1) Elaborate on the main points of contention between the United States and Japan during the 1930s and early 1940s. Within your discussion be sure to address the following questions: Could armed conflict have been avoided? Based on criticisms of its use, should the atomic bomb have been used?
2) Discuss the origins and the evolution of the Cold War. In your discussion be sure to explain the differences in policy, goals, and assumptions between the United States and the Soviet Union.
3) The authors of your textbook associate the history of the American people as an “Enduring Vision.” The primary vision they have identified is one in which its inhabitants have attempted to create a just social order and a commitment to human freedom. Using examples from what you have learned during this course, write an essay discussing whether or not the United States has satisfied the ends stressed by these visions.
Sample Solution
Online bookseller Amazon.com transformed the book industry forcing traditional book retailers to respond. Some information in this section comes from previous Harvard Business School Case Studies: âLi & Fung: Beyond âFilling in the Mosaicâ-1995-98,â (HBS Publishing No. 398-092) Michael Y. Yoshino, Carin-Isabel Knoop, Anthony St. George; January 1, 1998; and âLi & Fung (Trading) Ltd.,â HBS Publishing (No. 396-075) Gary Loveman, Jamie OâConnell, October 26, 1995. With a press conference the following day, William was confident of the Groupâs performance and lifung.comâs prospects. But he knew that important issues remained unresolved: Was there any chance of channel conflict or cannibalization between the offline business and the start-up? How would the market react to the start-up once it was launched the following year? And how specifically would e-commerce ultimately transform his familyâs century-old company? Company Background Li & Fung was founded in 1906 by Williamâs grandfather, Fung Pak-Liu and his partner, Li To- Ming in Guangzhou, China as an export trading company selling to overseas merchants. In the 1920s and 1930s the company diversified into warehousing and the manufacture of handicrafts. Shortly after Fung Pak-Liu passed away in 1943, his son Fung Hon-Chu assumed charge of the company. Two years later, silent partner Li To- Ming retired and sold his shares to the company. The company retained Liâs surname, a homophone âIâm not an Internet guy, Iâm a business guy,â quipped William Fung, managing director of Li & Fung Trading Co. Clad in his chinos and black American Eagle T-shirt, Fung looked much more like a new economy entrepreneur than the selfdescribed offline, âold economy relicâ: âIâm 51, Iâm more than a grey hair in Internet terms, Iâm a fossil.â1 Nor did lifung.com, his elder brother Victorâs new online company, resemble a typical Internet start-up, particularly with a 96-year-old parent born at the end of the Qing Dynasty. In August 2000, the day before beta launch of the new business-to-business (B2B) e-commerce portal, William described the challenges facing Li & Fung: About three or four years ago, Victor and I discussed the Internet and how it impacts us. Our starting point was a defensive posture: Would the Internet disintermediate us? Would we get Amazoned2 by someone who will put together all of the information about buyers and factories online? After a lot of research we realized that the Internet facilitates supply chain management and we werenât going to be disintermediated. The key is to have the old economy know-how and yet be open to new economy ideas.>
Online bookseller Amazon.com transformed the book industry forcing traditional book retailers to respond. Some information in this section comes from previous Harvard Business School Case Studies: âLi & Fung: Beyond âFilling in the Mosaicâ-1995-98,â (HBS Publishing No. 398-092) Michael Y. Yoshino, Carin-Isabel Knoop, Anthony St. George; January 1, 1998; and âLi & Fung (Trading) Ltd.,â HBS Publishing (No. 396-075) Gary Loveman, Jamie OâConnell, October 26, 1995. With a press conference the following day, William was confident of the Groupâs performance and lifung.comâs prospects. But he knew that important issues remained unresolved: Was there any chance of channel conflict or cannibalization between the offline business and the start-up? How would the market react to the start-up once it was launched the following year? And how specifically would e-commerce ultimately transform his familyâs century-old company? Company Background Li & Fung was founded in 1906 by Williamâs grandfather, Fung Pak-Liu and his partner, Li To- Ming in Guangzhou, China as an export trading company selling to overseas merchants. In the 1920s and 1930s the company diversified into warehousing and the manufacture of handicrafts. Shortly after Fung Pak-Liu passed away in 1943, his son Fung Hon-Chu assumed charge of the company. Two years later, silent partner Li To- Ming retired and sold his shares to the company. The company retained Liâs surname, a homophone âIâm not an Internet guy, Iâm a business guy,â quipped William Fung, managing director of Li & Fung Trading Co. Clad in his chinos and black American Eagle T-shirt, Fung looked much more like a new economy entrepreneur than the selfdescribed offline, âold economy relicâ: âIâm 51, Iâm more than a grey hair in Internet terms, Iâm a fossil.â1 Nor did lifung.com, his elder brother Victorâs new online company, resemble a typical Internet start-up, particularly with a 96-year-old parent born at the end of the Qing Dynasty. In August 2000, the day before beta launch of the new business-to-business (B2B) e-commerce portal, William described the challenges facing Li & Fung: About three or four years ago, Victor and I discussed the Internet and how it impacts us. Our starting point was a defensive posture: Would the Internet disintermediate us? Would we get Amazoned2 by someone who will put together all of the information about buyers and factories online? After a lot of research we realized that the Internet facilitates supply chain management and we werenât going to be disintermediated. The key is to have the old economy know-how and yet be open to new economy ideas.>
