INSTRUCTIONS: Please read the case first and then answer specifically the proper questions asked
below. PLEASE ANSWER ALL THE QUESTIONS. PLEASE USE A SEPARATE SHEET OF PAPER TO ANSWER
Backstory: General Electric Co. decided sustainability was a business opportunity rather than a cost and
pushed into the field in 2005 with its new initiative. But the products and services weren’t only for its
customers — they first transformed GE.
Key moves: GE began looking at sustainability as part of a demographic trend, realizing that scarcity would
increase with population growth. Energy and water use, waste, carbon emissions — all would decline
among the most efficient and sustainable companies. GE saw a profitable business opportunity in helping
companies along this sustainable path to offer environmental solutions.
GE also gambled that carbon would eventually be a cost, following the implementation of previous
regulatory regimes such as limiting acid rain. Although the precise way carbon would be regulated was
unknown, as it still is, the company had little doubt that regulation would happen. Rather than wait, GE
joined a climate coalition with nongovernmental organizations to press for a cap-and-trade system to
build certainty into the future.
Within the company, GE began engaging employees to see where energy savings could be found. That
might include turning off the lights when a factory was idle or even installing a switch so that lights could
be turned off. Ecomagination sold solutions within GE, whether the project involved installing LED lights
on a factory floor, recycling water at a nuclear facility or offering combined heat and power generation
units at a plant in Australia. Within GE, managers began to be measured on how much energy savings they
Impact: The company so far has saved $100 million from these measures and cut its greenhouse gas
intensity — a measure of emissions against output — by 41%, according to the company’s sustainability
report. The work inside GE became a proof of concept to external customers grappling with similar issues.
Ecomagination targeted C-level executives to build this business, since most problems cut across divisions
(improving energy efficiency, for example).
So far GE has invested $4 billion in this effort, much of it in research and development. But it reaped sales
of $17 billion in 2008, up 21% from a year earlier, and is striving for $25 billion in sales in 2010.
1. Describe the 3 Strategic Management Process GE used (please use terms that we had discussed
2. Explain the need for integrating and the use of strategic management for GE (Give 3 examples).
3. Please list 5 examples of strategic management that GE either can use or already is using.
4. What is the strategy formulation, implementation, and evaluation activities that GE can
potentially use to make its innovation better than what it is now (Give 3 recommendations).
5. If you were brought in as a consultant, what is the 1 recommendation you would make that
would set GE apart from all its competition.
Creations, and architecture design are all part of legal rights to these ‘creations of the mind’ referred to
as Intellectual Property (IP). DANISH-ETER Holdings is the world’s leading semiconductor Intellectual
Property (IP) supplier. A semiconductor is the electronic controller at the heart of many devices that we
use every day, such as Smartphones, tablets, digital televisions and washing machines. In fact, the
company is at the heart of 35% of all consumer devices worldwide.
It has an innovative business model. It does not manufacture the products in which its technology is used.
Instead it creates the technology that is then used by other companies – its partners. These partners
incorporate the company with their own technology to create smart, energy-efficient chips suitable for
modern electronic devices. Its licenses its IP for a one-off license fee and then receives royalty fees for
every chip that has its technology. The company effectively acts as an outsourced research and
development (R&D) department to its network of partners.
With its headquarters in Cambridge (UK) and offices around the world, the company employs over 2,500
highly skilled people. To keep its market leading position, the company carefully checks changes in its
external environment to ensure it can continue to outperform its competitors. Analyzing these changes
allows ARM to set up opportunities, threats, and challenges. Key opportunities for growth include:
Advancements in technology – including machine-to-machine communications between smart sensors,
referred to as ‘The Internet of Things.’ For example, appliances in the home that can be watched and
controlled wirelessly by the homeowner wherever they are. Demand for energy efficient technology – the
market demands high performance products using low power technology.
6. Why is the nature and role of vision and mission statements in strategic management that
DANISH-ETER Holdings is using important to make itself attractive in the market place. Give 3
examples (examples also can include your suggestions to recommendations they can use to
brand themselves better).
7. Why is the process of developing a mission statement is as important as the resulting vision
document. (Provide one example)
8. What components of mission statement do you think DANISH-ETER Holdings should use in the
global market place to attract new talent or which one would you create to recommend for
9. What is one crucial reason a clear vision and mission statement can help this company in
strategic-management activities? (Provide 3 examples)
A recent external analysis of Coca Cola Company helped management stay on top of trends and events in
their industry, but the company finances are out of control. Some Vice Presidents are conducting parts of
a full SWOT analysis that also looks at a company’s internal strengths and weaknesses. While others are
just cutting the budget and downsizing staff.
10. As a consultant, what economic trends would you bring to attention of Senior Vice Presidents of
Coca Cola which they need to be aware of, and take into consideration. Please give an example
of their future strategic direction. This could include economic, political, social, or technological
11. Provide three recommendations that would answer the greatest areas of repair the company
has to work to fix. Do you foresee this changing in the next five years?
12. Provide three recommendations to demonstrate opportunities for the organization to make a
13. Provide three recommendations to answer what have you noticed in terms of strategic
management opportunities within the next five years?
KPMG and Management Education Programs (MEP) have experienced a tremendous growth in popularity
in today’s global economy. KPMG manages programs such as the International Business Training offered
by the Fox School of Business at Temple University profess to provide students with the skills necessary
“to thrive in the global workforce of the twenty-first century.” When choosing an KPMG business and
management program, it is essential to consider all individual factors that may impact the quality of
education as the company MEP quantifies the success percentage of those passing the 1st exam and then
choosing to take on 4-other part exams to complete the CFA (Certified Financial Accountant) exam.
14. What three type of analysis can help KPMG and MEP find quantifiable rates to see how they may
improve their training?
15. In your opinion as you determine the quantifiable measurements to understand the success rate.
Would you recommend further analysis to drive the success factors or would you be content to meet
only the scope. (Please provide 3 reasons).
16. Of the three analysis which one is the one you would recommend in your own consultation. (Please
provide 3 examples)
Companies like ZECX already have operational and physical measures for their operations. But these local
measures are bottom-up and derived from last minute additional processes. The scorecard’s measures,
an organization’s strategic objectives and competitive demands. And, by requiring managers to select a
limited number of critical indicators within each of the four perspectives, the scorecard helps focus this
strategic vision. In addition, while traditional financial measures report on what happened last period
without indicating how managers can improve performance in the next, the scorecard functions as the
cornerstone of a company’s current and future success. Moreover, unlike conventional metrics, the
information from the four perspectives provides balance between external measures like operating
income and internal measures like new product development. This balanced set of measures both reveals
the trade-offs that managers have already made among performance measures and encourages them to
achieve their goals in the future without making trade-offs among key success factors. Some companies
that are now attempting to implement local improvement programs such as process reengineering, total
quality, and employee empowerment lack a sense of integration. The balanced scorecard can serve as the
focal point for the organization’s efforts, defining and communicating priorities to managers, employees,
investors, even customers. As a senior executive at one major company said, “Previously, the one-year
budget was our primary management planning device. The balanced scorecard is now used as the
language, the benchmark against which all new projects and businesses are evaluated.”
17. Provide three examples of value of establishing long term objectives for a company.
18. Identify three recommendations you would provide for any organization to pursue for long term
19. Using Porter’s five generic strategies, how can the company benefit?
20. Provide three examples of how the Balanced Scorecard can assist organizations.
Deloitte has one of the strongest brands in the computing technology industry and is one of the biggest
employers in the industry. It strategic choices of top executives are focused on global expansion and
increased outsourcing, while focusing on business operations that have the highest profitability. In global
expansion, the company aims to penetrate developing markets. Also, the company outsources its material
processing and manufacturing to specialized companies to take advantage of cost-efficiencies. The
company also “outsources” some of its software development to its India group. Thus, the strategy
involves the combination of global expansion and increased outsourcing. This strategy is competitive. The
lower production costs help perfect profit margins. Global expansion enables the company to have higher
stability. These strategic choices contribute to the firm’s competitive advantages.
21. Develop a SWOT Matrix, SPACE Matrix, BCG Matrix, IE Matrix to show the strengths and weaknesses
22. In your opinion, what three recommendations would you make for Deloitte to expand their growth
in the market?
23. In your opinion, what three recommendations would you have to improve the organizational
FRX set clear conditions to which a steering committee used methods to ensure an answer to the very
important question “why this project important?”, and, furthermore, it ensured that we are able to
quantify and follow up on the results of their operations in a meaningful way. The model to answer the
question itself was not the goal – it is the completion of project that set the standard but also using a
simple method to give the project manager and the project organization space to “deliver the goods” in
the project and at the same time focus on the realization of process improvement effects which gave
credibility to the work, as the conditions and clarifications as for the calculations are qualified to meet the
designated budget of $550,000.
At the project implementation the key task for the analysts was to reduce complexity and define roles in
the project. With the strong involvement of stakeholders, experts, and the CEO all involved themselves as
parts of an organization need to see the value of the planned change.
24. Give three examples of you preferred method implementations tools.
25. Give three examples of how you would quantify the project schedule and plan.
26. Provide an example In your opinion on how would you manage debt of the company versus the tools
to your disposal in the company value of the stock price that is the overhaul capital of the company.
In 2015, the bug was found by Google’s in-house security research team, which searches for vulnerabilities
in Google software, as well as that of other vendors, including Microsoft. Upon finding a vulnerability,
Google adheres to a strict 90-day policy: Vendors are notified of the bug, and a public disclosure is
automatically released 90 days after, regardless of whether the bug has been addressed. Microsoft initially
asked for an extension beyond the 90 days, which was denied by Google, as was a request to extend the
disclosure date to the first “Patch Tuesday” of the month (the second Tuesday of the month, and preferred
release date for patches for developers). Microsoft criticized Google in a blog post, accusing the
company’s decision of being a “gotcha” opportunity, and at the expense of the users, who were at risk for
the two days between the disclosure and the patch release. Microsoft reiterated its support for
“Coordinated Vulnerability Disclosure,” which calls for security researchers to work closely with
developers in ensuring a fix is released before the public disclosure. Google, and supporters of similar
disclosure policies, argue that firm disclosure dates prevent developers from sweeping vulnerabilities
under the rug, and should strike a balance between the public’s right to know and providing the developer
a chance to fix the problem. Many take an even harder stance and propose that immediate public
disclosure is the best policy. Shortly after this incident, Google released an additional update on three
27. Provide three examples why good ethics in good business in strategic management could have
helped all the companies mentioned above.
28. Provide three examples on how the companies mentioned above can use their code of business
ethics as a guarantee in safekeeping of information with their clients.
29. Provide three examples why an alert process needs to stay in place to maintain several code of
30. When under a crisis how can an organization use their business ethics to use it as a positive tool to
manage problems. (Please provide three examples).