strategy homework

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Chapter 1 Homework 1. Find a recent copy of BusinessWeek and read the “Corporate Strategies” section. Was the main decision discussed strategic? At what level in the organization was the key decision made? The article Tesla Speeds Past Texas Red Tape to Park Its Battery Plant in Nevada from BusinessWeek website shows the main decision determined to build its giant battery factory in Nevada. Of course it’s a strategic decision based on production requirements. Upper-level managers or directors of board probably make the decision. 3. After graduation, you are not likely to move directly to a top-level management position. In fact, few members of your class will ever reach the top-management level. Why, then, is it important for…show more content…
Chapter 2 Homework 1. Reread Nicor Inc.’s mission statement in Exhibit 2.1, Strategy in Action. List five insights into Nicor that you feel you gained from knowing its mission. 1) Nicor is basically for earning profits through offering satisfactory products and services. 2) It always cooperates with other entities involving in energy-related activities. 3) Its main target currently is United States market. 4) It relates to many activities, such as transportation and storage of energy resources. 5) Under the regulation, the company offers utility service in the territory. 3. Prepare a two-page typewritten mission statement for your school of business or for a firm selected instructor. “Our mission is to create new knowledge and to educate undergraduate, masters, and doctoral students. Kent State University provides opportunities for students to learn and develop their skills by applying knowledge to business problems through traditional and experiential learning, while adding value to the region and the world beyond our campuses. We accomplish our mission through a balanced collective engagement in rigorous and relevant research and teaching – making us one of the top Business schools in Ohio.” From http://www2.kent.edu/business/about/index.cfm 5. Mission statements are often criticized for being lists of platitudes. What can strategic managers do to prevent their statements from appearing to be simple statements of obvious
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