CRAFTING+EXEC.STRAT.:...(LL)-W/ACCESS
22nd Edition
ISBN: 9781260987669
Author: Thompson
Publisher: MCGRAW-HILL HIGHER EDUCATION
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Chapter 2, Problem 5ALE
Summary Introduction
To discuss: The way in which Company V didn’t fill its requirements on corporate governance and the obligations of board to protect interests of company’s shareholders’ and the way company select its directors to avoid scandals.
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Even as Kraft has changed, so has the food processing industry. In the 1980s, Kraft and its competitors have realized that the recent and projected slow population growth in the United States means that most future gains in the market share must come at the expense of one another. As a result, the industry is being restructured through mergers and acquisitions as the major firms seek to strengthen their competitive positions. In order to remain at the top of the industry, Kraft’s top managers must make correct strategic decisions regarding the company’s product mix and the manner in which to structure the organization in order to best compete in the changing industry environment. Michael a. Miles was President and Chief Operating Officer of Kraft, Inc. in 1985. Kraft’s mission statement from that year is presented in Exhibit 2. Mr. Miles had publicly identified five strengths and three weaknesses of Kraft. The Five strengths and supporting reasons for them were as follows:
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CRAFTING+EXEC.STRAT.:...(LL)-W/ACCESS
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