Monitoring and engaging customer via low-cost social media can be an effective marketing and advertising strategy of many Canadian companies. Unlike companies from the U.S., which were forced to use low-cost social media to market their products due to huge budget cuts, Canadian companies, though monitors these social sites but does not yet engage consumers. Social media web sites are very popular and offer a unique opportunity for companies to build a loyal customer base. To effectively engage people on these sites, the IT, Marketing, HR and other areas of the company should collectively decide their online strategies.
Do you think it is just the marketing budget constraints in Canadian Organizations that make them less engaged?
While small businesses in Canada are on a rise, how do you think they can make their marketing effective and also strike a balance?
In your opinion, which companies use social media well in listening to their customers and for promoting their products?
The article talks about the Comprehensive Economic Partnership Agreement (CEPA)—a free trade agreement under negotiation—which is expected to boost Canada’s economy by $6
billion. For the year 2010—when most developed countries were struggling with economic turmoil—the economies of Canada and India grew by 3.2% and 9% respectively. Both countries can see immense benefit through CEPA. Through this agreement, Canadian companies will gain access to a large and a growing Indian market for their products and manpower resource. On the other hand, Indian companies benefit through relaxed trade between the two countries. Canada and India expect to complete their negotiations for this agreement by 2013, after which it will have to be approved by the parliament.
Do you think this agreement decrease or increase Canada’s unemployment rate?
What do you think are the sectors that Canada can benefit from, when the agreement comes in to effect?
Do you think the agreement will be more beneficial for Canada or India?
Description: As the New Democratic Party prepares to choose a successor to the late Jack Layton, senior party members disagree over whether to maintain the party’s historical affiliation with organized labour.
One year after announcing a partnership, Encana and PetroChina now say the estimated $5.4-billion deal is off. The failure stems from an inability to agree on the operational aspects of the joint venture. Both entities staked a lot on the success of the deal when it was announced back in February. Now Encana’s investors are showing a loss of confidence and PetroChina is suffering from loss of face.
For more than a decade, we have been hearing about companies going global by investing in China, now the shoe is on the other foot. Look at reasons for going global in the text and identify why China is looking to Canada.
Aside from the fact that the article says the deal was a joint venture, what are the characteristics that make it a joint venture? What do the two companies offer each other that make such an arrangement attractive?
With all that China hoped to gain from this joint venture, why would it walk away?
Canadian company Transformix knows the secret to making manufacturing work – add value and have a good neighbor. Everything else will take care of itself. So when the tsunami hit Japan, Transformix CEO Peng-Sang Cau did not worry about the impact. She bought more supplies. Ms. Cau does not worry about from where her parts come. She is too busy guiding the company in what it does best, which is utilizing intellectual capital to design high speed manufacturing equipment prized by other companies, particularly those in the United States.
We typically think of productivity as an internal element that creates a competitive advantage. For Transformix, it is something different. What is it?
What is Transformix’ competitive advantage as a middle player in the supply chain?
Discuss how Transformix blends manufacturing and service technology to add value.
Use Figure 18.2 to analyze Ms. Cau’s decision making following the March 11 disaster in Japan.