1. Read the case.
2. Identify the problem that management needs to solve.
   1. What priority decision needs to be made?
   2. Make sure you describe the nature of the problem and why it is important.
   3. What impact will this decision have on the organization and other stakeholders?

Part 3: Perform all these analyses to help you determine what factors are important for management to consider in making this decision:

1. SWOT analysis
2. CREST analysis
3. Porter's 5-Force Analysis
4. Stakeholder analysis

For each of these analyses, introduce the topic, and present the analyses (use a table or lists if this helps to make the information clearer). Then, say a brief paragraph after each analysis summarizing the highlights of that analysis you think are most relevant to this decision. You will need more information about your client's industry or about environmental factors, so you will have to do some research.You will need at least 5 (five)sources (Wikipedia and the Dictionary do not count as sources.)

Part 4: Based on your analyses, identify 3 (three)possible decisions you might offer to your client.In other words, what are three reasonable alternatives that management might choose to pursue to help solve this problem? (Don't forget to consult Chapter 10 as you consider strategic options.)

For each of these three options, identify what you perceive to be the pros and consof pursuing each alternative. Use the information you discovered in your analyses and course concepts to guide you and try to list as many as you can think of. Resist the urge to decide too soon!!! Try to remain objective as you consider each alternative.

Part 5: Choose one solution you think is the best optionfor the organization and suggest an action plan for that option.

1. Why do you believe this is the best option for the organization? Defend your choice.
2. Different groups may make very different recommendations!
3. Develop a step-by-step action plan to carry out your decision.
   1. Your action plan should include specific steps for each of the four management functions: Planning, Leading, Organizing, and Controlling.
   2. Make sure the organization will be able to measure results and evaluate how the plan will work in the future.

To view the full document : https://docs.google.com/document/d/1RXrATljl-z7d42Ai1I5QBZN2QAgDBS5EZAFwIOIutNE/edit?usp=sharing

ReshapingAppleComputer'sDestiny1992(Abridged)

In 1992, Apple Computer was going through its second revolution in only a decade.The firstcame in 1984, when Apple made the transition from the Apple II computer to the Macintosh (Mac).Apple emerged from that experience as the most profitable personal computer (PC) company in theworld.But now the $80 billion PC industry was in crisis, and John Sculley, Apple's chairman andCEO, was again confronted with the task of reshaping the corporation. Sculley's first steps were tolaunch a new, ambitious strategy to gain market share and diversify into related technologies.In theprocess, Sculley broke all the old rules at Apple: he cut perks, brought in new senior managers,introduced formal quality and performance systems, entered alliances with former enemies, andstarted pullingresources awayfrom Apple'score Macintoshbusiness.

Sculley sensed that he was fighting against time.The open PC architecture to which rivalshad subscribed had created an entire industryof firms, against which Applewas pitted with itsclosed architecture. Cutthroat pricing in the PC industry was squeezing Apple's margins; one slip inexecution could be disastrous.Sculley summed up hisdilemma:

We are running as fast we can, but we still have gaps between our humanresource needs, our organization and our strategy.We have also gotten so lean at thetop, we lack bench strength.In addition, Apple seems to be one of the toughestorganizations in the world to change.Our culture revolves around the Macintoshand building great products that will change the world.This culture is not onlystrong, it's like a religiona theology. And this theology is so deeply rooted, I worryabout how the organization will react to more systems, more cuts, and less resources. How can I engineer a revolution that will make Apple one of the best professionallymanaged companies in the world, while keeping up the pressure, keeping up theinnovation,andkeeping the key people atApple?

SculleyTakesCharge

John Sculley seemed an unlikely candidate to run the world's second largest PC company.Sculley held an MBA from Wharton Business School and a degree in architectural design from BrownUniversity.Althoughnon-technicalbytraining,hetinkeredinelectronicsasayouth,evenfiling a patent application for a TV picture tube.As one of the first MBAs hired by Pepsi, he began his climbto the presidency by driving delivery trucks.Rising rapidly in the firm, Sculley left his position ashead of U.S. sales and marketing to take over PepsiCo's floundering international operations in 1973.He returned to Pepsi-Cola as president four years later, after transforming the unprofitable businessintoanefficient revenue generator.

DuringhissixyearsasPepsi-Cola'spresident(1976-1983),Sculley instilledasenseofaccountability and discipline without dismantling Pepsi's existing, decentralized corporate structure.He was praised for building the infrastructure of Pepsi's fragmented independent chain of bottlers byestablishingregionalchaintrading areastomanagedistribution,salespromotion,andcostaccounting.Sculleyalsomastermindedthehighlysuccessful"PepsiChallenge"and"PepsiGeneration" advertising campaigns.By 1983, Sculley had become one of the most admired managersin America, and many believed that he was on the fast track to succeed Donald Kendall as PepsiCo'snextchairman.

In April 1983, Apple's cofounder, Steve Jobs, lured Sculley from PepsiCo to take on thepresidency at Apple.Sculley's challenge was to bring organizational and marketing discipline toApple without sacrificing creativity and spirit. However, tensions mounted between Sculley andJobs soon thereafter. Eventually Jobs resigned after a well-publicized dispute with Sculley and theBoard ofDirectorsin1985.

To view the full document : https://docs.google.com/document/d/1RXrATljl-z7d42Ai1I5QBZN2QAgDBS5EZAFwIOIutNE/edit?usp=sharing