13 Jan There is really no right

Week 1 learning activity

General instructions:

Research, apply and answer in your own words with appropriate reference(s) and in-text citation(s) to this week’s readings, videos, and/or examples from current events to support the position and/or rationale.

Label your responses specifically “Learning activity 1”, and “Learning activity 2”.

Write in 250 words at least for initial response due Thursday,

Write in 75 words for each follow-up response (at least 2 follow-up responses for each learning activity) due Sunday by expanding the discussion topic substantively and explore other possibilities and/or solutions, thereby enriching class learning.

Each week there are 2 learning activities. Each learning activity requires 1 initial response, and 2 follow-up postings. Hence, for 2 learning activities of each week, 2 separate initial responses and 4 follow-up postings in total are required to meet the discussion requirements.

Week 1 Learning Activity 1

Corporate mission statements and official goals are a starting point because they will tell the audience the firm’s desired public image. (Bateman & Snell, 2011, p.73)

Below are five Mission Statements and five Vision Statements.

Select ONE (1) Mission Statement and ONE (1) Vision Statement. Please note if you select Company A for your mission statement from the available pool of mission statements (with Company A, B, C, D and E), your selected vision statement must belong to another company from another pool of available vision statements (with Company U, V, W, X, Y and Z).

Clearly explain why the respectively selected Mission Statement and Vision Statement are effective or ineffective.

Support the rationale for your explanation.

Use the appropriate APA formatted scholarly reference sources and corresponding in-text citations in all your postings.

Part A: Mission statements

Bally’s Mission Statement

Bally shoes set you apart. They are the perfect shoes to complement your lifestyle. Bally shoes project an image of European style and elegance that ensures one is not just dressed, but well-dressed. (Pearce II, & Robinson Jr., 2000, p.37)

Patagonia’s Mission Statement

“Build the best product, cause no unnecessary harm, use business to inspire and implement solutions to the environment crisis.” (Schermerhorn, 2012, p. C-6)

Reference

Schermerhorn, J.R. (2012). Exploring management (3rd ed.). Hoboken, NJ: John Wiley

(3) DuPont’s Mission Statement

DuPont is a science company. We work collaboratively to find sustainable, innovative, market-driven solutions to solve some of the world’s biggest challenges, making lives better, safer, and healthier for people everywhere. (Our purpose, 2016).

Intel’s Mission Statement

“To succeed we must maintain our innovative environment. We strive to: embrace change, challenge the status quo, listen to all ideas and viewpoints, encourage and reward informed risk taking and learn from our successes and mistakes:” (Wheelen, Hunger, 1998, p.265)

FedEx Mission Statement (Company overview, 2016)

FedEx Corporation will produce superior financial returns for its shareowners by providing high value-added logistics, transportation and related business services through focused operating companies. Customer requirements will be met in the highest quality manner appropriate to each market segment served. FedEx will strive to develop mutually rewarding relationships with its team members, partners and suppliers. Safety will be the first consideration in all operations. Corporate activities will be conducted to the highest ethical and professional standards.

Part B: Strategic Vision Statements

(1) American Forest and Paper Association’s (AF&PA) Vision Statement (2014).

Bring together members, strategic alliances and other stakeholders to promote solutions that will advance the industry’s sustainability and competitiveness.

Provide business and policy decision-making support through research, industry data collection, analysis and reports.

Speak on behalf of AF&PA members to a wide range of audiences with a unified and informed voice.

AF&PA and its employees are models of competency and productivity in a dynamic economic and political climate.

City of Cedar Rapids’ Vision Statement (Vision 2030, 2007)

Vision2030 offers a look at the city in the future created in 2007 by a committee of 20 citizens the city’s diverse and growing economy helps guarantee a quality of life for all citizens based on broad educational, cultural and recreational opportunities the vision statement includes a growing-out goals and objectives, including a growing focus on regionalism and public and private partnerships.

Cedar Rapids is a leader in effective regionalism.

Downtown is thriving and vibrant.

We promote strategic and sustainable development.

Great Lakes Naval Museum’s Vision Statement

“To enhance and become an integral part of the training mission of the Naval Service Training Command, Great Lakes, by instilling in our newest sailors a strong sense of tradition and heritage of Naval service in the United States.” (Bateman & Snell, 2011, p.136)

(4) Lockheed Martin’s Vison Statement

Be the global leader in supporting our customers to strengthen global security, deliver citizen services and advance scientific discovery. (Our vision and values, 2016).

Reebok’s Vision

Fulfilling Potential

Reebok is dedicated to providing each and every athlete – from professional athletes to recreational runners to kids on the playground – with the opportunity, the products, and the inspiration to achieve what they are capable of. Everyone has the potential to do great things. As a brand, Reebok has the unique opportunity to help consumers, athletes and artists, partners and employees fulfil their true potential and reach heights they may have thought un-reachable.

References:

Bateman, T.S. & Snell, S.A. (2011). Management: Leading & collaborating in a competitive world (9th ed.). New York: McGraw-Hill/Irwin

Company overview: Mission and goals (2016). Retrieved from http://investors.fedex.com/company-overview/mission-and-goals/default.aspx

David, F.R. (2005). Strategic management: Concepts and cases.(10th ed.). Upper Saddle River, NJ: Pearson/Prentice Hall

Mission and vision (2014). Retrieved from http://www.afandpa.org/about/mission-and-vision

Our purpose (2016). Retrieved from http://www.dupont.com/corporate-functions/our-company/purpose.html

Our vision and values (2016). Retrieved from http://www.lockheedmartin.com/us/who-we-are/ethics/our_vision_values.html

Pearce II, J.A. & Robinson Jr., R.B. (2000).Strategic management: Formulation, implementation and control 7th ed.). New York: McGraw-Hill/Irwin.

Reebok: Vision and mission. Retrieved from http://fashiongear.fibre2fashion.com/brand-story/reebok/vision.asp

Schermerhorn, J.R. (2012). Exploring management (3rd ed.). Hoboken, NJ: John Wiley

Vison 2030 (2007). Retrieved from http://www.cedar-rapids.org/document_center/BoardsCommissions/2007%20Long%20Term%20Planning%20Commission%20-%20VISION%202030.pdf

Wheelen, T.L., & Hunger, J.D. (1998).Strategic management: and business policy: Entering 21st century global society. (6th ed.). New York: Addison-Wesley.

Week 1 Learning Activity 2

In Section 1.1, “Defining Strategic Management and Strategy” in “Chapter 1 “Mastering Strategy: Art and Science” of our textbook (2014), we learn that the changing factors within the environment in which most companies and/or organizations are operating have significantly impacted business (or organization) environments in recent decades. Professor Henry Mintzberg of McGill University in Montreal, articulated “the 5 P’s of strategy”. (Unknown, 2014, Ch.1, Sec.1.1., p.6) The “5 P’s of Strategy” capture the complexity of defining strategic management.

Please select ONE of the Mintzberg’s five P’s of strategy”.

Clearly explain why you selected that particular concept (that is, “Why do you believe it is important to the overall strategic management process?”)

Support the rationale of your explanation by means of a focal company in an industry of your choice as the background information for your explanatory analysis.

Explain whether that particular concept requires more of the perspective of an art or the perspective of a science, from the viewpoint of the strategic leaders of a focal company.

Use the appropriate APA formatted scholarly reference sources and corresponding in-text citations in all your postings.

Reference:

Unknown (2014). Introduction to strategic management. Washington, D.C.: The Saylor Foundation.

Week 2 learning activity

General instructions:

Research, apply and answer in your own words with appropriate reference(s) and in-text citation(s) to this week’s readings, videos, and/or examples from current events to support the position and/or rationale.

Label your responses specifically “Learning activity 1”, and “Learning activity 2”.

Write in 250 words at least for initial response due Thursday.

Write in 75 words for each follow-up response (at least 2 follow-up responses for each learning activity) due Sunday by expanding the discussion topic substantively and explore other possibilities and/or solutions, thereby enriching class learning.

Each week there are 2 learning activities. Each learning activity requires 1 initial response, and 2 follow-up postings. Hence, for 2 learning activities of each week, 2 separate initial responses and 4 follow-up postings in total are required to meet the discussion requirements.

In each of the weekly learning activities (that is, weekly discussion participation forum) in this course, learners are not allowed to use the same companies as those are instructed as the focal companies in the Assignment 1, Assignment 2, and Assignment 3 Phase 1 of this course.

Week 2 Learning Activity 1

In Chapter 3, we learned Michael Porter’s Five-Forces Model to evaluate competitiveness within the company’s industry. Porter’s five forces include: rivalry, new entrants, suppliers, and buyers. Harvard professor Michael Porter’s book “Competitive Strategy” propelled the concept of industry environment into the foreground of strategic thought and business planning. (Pearce & Robinson, 2000, p.84) Porter contends “The collective strength of these forces determines the ultimate profit potential in the industry, where profit potential is measured in terms of long-run return on invested capital”. (Wheelen & Hunger, 1998, p.60) The cornerstone of the book is an article from the Harvard Business Review in which Porter explains the five forces that shape competition in an industry. (Porter, 2012, Porter, 1996; The Five Competitive Forces, 1996)

The five forces are:

Rivalry among existing competitors

The bargaining power of suppliers

Threat of new entrants to the market

The bargaining power of buyers

Threat of substitute products/services

The pool of industries is listed below:

Food processing

Gardening accessory and equipment

Garment manufacturing

Steel manufacturing

Trucking industry

You are expected:

Select ONE of the industries from the above pool and identify a specific company in that industry.

Identify each of the key drivers (that is, the Porter’s five driving forces) of competition for that industry and specifically for the selected company based on the Porter’s Five Forces analysis. (That is, company-specific and industry-specific factors, not the conceptually “generic” factors).

Explain in details how the above-mentioned external competitive forces are affecting the business environment of the industry in general, and the selected company in particular on the overall strategic planning processes that are unique to that industry in general and that company in particular.

Support the rationale for your explanation.

Use the appropriate APA formatted scholarly reference source and corresponding in-text citations in all your postings.

References:

Pearce II, J.A. & Robinson Jr., R.B. (2000).Strategic management: Formulation, implementation and control 7th ed.). New York: McGraw-Hill/Irwin

Porter, M.E. (2015, November 5). What is strategy? Michael Porter explains common misunderstandings. [Video] Retrieved from https://www.youtube.com/watch?v=3Hd88eBgkw0

Guest speaker Michael Porter. What is strategy? (2012, November 13). [Video] University of North Carolina at Chapel Hill. Retrieved from https://www.youtube.com/watch?v=KvYwKM5bY0s

The five competitive forces that shape strategy (1996). [Video] Harvard Business Review. Retrieved from https://www.youtube.com/watch?v=mYF2_FBCvXw

Unknown (2014). Introduction to strategic management. Washington, D.C.: The Saylor Foundation.

Wheelen, T.L., & Hunger, J.D. (1998).Strategic management: and business policy: Entering 21st century global society. (6th ed.). New York: Addison-Wesley.

Week 2 Learning Activity 2

Utilizing the industry/company selected for Learning Activity #1 and your comments regarding the key drivers of competition based on Porter’s 5 Competitive Forces, you are expected:

Respond to the following questions:

What do you believe is a limitation to only evaluating those competitive forces for that selected industry/company?

What are some of the implications that are NOT considered when the strategic planners only utilize Porter’s 5 Competitive Forces?

How might you identify those additional external factors that had been previously excluded in your Learning Activity 1 when you applied only Porter’s 5 Competitive Forces?

Support the rationale for your explanation.

Use the appropriate APA formatted scholarly reference sources and corresponding in-text citations in all your postings.

References

Guest speaker Michael Porter: What is strategy? (2012, November 13). [Video] University of North Carolina at Chapel Hill. Retrieved from https://www.youtube.com/watch?v=Zq9-JT8moU4

The five competitive forces that shape strategy: An interview with Michael E. Porter, Professor Harvard University (1996). [Video] Harvard Business Publishing. Retrieved from

Week 3 learning activity

General instructions:

Research, apply and answer in your own words with appropriate reference(s) and in-text citation(s) to this week’s readings, videos, and/or examples from current events to support the position and/or rationale.

Label your responses specifically “Learning activity 1”, and “Learning activity 2”.

Write in 250 words at least for initial response. Due by Thursday.

Write in 75 words for each follow-up response (at least 2 follow-up responses for each learning activity) by expanding the discussion topic substantively and explore other possibilities and/or solutions, thereby enriching class learning. Due by Sunday.

Each week there are 2 learning activities. Each learning activity requires 1 initial response, and 2 follow-up postings. Hence, for 2 learning activities of each week, 2 separate initial responses and 4 follow-up postings in total are required to meet the discussion requirements.

In each of the weekly learning activities (that is, weekly discussion participation forum) in this course, learners are not allowed to use the same companies as those are instructed as the focal companies in the Assignment 1, Assignment 2, and Assignment 3 Phase 1 of this course.

Week 3 Learning Activity 1

External Factor Evaluation (EFE) Matrix allows strategists to summarize and evaluate economic social, cultural, demographic, environmental, political, governmental, legal, technological, and competitive information. (David, 2005, p.101)

Requirement 1: Select one (1) focal company out of the following industries:

A hospital chain, (2) A seafood processing company (3) A die-cast toy manufacturing company, (4) A hunting accessory manufacturing company, and (5) A carpet manufacturing company

Requirement 2: Discuss briefly some relevant background information about that company and its industry in regards to its external environment.

Requirement 3: Determine at least 3 external factors as “opportunities”, and 3 other external factors as “threats”.

Requirement 4: Compile an External Factor Evaluation (EFE) Matrix (with specific internal factors, weights, scores, and weighted scores) as an analytic tool for technically evaluating the focal company.

EFE (External Factor Evaluation) Matri

EFE – Key External Factors

Opportunities

Weight

Rating

Weighted Score

Threats

Totals for EFE

1.0

(Leave this cell blank)

Requirement 5:

Why did you choose those opportunities and threats?

(Please keep in mind you need to discuss at least 3 supporting reasons for each of these respective factors.)

What do the respective weighted EFE scores mean for that organization from a strategic planning viewpoint?

What are some strategic implications by interring based on the total weighted scores that are derived from the EFE matrix respectively?

Support the rationale for your explanation.

Use the appropriate APA formatted scholarly reference sources and corresponding in-text citations in all your postings.

Week 3 Learning Activity 2

IFE (Internal factor evaluation) matrix of a focal company or organization is a strategy-formulation tool that summarizes and evaluates the major strengths and weaknesses in the functional areas of a business, and it also provides a basis for identifying and evaluating relationship among those areas. (David, 2005, p.147)

Requirement 1: Use the same company that you have selected in Learning Activity 1.

Requirement 2: Discuss briefly some relevant industry and background information about that company in regards to its internal environment.

Requirement 3: Determine at least 3 internal factors as “strengths” and 3 other internal factors as “weaknesses”.

Requirement 4: Compile an Internal Factor Evaluation (IFE) Matrix (with specific internal factors, weights, scores, and weighted scores) as an analytic tool for technically evaluating the focal company.

IFE (Internal factor evaluation)

IFE – Key Internal Factors

Strengths

Weight

Rating

Weighted Score

Weaknesses

Totals

1.0

(Leave this cell blank)

Reference

David, F.R. (2005). Strategic management: Concepts and cases.(10th ed.). Upper Saddle River, NJ: Pearson/Prentice Hall

Requirement 5:

Why did you choose those strengths and weaknesses?

(Please keep in mind you need to discuss at least 3 supporting reasons for each of these respective factors.)

What do the respective weighted IFE scores mean for that organization from a strategic planning viewpoint?

What are some strategic implications by inferring based on the total weighted scores that are derived from the IFE matrix respectively?

Support the rationale for your explanation.

Use the appropriate APA formatted scholarly reference sources and corresponding in-text citations in all your postings.

Week 4 learning activity

General instructions:

Research, apply and answer in your own words with appropriate reference(s) and in-text citation(s) to this week’s readings, videos, and/or examples from current events to support the position and/or rationale.

Label your responses specifically “Learning activity 1”, and “Learning activity 2”.

Write in 250 words at least for initial response. Due by Thursday.

Write in 75 words for each follow-up response (at least 2 follow-up responses for each learning activity) by expanding the discussion topic substantively and explore other possibilities and/or solutions, thereby enriching class learning. Due by Sunday.

Each week there are 2 learning activities. Each learning activity requires 1 initial response, and 2 follow-up postings. Hence, for 2 learning activities of each week, 2 separate initial responses and 4 follow-up postings in total are required to meet the discussion requirements.

In each of the weekly learning activities (that is, weekly discussion participation forum) in this course, learners are not allowed to use the same companies as those are instructed as the focal companies in the Assignment 1, Assignment 2, and Assignment 3 Phase 1 of this course.

Week 4 Learning Activity 1

Using the same company you selected for Week 3 Learning Activity, it is now time to evaluate the strengths, weaknesses, opportunities and threats that you uncovered, and determine what strategy is best suited, based on the outcome of the IFE and EFE.

Discuss which generic business-level strategy is best suited to keep the company that you selected competitive.

Requirement 1:

Reiterate the focal company and identify the generic strategy for the focal company

Requirement 2:

Discuss the generic strategy in the context of focal company.

Requirement 3:

Support the rationale for your explanation.

Requirement 4:

Use the appropriate APA formatted scholarly reference sources and corresponding in-text citations in all your postings.

Week 4 Learning Activity 2

Below is a pool of three strategy-formulation analytic tools:

Boston Consulting Group (BCG) Matrix

IE Matrix

SPACE Matrix

Based on the information that you have gathered from your Week 3 Learning Activities, please select one matrix from the above-mentioned pool and complete your selected analytic tool.

Requirement 1:

Reiterate the focal company, and identify the analytic tool for your analysis

Requirement 2:

Discuss the reasons why you chose that analytic tool.

Requirement 3:

Complete your actual computations and/or analysis with the chosen tool.

Learners need to show their required steps in (a) doing the actual computations, (b) determining the position of the point (that is, the coordinates) in the matrix, (c) drawing the line on the matrix, or deciding “which products go into which quadrant” within the graphic representation.

Requirement 4:

Once you have completed the analytic tool, (a) discuss the outcome of your analysis in terms of what strategic direction the selected company should take, (b) devise the appropriate tactical strategies, and (c) explain “why” in details.

Requirement 5:

Support the rationale for your explanation throughout the analysis.

Use the appropriate APA formatted scholarly reference source and corresponding in-text citations in all your postings.

Week 5 learning activity

General instructions:

Research, apply and answer in your own words with appropriate reference(s) and in-text citation(s) to this week’s readings, videos, and/or examples from current events to support the position and/or rationale.

Label your responses specifically “Learning activity 1”, and “Learning activity 2”.

Write in 250 words at least for initial response. Due by Thursday.

Write in 75 words for each follow-up response (at least 2 follow-up responses for each learning activity) by expanding the discussion topic substantively and explore other possibilities and/or solutions, thereby enriching class learning. Due by Sunday.

Each week there are 2 learning activities. Each learning activity requires 1 initial response, and 2 follow-up postings. Hence, for 2 learning activities of each week, 2 separate initial responses and 4 follow-up postings in total are required to meet the discussion requirements.

In each of the weekly learning activities (that is, weekly discussion participation forum) in this course, learners are not allowed to use the same companies as those are instructed as the focal companies in the Assignment 1, Assignment 2, and Assignment 3 Phase 1 of this course.

Week 5 Learning Activity 1

During the previous week (Week 4), you identified the generic strategic direction for your selected company. It is now time for you to identify specific alternative strategies for implementation. Based on the strategic direction that you identified in Week 4, you are expected:

Requirement 1:

Reiterate briefly (a) the same company and (b) its generic strategy direction as you have uncovered in your W4 Learning Activity.

Requirement 2:

Create at least three (3) strategies, that is, specific strategies that the organization should pursue to achieve the identified strategic direction.

Requirement 3:

Keep in mind that these alternatives MUST fit under the umbrella of the strategic direction that you identified last week.

Requirement 4:

Explain in full details (1) each alternative strategy, and (2) the reason “why each alternative is a good possibility”.

Requirement 5:

Support the rationale of each of your explanations.

Requirement 6:

Use the appropriate APA formatted scholarly reference source and corresponding in-text citations in all your postings.

Week 5 Learning Activity 2

Requirement 1:

Use the alternative strategies as identified in Learning Activity 1 of W5 as the focal points for quantitative analysis

Requirement 2:

Complete all the necessary computations by using the analytic tool QSPM matrix to review the strategic alternatives as identified this week in Learning Activity # 1 to identify just ONE strategy to move forward.

In other words, create your own QSPM and show all the appropriate math within that QSPM, so that you can compare and contrast the weighted scores for the whole pool of the alternative strategies, and identify that optimal strategy based on the computed outcomes of this quantitative analysis

Requirement 3:

Provide a detailed explanation of the ONE strategy identified by using this QSPM tool, and explain with at least 3 underlying reasons why that quantitatively optimal strategy is critical to the organization’s future success.

Support the rationale of each of your explanations.

Requirement 4:

Use the appropriate APA formatted scholarly reference source and corresponding in-text citations in all your postings.

Week 6 learning activity

General instructions:

Research, apply and answer in your own words with appropriate reference(s) and in-text citation(s) to this week’s readings, videos, and/or examples from current events to support the position and/or rationale.

Label your responses specifically “Learning activity 1”, and “Learning activity 2”.

Write in 250 words at least for initial response. Due by Thursday.

Write in 75 words for each follow-up response (at least 2 follow-up responses for each learning activity) by expanding the discussion topic substantively and explore other possibilities and/or solutions, thereby enriching class learning. Due by Sunday.

Each week there are 2 learning activities. Each learning activity requires 1 initial response, and 2 follow-up postings. Hence, for 2 learning activities of each week, 2 separate initial responses and 4 follow-up postings in total are required to meet the discussion requirements.

In each of the weekly learning activities (that is, weekly discussion participation forum) in this course, learners are not allowed to use the same companies as those are instructed as the focal companies in the Assignment 1, Assignment 2, and Assignment 3 Phase 1 of this course.

Week 6 Learning Activity 1

The best strategies often failed not because they weren’t good strategies, but because they weren’t implemented properly. One of the most important aspects of implementing a good strategy is ensuring that the organization or company is designed in such a way that will properly support the strategic plan.

In Week 4, you identified a generic strategic direction for a selected organization.

In Week 5, you narrowed down that strategic direction and identified possible alternative strategies. From that pool of alternative strategies, you further narrowed down to ONE specific strategy to implement.

In this learning activity, you are required to:

Requirement 1:

Reiterate briefly that specific strategy and identify what type of organizational design (that is, the organizational structure) would best support that strategy.

Requirement 2:

Provide a high-level overview of the organizational design and recommend an appropriate organizational structure.

Requirement 3:

Explain in detail the organizational design or structure is expected to work in the focal organization or company.

Requirement 4:

Support the rationale of your explanation why that organizational design and recommended organizational structure would be fully aligned with (1) the identified strategic direction and (2) the specific strategy to be implemented.

Requirement 5:

Use the appropriate APA formatted scholarly reference source and corresponding in-text citations in all your postings.

Week 6 Learning Activity 2

In addition to the organizational design, there are several other internal factors that can cause a good strategy to fail: management, operations, marketing, finance, research and development (R&D), management information systems (MIS) issues.

You are required to:

Requirement 1:

Review your response to Learning Activity # 1, and determine which one (or ones) of these additional internal factors could cause that specific strategy to fail in the focal company or organization.

Requirement 2:

Clearly identify these internal factor(s).

Requirement 3:

Explain in detail with at least 3 underlying reasons why these internal factors could cause the above-mentioned strategy to fail during its implementation phase.

Requirement 4:

Support the rationale of your explanation

Requirement 5:

Use the appropriate APA formatted scholarly reference sources and corresponding in-text citations in all your postings.

Week 7 learning activity

General instructions:

Research, apply and answer in your own words with appropriate reference(s) and in-text citation(s) to this week’s readings, videos, and/or examples from current events to support the position and/or rationale.

Label your responses specifically “Learning activity 1”, and “Learning activity 2”.

Write in 250 words at least for initial response. Due Thursday.

Write in 75 words for each follow-up response (at least 2 follow-up responses for each learning activity) by expanding the discussion topic substantively and explore other possibilities and/or solutions, thereby enriching class learning. Due Sunday.

Each week there are 2 learning activities. Each learning activity requires 1 initial response, and 2 follow-up postings. Hence, for 2 learning activities of each week, 2 separate initial responses and 4 follow-up postings in total are required to meet the discussion requirements.

Week 7 Learning Activity 1

Case study:

RJR formed a joint venture with Gallaher Group PLC in 2002 to produce and sell a limited variety of American-blend cigarette brands that will be marketed in France, Spain, Italy, and the Canary Islands. The company, known as R.J. Reynolds – Gallaher International Sarl, is based in Switzerland. RJR has a large global presence, with subsidiaries in 57 countries including Finland, Vietnam, Poland, and Tanzania. RJR now controls nearly 4 percent of the international cigarette market and has witnessed a 75 percent global sales increase since 1990.

Global sales now account for 41 percent of the tobacco sales for RJR. RJR purchased a majority share of the Tanzanian Cigarette Company in 1995 for $55 million. This was the largest single investment in the country since it achieved independence in1961. The Dar Es Salaam plant was quickly renovated and will soon produce 4 billion cigarettes per year, making it one of the largest producers in Africa. RJR’s facilities also operate in Turkey where they account for half of the country’s exports. (David, 2005, p.430)

Reference:

David, F.R. (2005). Strategic management: Concepts and cases (10th ed.). Upper Saddle River, NJ: Pearson/Prentice Hall.

Step 1: Initial response

1. Illustrate the difficulties of establishing and managing a subsidiary in terms of strategic ethical considerations – not only because of differences in corporate (organizational) cultures, but also in national cultures and laws.

2. Explain in your own words why RJR prefers to work with a local partner to establish a joint venture rather than simply acquiring a company in another country. Support your rationale, based not only on ethical considerations, but also on other external factors that you have learned throughout this course.

You are required to use the appropriate APA formatted scholarly reference source and corresponding in-text citations in all your postings.

Step 2: Follow-up postings

You may use one (or a combination) of the following approaches, and you are not limited to these approaches:

Comment on the position(s) of your fellow learner(s).

Support or disagree with the explanations of your fellow learner, and explain why.

Respond to the additional question(s) posted by the instructor to the whole class.

Week 7 Learning Activity 2

Case study:

A leading-edge U.S. computer firm announced from the headquarters in the United States that a new product would be available to its Japanese customers in October 1988. This official announcement was communicated through the corporate communication channel to the management at its Japanese subsidiary. This availability date was later postponed by 4 months and then postponed again several times. All the subsequent delays were communicated officially to the management at its Japanese subsidiary once any of the subsequent unexpected supply chain management disruptions were uncovered by the US headquarters. The employees at the Japanese subsidiary were furious about this chain of events and humiliated at having to inform their customers about these delays. Later, a key sales manger was so ashamed of his company’s behavior that he left the company. (Carroll & Gannon, 1997, p. 117)

Reference:

Carroll, S. J. & Gannon, M.J. Ethical dimensions of international management. Thousand Oaks, CA: Sage Publications.

Step 1: Initial response:

1. Assume that you are a member of the strategic planning committee that intends to design the ethical standards for the international human resource management of your company.

2. Interpret what you think have caused the reactions of the Japanese sales manager as mentioned in the Case Study. How are the personal ethics and corporate ethics interpreted differently (a) in the USA, and (b) in Japan?

You are required to use the appropriate APA formatted scholarly reference source and corresponding in-text citations in all your postings.

Step 2: Follow-up postings

You may use one (or a combination) of the following approaches, and you are not limited to these approaches:

Comment on the position of your fellow learner’s posting.

Recommend alternative approaches for fine-tuning international human resource management strategy to reflect the intercultural (socioeconomic) considerations and legal systems.

Make alternative recommendations with reference to this week’s readings, other research findings and/or examples from current events.

Respond to the additional question(s) posted by the instructor to the whole class.

Week 8 learning activity

General instructions:

Research, apply and answer in your own words with appropriate reference(s) and in-text citation(s) to this week’s readings, videos, and/or examples from current events to support the position and/or rationale.

Label your responses specifically “Learning activity 1”, and “Learning activity 2”.

Write in 250 words at least for initial response. Due Thursday.

Write in 75 words for each follow-up response (at least 2 follow-up responses for each activity) due Sunday by expanding the discussion topic substantively and explore other possibilities and/or solutions, thereby enriching class learning.

Each week there are 2 learning activities. Each learning activity requires 1 initial response, and 2 follow-up postings. Hence, for 2 learning activities of each week, 2 separate initial responses and 4 follow-up postings in total are required to meet the discussion requirements.

Week 8 Learning Activity 1

The ultimate goal of effective strategic management is to achieve and maintain a competitive advantage. According to Professor Stanley Abraham, “strategic management is nothing less than steering and managing a company to be successful over time – not just for the next quarter or year, but for the long term.” (2012, Sec. 1.1, p.2)

Over the past 7 weeks, we have spent time in understanding the fundamentals of strategic management: formulation, implementation and evaluation. Although not a guarantee for success, strategic management allows organizations to make effective long-term decisions, to execute those decisions efficiently, and to take corrective actions as needed to ensure success. (David, 2005, p.328)

As you think over the learnings of the past 7 weeks and goal of achieving and maintaining a competitive advantage, you must also think about effective decision making, which is critical to an organization’s success.

In your opinion, what is the single major benefit of using a strategic management approach to decision making?

There is really no right or wrong answer, however, please support and justify your answer by using APA formatted scholarly references and in-text citations.

References

Abraham, S. (2012). Strategic management for organizations. San Diego, CA: Bridgepoint Education.

David, F.R. (2005). Strategic management: Concepts and cases.(10th ed.). Upper Saddle River, NJ: Pearson/Prentice Hall

Week 8 Learning Activity 2

What was your “aha moment” regarding the strategic management process over the past 7 weeks? Again, there is no right or wrong answer, but please explain why you thought this moment of learning was so critical to your overall understanding of strategic management.

You are expected to justify your answer by using APA formatted scholarly references and in-text citations.