QUESTION 1

Maquiladora environments, often known as shelter manufacturing environments, are well recognized in
Mexico. Mexico's maquiladoras are most comparable to a turnkey manufacturing operation, in contrast to
China, which specializes in arm's length product procurement. For businesses with in-house design,
sourcing, and manufacturing skills, this shelter production approach works well. These businesses
typically produce and assemble medical devices and automobile parts. However, as China's economy
continues to deteriorate due to zero-covid policies, escalating tension with the West, and tariffs on the
majority of Made in China items, both American and foreign businesses continue to search for effective
manufacturing substitutes to China. Manufacturing in Asia, not only China, has been reevaluated by U.S.
and international businesses as a result of the Covid-induced increase in shipping costs worldwide.

For consumers in North America and beyond, all these elements make Mexico the heir-apparent to
China's current supremacy in manufacturing. Outsourced manufacturing services must be added to the
maquiladora production model. It would be wise to at least partially adapt the paradigm developed by
Chinese sourcing agents for use in Mexico and the rest of LatAm. Additionally, a more business-friendly
climate must be provided by the Mexican government. Mexican President Manuel López took action to
combat corruption and has given the military a greater role in overseeing and carrying out government
operations. Many of the surviving government agencies have been hampered as a result. Due to its close
proximity to the United States and the latter's growing Latinization, Mexico's public and commercial
sectors have developed to produce an economy that specialized in assembling finished goods for the
American market.

Because of this, Mexico is not a good fit for service businesses that don't operate in sectors with robust
value chains in Mexico. Mexico is too focused on the U.S., and in particular, on the United States,
Mexico and Canada Agreement (USMCA). That in itself is not a bad thing, but if they grow too
comfortable they won’t be able to capitalize on opportunities that arise when the countries currently
subscribed to China’s general merchandise want to exit to seek greener pastures. The prospect of other
countries like India also quickly rising up to surpass China can prove disadvantageous to China because it
is a race against time and the markets are always on the lookout for the manufacturer with the most
favorable terms and offers. The quality of products produced may not always suit the needs of countries
in continents that are far away from North America. Mexico must therefore diversify her quality control
with the objective being to manufacture goods that have met universal standards and a legitimate overall
consumer expectation. The NAFTA deal may also force Mexico’s hand to give preference to USA and
Canada’s needs making the other countries a second choice.
Now is the time for Mexico to change course and provide the on-ramps necessary to support North
American businesses looking to "nearshore" their manufacturing operations. Due to these elements,
Mexico is the present China's successor apparent.

497 words.
 QUESTION 2

The secret to global climate-friendly transportation is electric mobility. Electric vehicles produce
significantly less CO2, especially when powered by electricity derived from renewable sources.
Additionally, since electric vehicles have energy storage capabilities, they will be able to balance out
variations in wind and solar power, encouraging their growth and market integration. The Federal
Government of Germany has adopted a number of initiatives to support this, including a public
procurement program for the purchase of electric vehicles by public entities, the extension of the charging
infrastructure, and a purchase incentive for electric vehicle purchases. The entire car business is
undergoing a significant transition that will call for innovation. Making Germany a leader market for
electric mobility is just one part of this goal. This also implies that German industry must continue to
uphold its reputation for technological leadership in the field of electric mobility and sell its electric
vehicles, as well as the systems, components, and related services, successfully both domestically and
abroad. There were 29 distinct electric vehicle models available on the market from German
manufacturers as of January 2018, and there are approximately 9,000 charging stations in total. On May
18, 2016, the Federal Government passed new regulations to boost electric mobility in an effort to make
driving electric vehicles more appealing. Temporary purchase incentives, more financing for the
development of the charging infrastructure, increased attempts to encourage public authorities to acquire
electric vehicles, and tax measures make up the package of measures.

Emerging economies have become significant actors in the EU value chain since the turn of the century
thanks to improved economic integration that has moved them up the value chain. Romania, which joined
the band wagon much later on, is exhibiting this pattern. In 2019, one car assembly and production
facility in Europe produced over 19.9% of all motor vehicles sold worldwide. Around 17,000 people were
reportedly working in the EU27's 27 member states in the automotive industry in 2018. 2,757 of them are
located in Germany.

In Spain, there are a considerable number of SMEs that are highly specialized in particular areas of the
production chain, where they play a crucial role for the ecosystem. According to data on employment in
the industry, Romania is crucial for the production of automobile bodies, parts, and tires. Compared to
more established supplier markets like Germany, France, Italy, and Spain, which account for 43% of all
employment, these nations account for 47% of all employment. Therefore, although the majority of
Member States produce vehicles, other Member States play significant roles in the value chain which
creates a collective tripod symbiotic relationship among the various member states that manufacture
electronic vehicles. Using this analysis to break down each of the three countries, Germany seems to offer
a hybrid of what both Spain and Romania have to offer. This is because German electronic vehicle
manufacturers have received strong backing from the government as well as having a more advanced
infrastructure than her two counterparts.

495 words.
 QUESTION 3

A 50:50 international joint venture between Kellogg Company and Wilmar International Limited was
announced on September 25, 2012, leveraging Wilmar's infrastructure, scale in the supply chain,
significant sales and distribution network in China to benefit the manufacturing, marketing, and
distribution of cereal, healthy snacks, and savory snacks in China. They have continued to renew their
agreement and incorporate other partners but the most agreeable agreement came into force in 2016. On
the other hand Kellogg was to offer a selection of well-known brands and goods on the global market.
(Kellogg, 2012).

One of the operational issues the partners in this particular JV are facing is the Environmental activists
who are waging a campaign against Kellogg Chief Sustainability Officer Diane Holdorf, claiming that
Wilmar International, the company's Indonesian supplier, is engaging in unlawful palm cultivation and
slash-and-burn techniques. Outside the business's headquarters in Battle Creek, Michigan, protesters are
queued up to voice their opposition to the alliance. Even while Kellogg only incorporates a small quantity
of palm oil into its goods, its alliance with Wilmar gives it crucial strategic access to the Chinese market.
In two days, Holdorf will meet with the CEO of Kellogg's and is anticipated to give him her advice on
what to do. Examining Kellogg's level of responsibility for Wilmar's activities and deciding how to
respond to the accusations made against its joint venture partner are among the tasks given to the
students. (Andrew Hoffman, 2018)

One strategic issue this IJV faces is that despite the fact that demand for Wilmar Kellogg's products has
not reduced, there is a simmering sense of displeasure among his customers. This is reflected in reviews
on numerous internet review sites. Wilmar Kellogg ought to concentrate on areas where it can improve
customers' buying and post-purchase experiences.

Managers tend to keep information to themselves since Wilmar Kellogg's organizational culture appears
to still be characterized by competition between different divisions. Due to lost opportunities in the
market, information retained in silos might substantially restrict future progress. Wilmar Kellogg's lacks
adequate diversity because the majority of its growth to date has been in the domestic market. The
corporation has a sizable collection of patents and copyrights, but its business model is straightforward to
imitate. It is particularly difficult to enforce intellectual property rights in the sector Wilmar Kellogg
works in. According to Andrew Hoffman, intellectual property rights are effective at suppressing
competitors of a comparable size, but it is difficult to stop start-ups from upending markets at various
levels. Their project management is overly focused on internal delivery rather than considering the
interests of all external stakeholders. This tactic could lead to unfavorable consumer reviews and terrible
PR. This is both a strategic and operational impediment to both partners.

All these operational and strategic issues all seem to stem out of the rigidity and unwillingness of both
partners to let go of their past traditions and employ a more adaptable, flexible and agreeable modus
operando that will work in the favor of both partners and their respective customers.

504 words
 QUESTION 4

Using the 4 Ps, Dyson Vacuum Cleaner can be described in the following way: Depending on your
demands, the Dyson vacuum cleaner comes in a variety of sizes and configurations. You have upright,
cordless, robot, and handheld as options. Each vacuum is portable and removes more allergens and dust
than the majority of vacuums (Product). A Dyson vacuum has a wide price range. A cordless is $300–
600, uprights are between $400 and 700, and handhelds cost between $230 and 240. Numerous vacuums
do not come with accessories. Three free tools may occasionally be provided when you register the
vacuum as part of promotions and offers (Price). Many department stores, including Kohl's, Best Buy,
Sears, and J.C. Penney, sell Dyson vacuums. Additionally, customers can buy them online from or
Amazon (Place). Dyson advertises its products on television, in store displays, and in sale advertisements
(Promotion).

With its brick-and-mortar and online business strategies, Dyson pledges to provide its consumers with
top-notch items and first-rate after-sales services. Particularly, the company's cordless vacuum cleaner is
anticipated to give its customers a practical approach to clean their homes without the movement
restrictions connected with the traditional vacuum cleaner. In order to accomplish this, the company plans
to deploy the most cutting-edge battery technology, providing lengthy hours of service to its clients
without any additional time being wasted or negated owing to the absence of a cordless power source.
Because it has made a name for itself as one of the top companies in the UK and Europe's home appliance
market, Dyson has a strong brand reputation. The company's products are of the highest caliber, resilient,
and long-lasting. availability of sufficient resources, including mechanisms for research and development
and human capital

However, the UK based company has a premium pricing strategy that prevents the company from
growing its market share because of household income restrictions. Competitors also have access to the
technology and are presently developing strategies to increase the battery lives of their devices, thus
Dyson's development of a cordless vacuum cleaner is not unique. Expanding their global market
presence, particularly in the North American market, addressing urgent market needs through innovation
and technological development, promoting and enhancing the company's brand identity through
alternative digital marketing techniques, and taking advantage of better economies of scale due to market
expansion are all necessary for Dyson to diversify their market base.
A strategy will be created to reach the target audience, which consists of Indians with middle-class
incomes. With devices that have broad practical characteristics unmatched by any other in the industry,
Dyson will position itself as a premium brand in the home appliance industry under this strategy.
According to its innovation approach, the Dyson Company carries out extensive market research on
critical operating elements, including R&D. In other words, it collaborates with other players in this
industry, including institutions of higher learning, global corporations, and businesses engaged in adjacent
fields. As an illustration, Dyson and the Imperial College of London collaborated to develop superior
robotic vacuum cleaner models in 2014, which enhanced the product's design and use (Dyson-Indeed,
2020).

512 words.
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