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
