ARTICLE TITLE: As Firefox turns 20, Mozilla ponders how to restore it to its

former glory
ARTICLE AUTHOR: Frederic Lardinois
SOURCE REFERENCES: As Firefox turns 20, Mozilla ponders how to restore it to
its former glory
ISSUANCE DATE: November 10, 2024

(F) With Firefox’s 20th anniversary, its company Mozilla explores ways to position
themselves again as the leader in web browsing. Firefox, known for its speed and
privacy features, gained over 30% of global market share. However, its market share
starts to diminish due to the intense competition from other browsers, like Google
Chrome, Microsoft Edge, and others. With its CEO Laura Chambers, Mozilla is
considering various strategies in order to keep up with its competition, such as
improving speed and privacy.

(I) Firefox has been struggling to keep up with the rapid innovation seen in other
browsers. Users nowadays prefer browsers with advanced features. Although Mozilla
prioritizes privacy, this has not been enough to attract and retain the modern digital
users.

(B) Mozilla stressed that it wants to refocus on the development of Firefox.

Firefox’s decreasing market shares impacts their revenue, as they heavily rely from
search agreements with Google (E). With its privacy-first approach, this appeals to
users who are mainly concerned with data security. However, there is still a clear shift
towards convenience with other browsers like Chrome (S). As mentioned earlier, Mozilla
struggles to innovate their browser with AI-powered features and faster page load times
(T). With the implementation of the Digital Markets Act (DMA), Firefox sees this as an
opportunity to gain more visibility and fairness in the market. Although Mozilla is not
directly affected by the DMA, this regulation ensures that Google does not stifle
competition (L).

(A) As a part of refocusing on Firefox, Mozilla is continuously conducting user

experience experiments to provide features that the users are looking for. They aim to
optimize its user interface and add features based on user feedback to regain the users’
interest and loyalty (SA). However, Mozilla still faces the issue of competing with other
browsers that offer more advanced features and faster performance (PA). While there
are efforts to refocus on the development of Firefox, their focus on privacy and security
features does not exactly attract users who prioritize performance. Firefox is still
considered slower and lacking the advanced features that other browsers are offering
(DA). If Mozilla over prioritizes one area over another, there is a risk of losing users
across all market segments. They must also balance new features with user
experience, ensuring that these do not confuse or overwhelm the users nor disrupt the
browser’s simple and privacy-first approach (PPA).

(C) Mozilla’s efforts of conducting user experience experiments show that they
are progressing to improve its position in the market. It is clear that the browser must
adapt to modern user expectations, while also focusing on privacy. However, to regain
its former glory, Mozilla will need to continuously improve their browser, innovate new
features, and differentiate itself in the market. They must make bold decisions to capture
the attention and loyalty of modern digital users.
ARTICLE TITLE: Huawei’s new made-in-China software takes on Apple and
Android
ARTICLE AUTHOR: The Economist
SOURCE REFERENCES: Huawei’s new made-in-China software takes on Apple
and Android
ISSUANCE DATE: November 5, 2024

(F) Huawei has introduced its own operating system, HarmonyOS, which
challenges the current dominating operating systems in the market, such as Apple’s iOS
and Google’s Android. This new software aims to reduce Huawei’s reliance on US-
based technologies and create an independent system for Huawei. HarmonyOS is
expected to be used across a wide range of devices, including smartphones,
smartwatches, and soon laptops.

(I) Like any other innovation made, HarmonyOS faces resistance from its users,
especially as it is competing with two established and dominant operating systems, iOS
and Android. Huawei must convince users and developers to shift from the software
they are already used to.

(B) Huawei has been developing its own alternatives for its self-reliance,
following the trade restrictions imposed by the US government. The geopolitical tension
between the US and China also makes expansion into international markets more
difficult (P). Consumers are more likely to continue using the software they are
accustomed to, which could hinder HarmonyOS’s adoption (S). Developing a new
independent operating system means that it must also convince developers to design
applications, which run on the new system. Developers had created only less than 100
apps specifically for its operating system by August last year (T).

(A) To reduce its reliance on US-based software and technologies, Huawei

developed its own operating system with the goal of building a secure and self-reliant
software. This was also prompted by the US sanctions, which restricts them from using
Google’s Android on its smartphones (SA). Because of these restrictions, Huawei lost
access to Android and other services. Moreover, the political tension between the US
and China could make users and developers hesitant to embrace a new Chinese-based
operating system. Without establishing customer trust and developer support,
HarmonyOS needs to overcome its barriers (PA). Huawei’s decision to develop
HarmonyOS is driven by the need to sustain its company amidst the trade restrictions
against them. There are so many risks to be considered, especially knowing that Apple
and Google are dominating the market. Huawei sees this as an opportunity to gain more
control over its products and services (DA). However, if HarmonyOS fails to establish a
robust application system and developer support, the system might not gain sufficient
support from its users and developers (PPA).

(C) Huawei’s HarmonyOS is a bold strategy to create an independent and

versatile software in the global smartphone market. While there are initial political and
social resistance from users and developers, the company’s efforts shows that it is
committed to technological independence. For HarmonyOS to succeed, Huawei must
overcome barriers, especially consumer trust, developer supports, and international
acceptance.
ARTICLE TITLE: Nissan shares slump after plan to slash jobs, production
ARTICLE AUTHOR: Reuters
SOURCE REFERENCES: Nissan shares slump after plan to slash jobs, production
ISSUANCE DATE: November 8, 2024

(F) After the announcement of plans to reduce its workforce and cut production,
Nissan Motor shares took a decline of 6% in Tokyo trade. As a part of its restructuring
strategy, which aims to mitigate financial losses and shifting market dynamics, Nissan
will cut 9,000 jobs and 20% of its manufacturing capacity. This is prompted by increased
global competition, reduced demand, and consumer shift to hybrid vehicles.

(I) Nissan’s decision to cut down both its manpower and production may affect
the productivity of its employees as well as negatively impact the company’s reputation
as an employer. This also risks losing consumer trust, as it imposes instability or decline
in quality production. And this is made visible through the decline in Nissan market
share.

(B) Through its restructuring strategy, Nissan is said to cut its costs by $2.61
billion. This strategy is brought about the fluctuating demand in the automobile market.
It did not foresee the rise of hybrid vehicle in the US market (E). There is a notable shift
in consumer preference toward electric vehicle, which stresses the need for Nissan to
innovate its products (S). However, innovations like electric vehicles require a significant
amount of investment and diverting its resources from existing operations. This shift to
hybrid vehicles would also benefit them in long-term, as global market increasingly
prefer eco-friendly vehicles and operations (T).

(A) Nissan is struggling to position itself in the automobile market, especially with
the increased demand of hybrid vehicles. Since the industry is transitioning towards
sustainability and technological advancement, competition is also very high. In
response, Nissan opted for a restructuring strategy to cut costs by reducing jobs and
production (SA). This puts Nissan to a decline in profitability, as operation costs
increases, demand for its vehicle decreases, and they have limited innovation in the
rising hybrid vehicle trends (PA). With its restructuring strategy, Nissan aims to reduce
expenses and reallocate resources towards areas need of development. This allows
them to focus more on profitable operations, such as transitioning towards investments
in electric vehicles. They are using a defensive strategy, which avoids more decline in
profit despite a sacrifice in manufacturing capacity (DA). While this improves Nissan’s
finances temporarily, it might affect its long-term state. This includes backlash from
employees and customers, which could further harm company reputation and sales
(PPA).

(C) Nissan’s strategy to slash jobs and production provides temporary financial
relief. But its long-term impacts may introduce new challenges, particularly in
maintaining customer trust. Nissan must balance cutting expenses and investing in
innovation in order to maintain its position in the automobile market. This will help them
remain in competition with other carmakers, which focuses on the advancement of
sustainable and technologically advanced vehicles.
ARTICLE TITLE: Jollibee group to take full ownership of Tim Ho Wan for $20.2
million
ARTICLE AUTHOR: Revin Mikhael D. Ochave
SOURCE REFERENCES: Jollibee group to take full ownership of Tim Ho Wan for
$20.2 million
ISSUANCE DATE: November 6, 2024

(F) Jollibee Foods Corporation (JFC) acquired the remaining 8% share in Tim Ho
Wan for $20.2 million. This transaction makes JFC the owner of Tim Ho Wan. JFC
initially purchased 45% share in 2018 and gradually increased its investment to 92%
since January 2024 before making the final purchase.

(I) JFC’s acquisition of Tim Ho Wan poses a challenge to maintain its culinary
standards and established reputation while expanding globally. Tim Ho Wan is known
for being the world’s cheapest Michelin-star restaurant. As JFC expands their brand in
the competitive market of premium dining, it would be difficult to sustain their already
established brand and of Tim Ho Wan’s premium dining.

(B) With its full ownership of Tim Ho Wan, JFC’s stock price increased by 4.09%,
rising from P10.8 to P275 per share. Tim Ho Wan’s presence in 11 countries also
provides an opportunity for JFC to position itself in the premium dining segment (E). The
acquisition capitalizes on the market’s demand for authentic, high-quality dining
experiences, especially in Asia’s growing middle-class. Tim Ho Wan has already
established its reputation with its high-quality and accessible dim sum. This bridges the
gap between exclusivity and affordability, meeting the market demands of luxurious but
practical dining experience (S).

(A) To position itself in the premium Asian dining market, JFC acquires full
ownership of Tim Ho Wan. This strategy aligns with their goals for global expansion as
well as to improve its operational inefficiencies (SA). While the acquisition positively
impacted JFC’s stock price, expanding Tim Ho Wan’s operations while maintaining its
premium appeal may be faced with resistance depending on the consumers’
expectations in different markets. As the company expands globally, some operational
inefficiencies must be dealt with, like maintaining high quality standards across Tim Ho
Wan’s 80 stores (PA). In a positive light, JFC’s decision to acquire the remaining 8%
share in Tim Ho Wan gives the company more control over the brand’s direction. This
gives them the opportunity to expand their markets, diversify products and services
tailored to consumer demands (DA). However, it should be noted that rapid expansion
could potentially impact Tim Ho Wan’s brand. JFC must address the risk of brand
dilution by maintaining its Michelin-star quality, while also meeting the needs of different
markets (PPA).

(C) JFC’s full acquisition of Tim Ho Wan shows the company’s determination to
compete globally and expand their portfolio. By capitalizing on the increasing demand
for high-quality dining experiences, JFC can leverage Tim Ho Wan’s reputation to
position itself in the premium dining market. This will be successful, however, if JFC is
able to explore innovations while maintaining Tim Ho Wan’s high quality standards.
ARTICLE TITLE: Volkswagen raises investment in Rivian to $5.8 billion
ARTICLE AUTHOR: Akash Sriram and Abhirup Roy
SOURCE REFERENCES: Volkswagen raises investment in Rivian to $5.8 billion
ISSUANCE DATE: November 13, 2024

(F) Volkswagen has increased its share in Rivian by raising its investment to $5.8
billion. This strategic decision supports the joint venture between the two companies.
Rivian is known for its electric SUVs and trucks. The increased investment also sustains
Volkswagen’s long-term strategy to diversify and transition to electric vehicles.

(I) While the joint venture between the two automakers solidifies their positions in
the automobile industry, there are risks associated with Rivian’s financial instability.
Despite its vast innovation, Rivian continues to operate at a loss. Volkswagen’s
investment is a high-risk strategy, especially if Rivian is unable to meet the market’s
expectations.

(B) Volkswagen increased investment to Rivian is a strategic move to position

itself in the electric vehicle industry. This is also influenced by the increased incentives
by the governments worldwide. Policies, like the US Inflation Reduction Act and the
European Union’s Green Deal, promote the adoption of electric vehicles, which makes
the investment in Rivian more favorable (P). The rising consumer awareness on
sustainability also makes this joint venture favorable. As more consumers shift to eco-
friendly products, automakers need to innovate and adopt more sustainable practices
(S). Transitioning to electric vehicles not only contributes to environmental sustainability
but also to Volkswagen’s reputation (E).

(A) To maintain its position in the automobile industry, Volkswagen must find a
way to strategically transition to electric vehicles. Rivian, known for its electric vehicles,
is a potential partner capable of expanding Volkswagen’s portfolio (SA). However,
Rivian faces significant operational and financial problems, particularly production
delays and financial instability. These problems introduce risks in Volkswagen’s part, as
it depends on Rivian to improve its brand (PA). While there are risks in the joint venture,
Volkswagen’s decision to invest $5.8 billion in Rivian poses opportunities to expand
their customer base and help Volkswagen transition to more sustainable vehicles (DA).
If Rivian fails to meet production and profitability targets, Volkswagen might face
significant financial losses and damage to its reputation (PPA).

(C) Volkswagen’s joint venture with Rivian shows their commitment to position
themselves in the electric vehicle market. However, this partnership comes with risks
that Volkswagen must also consider. By implementing risk management, Volkswagen
can leverage Rivian to improve its reputation. This strategic move poses threats and
opportunities that could significantly improve Volkswagen’s position in the market or
expose it to financial and reputational burdens.
ARTICLE TITLE: Macy's CEO: Department stores can be repositioned as a
marketplace
ARTICLE AUTHOR: Brooke DiPalma
SOURCE REFERENCES: Macy's CEO: Department stores can be repositioned as
a marketplace
ISSUANCE DATE: November 13, 2024

(F) Macy’s, an established department store chain, plans to leverage its physical
stores as a marketplace where different brands can reach their customers directly. This
approach capitalizes on marketplace models that have been successful in e-commerce.
It focuses on consumer behavior shifts, offering a more diverse shopping experience.

(I) Macy’s is currently facing declining sales as it dropped 3.8% to $4.9 billion. It
has been investing in its digital platform to provide a more convenient shopping
experience to its customers. Macy’s would now have to innovate and find ways for its
department stores to gain more customers while also maintaining its core values.

(B) Macy’s transition to marketplace is mainly influenced by the shifting

consumer behaviors, ongoing price inflations, and the need to offer competitive prices.
While the marketplace approach provides Macy’s an opportunity to diversify its services,
Macy’s must also negotiate with different brands about their pricing (E). Macy’s also had
to consider consumer behavior shifts, particularly the demand for convenience and
personalized shopping experiences (S).

(A) The company’s traditional department stores find itself no longer sustainable
due to the rise of e-commerce and changing consumer behavior. This urges Macy’s to
innovate and redefine their strategies (SA). They would need to reposition itself to
remain relevant in the market, where traditional approach is outdated, and e-commerce
continues to dominate (PA). Macy’s CEO, Tony Spring, proposes to reposition the
company as a marketplace, which combines its physical and digital stores. This
approach can help Macy’s enter the e-commerce while maintaining its physical stores
(DA). However, this strategy also requires high costs, which could affect its operations,
and the risk of brand dilution. Macy’s must address these proactively to be successful
without harming the company’s brand (PPA).

(C) Macy’s transformative decision to a marketplace model is a step for the

company to adapt to the changing environment. By embracing e-commerce, Macy’s
aims to offer high-quality shopping experiences. However, this transition poses risks,
including operational challenges and brand dilution. If Macy’s is able to integrate its
physical and digital stores effectively, they could position themselves as a leader in retail
industry.
ARTICLE TITLE: Amazon Launches a Bargain Shop With Most Items Under $10:
'Ultra-Low Prices'
ARTICLE AUTHOR: Sherin Shibu
SOURCE REFERENCES: Amazon Launches a Bargain Shop With Most Items
Under $10: 'Ultra-Low Prices'
ISSUANCE DATE: November 14, 2024

(F) Amazon recently launched Amazon Haul, a bargain shop, offering products
priced under $10. This helps them extend their market by targeting budget-conscious
customers. Their products range from household essentials to personal accessories.
With this move, Amazon aims to compete with other competitors in e-commerce,
emphasizing affordability and accessibility.

(I) Because of inflation directly impacting consumer behaviors, shoppers are

prioritizing affordability over premium quality. Competitors like Temu and Shein also
have dominated in e-commerce because of their strategies in offering ultra-low-price
products. In 2023, Shein made an estimated $32 billion sales, positioning themselves
as a leader in the market. These prompted Amazon to innovate and remain competitive
by launching their new brand of bargain shop.

(B) Rising inflation has significantly reduced the bargaining power of consumers,
which prompts them to prioritize affordability of products. Amazon Haul aims to meet
this demand for low-price products (E). However, it has its own downsides. Items in the
shop take one to two weeks to arrive, which could impact their reputation of rapid
delivery. Moreover, shoppers must buy at least $25 worth of products in order to avail
free shipping. Despite these, Amazon Haul offers discounts such as 5% off on orders
over $50 to avoid logistical inefficiencies on their part. Amazon Haul aligns with the
consumer behavior shift to affordability and accessibility (S). However, this also risks
them from losing their customers, who value fast delivery and convenience.

(A) To remain competitive with the changing consumer behavior, Amazon saw an
opportunity to capture budget-conscious customers by launching its own bargain shop,
Amazon Haul (SA). However, there is a notable trade-off between logistics and
operations, as the bargain shop faces slower shipping times. This may not align with
customer expectations for rapid delivery and risks losing their established reputation
(PA). Launching the bargain shop allows them to reach price-sensitive markets, while
promoting bulk purchases through their offered discounts. These encourages customers
to spend more, which can offset logistical inefficiencies (DA). If Amazon is able to
streamline their logistics and continue to meet the demand, their bargain shop could
position themselves in e-commerce sector (PPA).

(C) Amazon Haul is a strategic response to the evolving market, particularly the
shift for affordable products. By pro-actively addressing inefficiencies and meeting
customers’ expectations, Amazon Haul could lead the e-commerce sector. This will
depend on whether or not the company could balance affordability with sustainability.
ARTICLE TITLE: Sony in talks to buy media powerhouse behind 'Elden Ring'
game, sources say
ARTICLE AUTHOR: Reuters
SOURCE REFERENCES: Sony in talks to buy media powerhouse behind 'Elden
Ring' game, sources say
ISSUANCE DATE: November 19, 2024

(F) Sony is reportedly in discussions to acquire FromSoftware, the developer of

the hit fantasy game Elden Ring. Sony currently holds 2% share in Kadokawa
Corporation, the parent company of FromSoftware, as well as a stake in FromSoftware
itself. This move aligns with the company’s focus on expanding its presence in
entertainment, particularly anime and gaming.

(I) Despite its current stake in Kadokawa and FromSoftware, Sony aims to
acquire more control over the studio to capitalize its profitability and reputation for
creating more innovative games. This move is driven by Sony’s issue to maintain its
competitive edge in the entertainment industry. Sony sees this acquisition as an
opportunity to leverage the growing demand for anime and gaming.

(B) Since there is a global interest in gaming, Sony’s acquisition strengthens their
position in the industry. However, with Japan’s strict regulations, the acquisition would
have to be thoroughly processed (P). FromSoftware’s market capitalization stood at
approximately $2.7 billion, proving that gaming is a highly lucrative industry. If Sony
acquires the company, this will also expand their revenue streams (E). Since global
market also seem to appreciate Japanese culture: anime and gaming, this acquisition
will help Sony gain traction among users (S). With FromSoftware’s game development
capabilities, combined with Sony’s hardware expertise, both companies could dominate
the industry (T).

(A) Sony’s acquisition of FromSoftware is an opportunity for Sony to expand its

portfolio with revenue-generating intellectual properties (IPs). This will not only help the
company dominate the gaming industry, but also establish synergies across the gaming
industry (SA). However, acquiring FromSoftware poses challenges like the developer’s
reputation for creative independence. Sony would have to carefully integrate
FromSoftware’s culture to avoid the risk of brand dilution (PA). Although there are risks
in the acquisition, this will also strengthen Sony’s exclusive offerings for their
PlayStation consoles; thereby, diversifying its revenue streams (DA). If Sony could
address the risks of regulatory delays and brand dilution, they could potentially
dominate the industry (PPA).

(C) Sony’s decision to acquire FromSoftware is a strategic move in response to

the growing demand for anime and gaming. While the acquisition has its advantages,
Sony must carefully consider FromSoftware’s culture as well as the regulations that
comes with it. By addressing these potential issues, Sony can secure its position as a
leader in gaming and entertainment industry.

ARTICLE TITLE: Fruitas expands portfolio with Mang Bok’s asset purchase
ARTICLE AUTHOR: Revin Mikhael D. Ochave
SOURCE REFERENCES: Fruitas expands portfolio with Mang Bok’s asset
purchase
ISSUANCE DATE: November 20, 2024

(F) Fruitas Holdings Inc., a leading food and beverage company in the
Philippines, recently acquires Mang Bok’s assets through its subsidiary, Negril Trading.
Negril became a 60% shareholder of Bigbooks Enterprises, the acquisition vehicle for
Mang Bok’s assets. The acquisition involves 960,000 shares at P9.23, amounting to
P8.86 million.

(I) Fruitas’ decision to acquire Mang Bok’s enables the company to expand its
portfolio and cater its growing customer base. Mang Bok’s is known for its roasted and
fried chicken products, which reduces Fruitas’ dependency on its existing products,
such as fresh fruit juices.

(B) With the acquisition, Fruitas taps into the high demand roasted and fried
chicken segment, diversifying its revenue streams and mitigating risks associated with
its existing offerings (E). The Filipino market places a high value on affordable, high-
quality, and convenient food options that cater to fast-paced and family-oriented dining.
Roasted and fried chicken products, Mang Bok’s specialties, cater these preferences,
making the acquisition a socially strategic move for Fruitas. If Fruitas can maintain
Mang Bok’s brand, this acquisition will also help them meet consumer demands (S).

(A) To diversify its product portfolio and meet the changing demand for affordable
and convenient meal options, Fruitas recognizes an opportunity to acquire Mang Bok’s.
With Mang Bok’s established brand, Fruitas capitalizes on its specialties to improve its
market presence and reach broader customer base (SA). Integrating Mang Bok’s
operations into Fruitas’ existing processes poses challenges like maintaining its brand
and customer loyalty (PA). Though it has risks, this acquisition aligns with Fruitas’
strategy to meet the needs and wants of its customer by leveraging Mang Bok’s existing
brand (DA). If Fruitas is able to address the risks of brand dilution and integration
challenges, Fruitas can further strengthen its presence in the market (PPA).

(C) Fruitas’ acquisition of Mang Bok’s is a strategic decision to respond to the

evolving consumer demands. While the acquisition provides opportunities like
diversification, certain risks must be addressed first. With careful integration of both
brands, they can achieve sustainable growth in the food and beverage industry.
ARTICLE TITLE: Lazada PHL, PayMongo partner to boost cashless transactions
with QR Ph
ARTICLE AUTHOR: Beatriz Marie D. Cruz
SOURCE REFERENCES: Lazada PHL, PayMongo partner to boost cashless
transactions with QR Ph
ISSUANCE DATE: November 20, 2024

(F) Lazada Philippines and PayMongo have partnered to enhance cashless

transactions by introducing QR Ph as a payment option. QR Ph is a standardized QR
code system regulated by the Bangko Sentral ng Pilipinas (BSP) to make digital
payments easier and accessible. This partnership allows Lazada to provide seamless
checkout experience for its customers, and for PayMongo to improve its expertise in
digital payment processing.

(I) The rising demand for cash-on-delivery (COD) payments have urged Lazada
to ensure secure and cashless payment systems. PayMongo is also facing the
challenge of scaling its digital payment systems, especially in a market where trust and
security in online transactions are very crucial.

(B) The collaboration between Lazada and PayMongo is in support with the
Philippine government’s aim to transition into digitalization and financial inclusivity,
especially that the pandemic has urged BSP to adopt digital payments (P). With the
increased demand in e-commerce, cashless transactions are needed more than ever
(E). This is also because of the growing number of Filipinos, who prefer online shopping
and digital payments (S). The use of QR Ph will surely help the country adopt cashless
payments and develop opportunities in technological solution (T).

(A) Lazada’s current operations are faced with inefficiencies and increased costs,
especially with the dominance of COD payments. For PayMongo, expansion is hindered
by the lack of consumer awareness. With the emergence of QR Ph, both companies
can address their challenges collaboratively (SA). Despite its potential, Lazada’s
customer base may resist transitioning to QR Ph. Both companies would have to
partner and consider making the system more accessible to its users (PA). This
partnership leverages the strengths of both companies: Lazada’s established customer
base and PayMongo’s expertise in digital payment systems (DA). If both companies
address the lack of consumer awareness and resistance to innovation, they could fill the
gaps between e-commerce and payment solutions (PPA).

(C) Lazada and PayMongo’s partnership is a strategic response to address the

inefficiencies of cash transactions and the need to foster trust and security in cashless
payments. By leveraging QR Ph, they not only align with BSP’s objectives, but also
position themselves as leaders in the Philippines’ evolving digital economy.