ZAK-Squared Case Analysis
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I am looking for guidance in providing and analysis for a hypothetical case study. I have attached some background information and have to address below.
1) Provide an analysis that specifically addresses the advantages and disadvantages of each.
2) Provide a respond to Matthew Sullivan's and Zheng Hong's proposals in terms of their recommendations for managing the evolution and erosion of ZAK-Squared's competitive advantage.
1) What does each proposal recommend in terms of the mode it is targeting?
2) What implications will each proposal have with regard to initiative/cooperation and global coordination/local responsiveness?
3) What weaknesses does each proposal have in terms of PARC?
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Solution Summary
This posting analysis the case of ZAK-Squared's competitive advantage It explains the case from the perspectives of two different proposals.
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I am looking for guidance in providing and analysis for a hypothetical case study. I have attached some background information and have to address below.
1) Provide an analysis that specifically addresses the advantages and disadvantages of each.
There are several advantages of keeping the software development facility at Palo Alto facility. First , if the software development facilities are located in Palo Alto facility there will be elimination of duplication of efforts and this will reduce costs. Second, there can be uniformity of policies, procedures and practices and this can speed up software development. Third, the experts of the company can be located at Palo Alto facility and they can observe, supervise and advise all development activity. Fourthly, if all the development activity is located at Palo Alto facility there will be much better co-ordination and orchestration of efforts at Palo Alto facility.
The disadvantages of locating the software development facilities at Palo Alto facility are that the decision making is far removed from the market at so takes more time. Second, the software development process and the decision making process does not understand closely the European market and so decisions are not very appropriate for the European market. Third the managers at Palo Alto facility who are directed closely by the experts and top management do not have experience of working independently and lack training for higher positions.
2) Provide a respond to Matthew Sullivan's and Zheng Hong's proposals in terms of their recommendations for managing the evolution and erosion of ZAK-Squared's competitive advantage.
My response to ...
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