brazil and South Africa. Partly due to the global economic recession that began in 2008, recent weak economic performance, and some poor expansion decisions, ABB’s performance has been weaker than expected. As a result, the CEO and chief technology officer announced their resignations in 2013. Despite these changes, ABB is a highly respected global brand, and, after its recent changes (e.g., closing some country operations), its revenues and earnings have started to rise. These positive changes have been largely attributed to the success of its North American businesses. Its acquisitions of Baldor (maker of industrial motors) in 2010 and Thomas & Betts in 2012 greatly enhanced its North American operations and revenues. It has also had success in manufacturing equipment and robots with its robotics business headquartered in the United States. It is even moving to help small companies, such as ones in the beer industry, to automate their production processes. Therefore, even in turbulent times, ABB’s future looks bright. 1. What are the dominant reason’s for ABB to enter into international markets? 2. Which corporate international strategy would you classify ABB as using? Explain your answer. 3. Why has ABB used acquisitions and joint ventures as dominant entry modes in international markets? 5. What are the significant organizational complexities that ABB encounters as it tries to manage its international strategy?

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Module 01: Changing Organizations in Our Complex World

Select two peer-reviewed professional/scholarly journal articles as they relate to some aspect of our textbook chapters, e.g., you can choose a journal article on Managing Generational Differences in the Workplace and diverse Teams. etc... You will need to summarize each article. Do not give your opinion; just summarize. 

As a manager, whether you’re a store, facilities, or a general manager in any type of environment, your teams work to meet the strategic direction of the organization. As strategic initiatives are adopted, you and your team may need to adapt to new directions. Change can be hard, and your team and your organization rely on your understanding of the organizational culture to support change.

Chapter 2: The Nature of Planned Change

Week 2: Interactive Learning activity

Module 2: Interactive activity