Navigating Business Dynamics: Key Insights from the FEP-KLTSA Case Study:-

 

Navigating Business Dynamics: Key Insights from the FEP-KLTSA Case Study:-

Mohammed Ashraf Hasanain(TP078045)

The Importance of Culture in Business:-     

Business culture is a combination of the values and the business practices that are present in a given business organization and the staff. That is the overall conduct of the business that begins with the management of the current business processes to the overall strategy of the company’s evolution. This is important since culture describes the working environment and is a direct determinant of the employees. (Yohn, 2021)

Therefore, where relationships between people at work are close, and the employees enjoy an acknowledged social status in the organization's community, they are likely to be active and responsible in accomplishing tasks. This leads to improved performance and less turnover, which greatly affects the firm’s cost-bearing regarding employment and staff development. In addition, it is worth highlighting that this business culture people have been cherishing is a culture that encourages idea thinking and can make people feel free to go for calculated risks. (Wong, 2024)

This weeding can sometimes generate new products as well as improvements of some processes in order to be fairly competitive in the market. A positive culture is also useful in building the brand since it lends to the formation of a good image of the organization. It is much easier to negotiate with customers and clients patronage once a company is established as clean from deceitful practices and phenomenal working conditions. Crisis or change takes place in any given organization therefore, a good culture should be embraced since it helps the organization to rectify any abnormalities properly. Thus, one can call it culture as the primary basic glue of the organization – the thing that drives it to its state of viability. 

Mohammad Abdelrahman(TP073489)

Facebook's Acquisition of WhatsApp: A Strategic Overpayment?

Facebook also bought WhatsApp in 2004, for $19 billion, which had been regarded more or less as a merely staggering price tag mainly due to the general notion that it was overpriced when compared to its true value. It elicited some responses mainly due to the aspect of the price especially given what WhatsApp was raking at the time. However, one could not disregard the fact that the bargaining power in Facebook’s analysis was dependent on the total active users of WhatsApp and the estimated growth rate. With over 450 million active users every month it presented Facebook a good shot at opening a door for it in the sphere of global messaging. When acquiring WhatsApp, Facebook intended to merge the messaging app’s data with its own to strengthen microtargeted ad sales; in addition, it sought to open other interaction possibilities for users. While the opponents argued it costs too much for a company that had fewer revenue sources, the proponents said the app is the firm’s bet to control mobile messaging in the long run. The last but not the least the success meter of the given deal would greatly depend on the Global Reach of WhatsApp and feasibility of further monetizing the services going to be provided by Facebook. It also mirrors the current trend of purchasing that the technology firms are willing to pay higher price to purchase strategic technologies as the world continues to go digital. (Covert, 2014)

Abdel Rahman Ashraf Hasanain(TP077708)

Challenges of Bringing in New Investors:-

Some of the challenges faced in how to ring in new investors are as follows: 

The introduction of new investors into the business may introduce the essential capital and essential knowledge, but this process involves several problems that should be controlled. 

 

 First of all, matching interests may be quite a problem. For this reason, new investors could have different objectives than the management or the current owners and this will certainly influence the company’s strategic direction. There could be problems and discouragement within strategy formation and decisions because of the misalignment between the two entities.

 

 Secondly, with new investors it is common to hear that they desire some degree of control over the managerial running of the business, thereby resulting in a change in the pattern of control and decision-making. This can cause discomfort to existing management because they see themselves as having lost control over what they have created. (Rassolli, 2024)

 

 Thirdly, dilution of ownership is frequently faced as well. At some point, such investors enter into the business and this leads to dilution of the existing owners’ stake. This may be a touchy subject for most particularly if the founders and owners of the business have invested a lot of time to build the business.

 

Adel Zeinab(TP078282)

 Integrating Insights: Culture, Strategy, and Investment:-

Culture, strategy, and investment must always be in harmony if an organization is to achieve long-term growth and sustain its competitive advantage. Thus, the FEP-KLTSA case demonstrates how all these elements can be aligned for organisational success. Culture remains the foundation of any effective strategy because it gives employees the foundation and focus they need to succeed. It leads to values and goals being align and this promotes team work and boosts morale. Tactically, the strategies must be employed in a changing environment to effectively exploit opportunities and prevent threats. This calls for an understanding of the internal and external operating environment so as to make informed strategic decisions. On the other hand, investment should be well deployed to areas that will generate the most returns and foster the strategic direction of the firm. These should be made with due consideration of culture and strategy when organizing technologies, talents, and markets. Managing these aspects in unison can help organizations improve their performance, innovate constantly, and also protect them from oscillations in the market. This integrated approach not only enhances performance but also enhances the company’s identity and values, making it more sustainable in the long run. Therefore, the FEP-KLTSA case study shows the complex relationship between culture, strategy, and investment for business success.

(Martin, 2000)

Hana Okamura(TP074493)

Reflecting on Our Learning Journey:-

When looking through the lens of learning processes that define business interaction, there are numerous aspects and issues that we have to address and incidents that occurred on the way and influenced our learning profoundly. First, we went through some key issues and in detail studied the interactions between market mechanisms, competitors’ actions, and the organization. From the analyses and the examples of the cases, we also learned how successful organisations change when environments transform, create new opportunities, and keep on growing. We also had chances for decision making, risks management, and strategic planning; all of which are cardinal.

Cross functional launched and meetings enhanced the presentation of how diverse ideas and contribution from other people is valuable. Thus, the combination of the course theory with its actual application in practice provided the understanding of the business environment as a constantly evolving system that requires flexibility and predictability.

Also, they aware with the situation changes and global challenges as well as learning about new technologies and inventions are beneficial. From this journey, just gains knowledge in basic business skills, but also develops attitudes that guide the organization towards innovation, survival and professionalism in executing its functions. In the future, such lessons are sure to influence our careers and input into the business sphere in one way or another. (Pappas,2015)

References:

        Covert, A. (2014, February 19). Facebook buys messaging service WhatsApp for $19 billion. CNNMoney. https://money.cnn.com/2014/02/19/technology/social/facebook-whatsapp/index.html  

Pappas, C. (2015, April 18). eLearning Interactivity: The Ultimate Guide For eLearning Professionals. eLearning Industry.

https://elearningindustry.com/elearning-interactivity-the-ultimate-guide-for-elearning-professionals  

            Rassolli, M. (2024, February 8). 6 Common Challenges Faced By New Investors And How to Face Them. TrendScout UK. https://www.trendscoutuk.com/blog/6-common-challenges-faced-by-new-investors-and-how-to-face-them/

                     

            The challenge of investment: what obstacles do companies face? (2014, January 10). https://www.europeanceo.com/finance/the-challenge-of-investment/

            Wong, B. (2024, May 30). What Is Company Culture? Definition & Development Strategies. Forbes Advisor. https://www.forbes.com/advisor/business/company-culture/

           

            Yohn, D. L. (2021, February 9). Company Culture Is Everyone’s Responsibility. Harvard Business Review. https://hbr.org/2021/02/company-culture-is-everyones-responsibility

ScheEK. M., & Martin, J. A. (2000). Dynamic capabilities: what are they? Strategic Management Journal, 21(10–11), 1105–1121. https://doi.org/10.1002/1097-0266(200010/11)21:10/11