MSEL Strategy Midterm Instructions Miguel Rivera Santos

MSEL Strategy Mid Term Instructions Miguel Rivera Santosformat Of the

You will find three recent newspaper articles describing a strategic move or a strategic decision in this document. Choose two out of these three articles and, for each of the two articles you have selected, answer the following two questions:

• Q1: What is (are) the issue(s) for the main company in the article? How do you assess the company’s strategic decision(s)? What additional information and what specific analyses would you conduct to fully understand the issue(s) and the decision(s)?
• Q2: What alternative recommendation would you consider in response to the issue(s)? What additional information/analyses would you need for this alternative recommendation? How could it be implemented?

For each article, the combined answers to these two questions should be no longer than 2 single-spaced pages, in 12-point Times New Roman, with a 1-inch margin all around. You can add as many appendices as you feel necessary, but remember that the page limit for the mid-term (excluding exhibits) is 4 pages, i.e., 2 pages per newspaper article.

You do not need to seek additional information beyond what is provided in the articles. GOOD LUCK!

Paper For Above instruction

The following paper analyzes two recent strategic articles, examining the core issues faced by companies, assessing their strategic decisions, and proposing alternative recommendations. The first article discusses Geely’s ambitious plan to build satellites supporting its autonomous vehicle program, while the second covers Google’s negotiations with French media outlets for direct payments for news content. The analysis provides insight into each company's strategic challenges, decision-making processes, and potential future actions.

Analysis of Geely’s Satellite Initiative

In the article about Geely, the main issue revolves around positioning the company as an industry leader in autonomous driving and connected vehicle technology. Geely’s strategic decision to invest approximately $325 million in developing satellites signifies its long-term vision to integrate space technology with automotive innovation. This move can be assessed as a bold, forward-looking strategy aligning with the broader trend of interlinking IoT, smart city infrastructure, and autonomous vehicles. It also demonstrates diversification and an attempt to preempt future technological requirements for self-driving cars.

However, this decision raises questions about the company's resource allocation, technological feasibility, and competitive advantage. Additional information needed includes a detailed cost-benefit analysis of satellite investment versus other innovation pathways; a review of existing technological partnerships or alliances; and an understanding of regulatory or geopolitical factors affecting satellite deployment. Specific analyses could include market analysis of autonomous vehicles, technology feasibility assessments, and scenario planning for global expansion.

Alternative recommendations for Geely include focusing on strengthening its core automotive and connectivity technologies through strategic partnerships with existing satellite or tech companies, rather than building satellites independently. This would reduce capital expenditure and risk while enabling access to advanced technologies. The company could also consider strategic alliances to co-develop satellite services, sharing costs and expertise.

Implementation would involve negotiating partnership agreements, aligning technological standards, and integrating satellite data into vehicle systems. Additionally, phased investments could evaluate satellite performance and operational scalability over time before full deployment.

Analysis of Google’s Media Content Negotiation

The Google article discusses its exploratory talks with French media outlets about paying for news content. The core issue involves balancing the need to support quality journalism with maintaining its advertising-based revenue model and avoiding direct payment for links. This strategic challenge reflects evolving regulatory pressures and public expectations for fair compensation of news publishers.

Google's decision to consider licensing news content and creating new products to deliver revenue-generating opportunities signals adaptation to external pressures, such as European copyright laws. To understand this issue fully, additional analysis should include examining legal frameworks in different jurisdictions, the economic viability of licensing models, and the potential impact on user engagement and advertising revenue. Further, assessing the valuation of news content and the trustworthiness of media partners is essential.

Alternative recommendations could involve Google investing in developing its own news aggregation and curation platform, providing value-added services that drive engagement without direct licensing payments. Alternatively, Google could enhance existing partnerships by offering advertising revenue sharing models tied to news content consumption.

Implementation of these alternatives would involve negotiating with publishers on licensing terms, establishing content quality standards, and integrating new product features that enhance content visibility while maintaining user experience standards. Careful monitoring of the impact on revenue streams and user engagement metrics should guide ongoing strategic adjustments.

Conclusion

Both articles exemplify strategic decision-making amid technological and regulatory challenges. Geely’s satellite plan demonstrates bold investment in future automotive infrastructure, whereas Google’s negotiations reflect its adaptation to an evolving content ecosystem. Effective analysis, stakeholder engagement, and phased implementation are critical for success in both cases. Companies must weigh risks against strategic gains and craft flexible plans to navigate uncertain landscapes.

References

• He, D. (2020). Geely to build satellites for self-driving cars. Financial Times. Retrieved from https://www.ft.com
• Barker, A. (2020). Google in talks to pay French media for news. Financial Times. Retrieved from https://www.ft.com
• Porter, M. E. (1985). Competitive advantage: Creating and sustaining superior performance. Free Press.
• Kotler, P., & Keller, K. L. (2016). Marketing management (15th ed.). Pearson.
• Chesbrough, H. (2003). Open innovation: The new imperative for creating and profiting from technology. Harvard Business Review Press.
• Baker, M. J. (2014). Marketing strategy and management. Palgrave Macmillan.
• Grant, R. M. (2019). Contemporary strategy analysis and cases. John Wiley & Sons.
• Yoffie, D. B., & Kim, R. (2011). Netflix: Innovation and competition in the streaming media industry. Harvard Business School Case.
• West, J., & Gallagher, S. (2006). Patterns of open innovation in digital ecosystems. Open Innovation Research Conference. Harvard Business School.
• Solomon, M. R. (2018). Consumer behavior: Buying, having, and being. Pearson Education.