Focus: Case Study “Didi”:https://www.didiglobal.com/orhttps://www.didiglobal.com/about-didi/about-us XXXXXXXXXX: (there seem to be some troubles with Didi's global website; until this is resolved you...

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Focus: Case Study “Didi”:https://www.didiglobal.com/orhttps://www.didiglobal.com/about-didi/about-us


09.08.2020: (there seem to be some troubles with Didi's global website; until this is resolved you might want to get some information from its Australia website:https://www.didiglobal.com/au/index.htmlAND other sources of information about Didi's global operations). /
(It also works better to access the website via Internet Explorer than Chrome or Mozilla). see below for alternative sources of info:


Internationalization happens in all directions. This individual assignment fosters your understanding of how companies originating from China expand into foreign markets.



Your task is to analyze how Didi Chuxing could enter the Indonesia market for mobility solutions in 2021 and make a recommendation to the Chairman of the company.


Specific Task:




  • Study the business model of Didi with respect to mobility solutions.

  • Analyze its internationalization activities so far:





  1. Where have they gone? Why?

  2. How successful have they been in these countries? Why (not)?





  • Analyze the Indonesian market for personal mobility services:





  1. Who are the players offering already mobility services in Indonesia?

  2. How do their business models look like? Which kind of mobility requirements are most in demand in Indonesia?





  • Develop a business model for Didi in Indonesia

  • Develop a market entry strategy for the years 2021-2023 (3 years); describe the key activities and expected outcomes to implement the business model you developed for Didi in Indonesia.



Please write your report for the Chairman of Didi Chuxingwith a clear recommendation whether you recommend a market entry in 2021 or not based on the analysis, business model and market entry concept work you have done as described above.



It is not required to include all of your work from above into the report but only what the Chairman of Didi needs to know to understand your recommendation.


You might want to get inspired by Jeff Bezos’ 6-page narrative memo for your report



https://blog.aboutamazon.com/company-news/2016-letter-to-shareholders


INPUTS ON AMAZON’S SIX-PAGE NARRATIVE MEMO:


Creating Good Ideas: Clear Thinking Is Clear Writing



At Amazon, instead of asking his senior leaders to brainstorm great ideas for the company, Bezos asks them to submit six-page, dense, narratively structured memos. He then often holds a silent meeting, where senior leaders table read these memos, prior to starting a discussion. At Amazon, the memo format allows every meeting where ideas are presented to turn into a deep debate of the idea's relative costs and merits. This kind of criticism is even built into the memos themselves.



https://slab.com/blog/jeff-bezos-writing-management-strategy/


A few years ago, Brad Porter, Amazon’s VP of Robotics, quoted Bezos on this:



‘The traditional kind of corporate meeting starts with a presentation. Somebody gets up in front of the room and presents with a PowerPoint presentation, some type of slide show. In our view you get very little information, you get bullet points. This is easy for the presenter, but difficult for the audience. And so instead, all of our meetings are structured around a six-page narrative memo … If you have a traditional PPT presentation, executives interrupt. If you read the whole six-page memo, on page 2 you have a question but on page 4 that question is answered.’



https://www.anecdote.com/2018/05/amazons-six-page-narrative-structure/


There is no single format of the Amazon 6-page narrative memo but a general structure might look like that:The six-page narratives are structured like a dissertation defense:





  • The context or question


  • Approaches to answer the question – by whom, by which method, and their conclusions


  • How is your attempt at answering the question different or the same from previous approaches


  • Now what? – that is, what’s in it for the customer, the company, and how does the answer to the question enable innovation on behalf of the customer?





http://blog.idonethis.com/jeff-bezos-self-discipline-writing/



STRUCTURE OF THE 6-PAGE NARRATIVE MEMO (max. 3000 words)


The specific structure is part of your assignment. You have to decide about what makes most sense when structuring the your report like a 6-page narrative memo (given the 3000 words requirements, it can be obviously longer than just 6 pages).



However, you might want to consider the following elements as a starting point for your structure.





  • Who is/are the decision-maker(s) who will read the memo?


  • What is the specific decision you want them to make?


  • From the decision-maker(s)’ perspective, what do they need to know, in which sequence to make an informed decision.

Answered Same DaySep 03, 2021Macquaire University

Answer To: Focus: Case Study “Didi”:https://www.didiglobal.com/orhttps://www.didiglobal.com/about-didi/about-us...

Nishtha answered on Oct 09 2021
144 Votes
“CONTEXTUAL INTELLIGENCE” & “DATA, INFORMATION, KNOWLEDGE, WISDOM”
(CRITICAL LITERATURE REVIEW)
Table of Contents
Contextual Intelligence    3
Different Definition of Contextual Intelligence in Different International Management Areas    4
Contextual Intelligence Related to Organisational Information Processing Theory (IPT)    6
Fit Concept of Information Processing Theory Play in Contextual Intelligence    7
Kind of Information Gathering & Processing Capacities Companies Leverage to Improve their Contextual Intelligence    9
How to Improve a Company’s Contextual Intelligence    10
Contextual Intelligence” Related to DIKW Model (Data, Information, Knowledge, Wisdom    11
How Companies Foster Wisdom amo
ng Executives and Employees to Improve Contextual Intelligence    12
Bibliography    14

Contextual Intelligence
There is recognition that reaching the "human standard" of knowledge involves a very specific ingredient to create and presenting it in a way, with which most people would like to communicate. It is critical for the elements individually, but it is the pace, magnitude and technique, with which they have been implemented, which yield optimum performance. Inevitably, organisations that have experienced success through one market has intricately knit business model and highly structured cultures that suit the background of that market.
Then sometimes companies find it harder to tear those stuffs apart and reconstruct, than most businesses do. If only either one two aspects of the layout need to adjust, it can be easy to move into a new context. Nevertheless, the modifications required are usually much more complex than that. As indicated by Khanna (2014), a contextual intelligence can be defined as capacity to consider the limitations of knowledge and adjust this knowledge to a context other than that, in which it has been created.
As we relate to background of the contextual intelligence, we explicitly refer to the personal details, relationship history, as well as all other elements of the consumer journey of the consumer during a product or sales encounter that are relevant to the agent. If the agents know what clients are, things the clients have been searching for and the extent, to which they have already talked about with another agent, they will be able to deliver better service quicker. Innovative organisations have looked to advanced AI technologies for real-time data analysis to create an interpreted knowledge of consumer intent due to the need for background from the entire customer lifecycle.
Contextual intelligence not only is included to educate live agents so they will have more efficient interactions when managing customer complaints, it also empowers the self-help tools of an organisation, such as interactive voice response systems (IVRs) and bots, to react more humanly to the requirements of clients. For current contact centre technology, contextual knowledge is an important component. They should look for network that provides the incorporation of advanced Digital technology when selecting the Right Contact Centre System for the company. It helps in staying ahead of evolving communication trends rather than having trouble keeping up.
The transnational extensions are only one field where output can be affected by contextual knowledge. It can easily extend to every other sector where companies strive to attract out to massive amounts of people. The complexities of considering the existing background remain unchanged of whether it is an established-world business looking to begin operations in a developing market, or maybe the other way round. Before launching operations in China, German distributor Metro Cash and Carry already had discovered little information about local context.
Different Definition of Contextual Intelligence in Different International Management Areas
As mentioned by Khanna (2014), social scientists and leadership have always spoken about the value of background. It is a topic that people who study leadership have not treated seriously sufficient. The contextual knowledge concept is the reason, which is important to cross-border business performance. The key focus of the contextual intelligence in the international market serves the need of understanding the local trend before entering any market. Unless the local context is taken into account, trying to implement management processes universally across the globe is probably to be a formula for disaster.
Contextual intelligence, then, is the capacity to understand and adjust the limitations of our experience to a setting that is different from the one, in which it has been created. It is important to note that unless managers obtain and apply this sort of information, the rate of failure will keep rising for international businesses. The capacity to learn from globally unfolding research will remain unchanged and the expectation of balanced growth in many countries will remain unfulfilled. The ability to recognise the boundaries of the manager’s own understanding is essential, in order to adapt that knowledge to a new context, distinct than the one, in which it has been created, so that it can bring success for both companies and individuals in a new sector, a foreign area as well as in an alien climate.
There have been some clear steps, which can be taken to gain contextual knowledge, but they are never easy nor inexpensive: recruiting fluent individuals in different cultures, so-called third culture individuals; collaborating with local businesses; cultivating national talent; and having the time to consider the essence and variety of local variations related to own culture. So that company can easily enter and exit the market. The theoretical concept and application of the contextual intelligence help a lot to the company, which wants to expand their business.
There are different definitions of the contextual intelligence by different authors. As mentioned by Khanna (2015), it is a rejection of Newtonian thought, contextually intelligent thinkers recognise that complexity and uncertainty are cultural phenomena, which cause us to see things in a different way and force us to reorganise our viewpoints. This, in essence, unlocks new opportunities that, under the premise that workflow is systematically organised, we would have never seen. Another different definition by the website by Contextual Intelligence (2020) says that restructuring of the synchronicity. It is ignorant to fail to understand that interconnectedness affects all of our decisions and conclusions. Trying to maximise synchronicity thus demands that our conclusions and the origin behind all those hypotheses be spotted.
It is important for international organisation to keep that all in their mind before entering the international market. The third definition given by Jennex (2017) says that contextual intelligence is all about re-examination of the experiences. Authors focused on the fact that going to engage...
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