You are to prepare in MS Word format and the questions must be well answered using scholarly references to support your opinion. Before beginning, be sure to have read the KFC / Nokia cases. Some questions reference these cases.QuestionsBe sure to use APA format as required with title page and reference page.1. Assume that KFC used a SWOT analysis to lead it to make each of the three product and marketing decisions described listed in the case distributed for this exam. Speculate what that analysis might have indicated to drive each of those decisions. (b) Select any analytic tool or method you learned about in this course, and describe how if it were applied to any one of the product and marketing decisions made in this case, it would likely have identified that decision as a failure. Be very specific in applying the tool or method to the decision and outcome.2. Assess how well the structural changes described in the Nokia press release on June 20 match up with, and either help or hurt the achievement of its competitive objective described in the May 8 press release. (b) What organizational structure you learned about in this course comes closest to that described in the June 20 release? Explain how you know. (c) To what extent do the Nokia structural changes announced in the June 20 release represent or violate the six characteristics of strategic thinking described in your textbook and class?3. Write enough to convince me that you understand the relationship between five of the following six pairs: (a) mechanistic focus and management vs. organic focus and leadership, (b) generic vs. grand strategies, (c) broad vs. task environment, (d) vertical vs. horizontal growth, (e) internal vs. external sources of motivation, and (f) competence-commitment development and directing-supporting leadership. (Note: An original actual or hypothetical example for each will help illustrate your understanding.)4. This course revolves around the functions of management: planning, organizing, directing, and controlling. Select any example of a successful organization discussed in your textbook, and speculate why these four functions would likely have been exemplified in that organization. Demonstrating your understanding of the four functions is more important than the factual accuracy of your applications to the organization you select.KENTUCKY FRIED CHICKENIn 1991, Kentucky Fried Chicken changed its name to KFC in an attempt to broaden its image away fromfried chicken. KFC management had noted the societal trend toward healthier eating and was worriedthat its signature item was in decline. The company responded to this trend by introducing ColonelsRotisserie Gold chicken but was forced to drop it after the roasters kept breaking down. Not wanting togive up, management later introduced an Oven Roasted line of chicken. After promoting the product foronly three months, CEO David Novak admitted that the roasted line was a disappointment. We dontthink we came out of the box in the roasted category with the best effort that we could have, explainedNovak. Deciding to refocus on its signature fried chicken items, management aired a new pool oftelevision commercials extolling the health benefits of its fried chicken only to be charged by the FederalTrade Commission of making false claims. Nevertheless, the company continued its preparations for anew line of salads being introduced late in 2004.NOKIA PRESS RELEASE May 8, 2007Business mobility: the new competitive mandate, according to global surveyMobility solutions lead to revenue gains rather than simply reducing operating costs; improvedworkforce agility, collaboration, and ability to attract and retain the best talent cited among keybenefitsNEW YORK, NY – Competition is pushing businesses towards greater mobility, and companies plan toadopt mobile applications for core business activities – these were two key findings in a recent globalsurvey on business mobility conducted by Nokia and the Economist Intelligence Unit (EIU) and incooperation with the CIO Forum. As business mobility continues making headway into organizations andmore advanced applications and processes are mobilized, the reasons behind companies’ mobilityadoption can vary from hard core ROI benefits to softer values such as employee retention. Companiesare increasingly implementing mobility to offer greater collaboration, responsiveness to customers, andbetter work-life balance to staff, fundamentally changing the ways people are working.Nokia and EIU polled more than 500 global executives across a range of industries to find out how theirorganizations were using business mobility. In the survey, three quarters of the respondents pointed tohuman factors such as attracting the best talent – including new entrants to the workforce–improvingcustomer support, and building brand reputations as reasons for deploying business mobility.The survey shows that business mobility has gone mainstream. Well over one-third of executivesreported that at least 20% of their employees can be considered ‘mobile workers’, defined as those whospend at least one day a week away from the office. Far from being a requirement for just a fewspecialized technology firms, business mobility is now seen as broadly applicable to companies in manyindustrial sectors.Survey respondents cited competitive benefits of business mobility solutions, including:Important competitive advantages such as quicker response time to customers (36%);Improved collaboration within the enterprise (27%);And the ability to work with multiple partners/suppliers (12%).The survey also showed that activities occurring in the field are increasingly core to the success of abusiness and companies can no longer rely on information merely being captured in the field.Respondents also planned to increase their use of mobility solutions over the next two years, withcompanies more likely to make greater use of:Remote network access (41%);Customer relationship management (34%);Collaborative applications such as mobile groupware (21%);And sales force automation (17%)."This research clearly demonstrates that business mobility has arrived, and is viewed as a fundamentalpart of being competitive regardless of the industry," said Olivier Cognet, VP, strategy and businessdevelopment, Enterprise Solutions, Nokia. "We have resolved a great deal of earlier mobility industry’teething problems’ related to infrastructure, and the need for business-optimized devices and completesolutions. Now is the time to fully reap the far-reaching benefits that business mobility has to offer. "Along with advantages, respondents also said business mobility brings challenges such as managing amobile workforce (19%) and maintaining a cohesive culture across a dispersed workforce (18%). Theability to measure the impact of business mobility on a company’s competitiveness was also cited (12%)."By enabling decision-making ‘on-the-move’, business mobility solutions let organizations respond morequickly to customer needs, develop ideas for innovative products and services, and attract new talent,"said Nigel Holloway, Research Director in the Americas at the Economist Intelligence Unit. "Although itpresents new managerial challenges, the long term trend toward greater business mobility is clear."As a means of enabling business mobility, Nokia’s integrated business mobility solutions portfolio makesit easier for companies to take a more strategic approach to business mobility, overcome the challenges,and help quantify the total return on investment (ROI). The portfolio includes Nokia Intellisync Mobilityplatform; Nokia Eseries business devices; secure connectivity technologies designed to safeguard dataon the device and over the network; technical support; and professional services. Offerings are built onfour key cornerstones: being simple to deploy, manage and use; being connected to eliminate theboundaries of both distance and technology; being intelligent enough to make communication affordableand respond to changing company and employee needs; and being trusted to protect sensitive corporatedata and systems.The global study was conducted in the first quarter of 2007 as part of the Nokia for Business ExecutiveForum, an initiative focused on competitiveness through business mobility. For more information and todownload a complimentary copy of the report entitled, "The Quest for competitiveness: Business mobilityand the agile organisation," please visit www.nokiaforbusiness.com/competeAbout NokiaNokia is the world leader in mobility, driving the transformation and growth of the converging Internet andcommunications industries. Nokia makes a wide range of mobile devices and provides people withexperiences in music, navigation, video, television, imaging, games and business mobility through thesedevices. Nokia also provides equipment, solutions and services for communications networks.NOKIA PRESS RELEASE June 20, 2007Nokia organizes for the converging marketplaceEspoo, Finland – Nokia today announced that it will introduce a new company structure from January 1,2008. The move, driven by Nokia’s strategy, is aimed at creating an organization aligned with theopportunities Nokia sees for future growth, and to increase efficient ways of working across the company."The convergence of the mobile communications and internet industries is opening up new growthopportunities for us, both in the devices business as well as in consumer internet services and enterprisesolutions. Growing consumer demand for rich, mobile experiences creates an opportunity for change.Nokia will bring these capabilities to the broadest range of devices and price points. This unleashes thepower of Nokia’s device volumes, now coupled with new services and business solutions. This distinctiveapproach sets Nokia apart from point solutions vendors," said Nokia CEO Olli-Pekka Kallasvuo. "Webelieve this new organization can capitalize on these opportunities while allowing us to increase theeffectiveness of our investments and the efficiency of our operations."Under the new organization, Nokia’s current business group and horizontal group structure in the devicebusiness will be replaced by three main units: Devices, responsible for creating the best device portfoliofor the marketplace; Services & Software, reflecting Nokia’s strategic emphasis on growing its offering ofconsumer internet services and enterprise solutions and software; and Markets, responsible formanagement of Nokia’s supply chains, sales channels and marketing activities. In addition, Nokia willestablish a Chief Development Office to optimize Nokia’s strategic capabilities and growth potential andalso provide operational support for integration across all these units in conjunction with the CEO.From January 1, 2008 onwards, under the new structure, Nokia will have two reportable segments:Devices & Services, and Nokia Siemens Networks. Nokia will report on these two segments in itsquarterly and annual results announcements.The Devices unit will be headed by Kai Öistämö, currently heading the Mobile Phones Business Group;the Services & Software unit will be headed by Niklas Savander, currently heading Technology Platforms:the Markets unit will be headed by Anssi Vanjoki, currently heading the Multimedia Business Group. MaryMcDowell, currently heading the Enterprise Solutions Business Group will hold the position of ChiefDevelopment Officer.Robert Andersson, currently heading Customer and Market Operations, will be responsible for financeand strategy in Devices and Nokia-wide strategic sourcing. Tero Ojanperä, currently Nokia’s ChiefTechnology Officer, will have business responsibility for entertainment and communities services inServices & Software. Timo Ihamuotila, currently in charge of Mobile Phones’ Sales and PortfolioManagement, will be responsible for Nokia’s global sales within the Markets unit.Other Group Executive Board members, Simon Beresford-Wylie, Hallstein Moerk, Rick Simonson andVeli Sundbäck will continue in their current positions.Nokia expects that the new organization will allow it to manage its device portfolio with greatereffectiveness, speed up time to market for new products, and increase the efficiency of its marketing andproductization efforts. In addition, Nokia expects that having a new unit dedicated to consumer internetservices and enterprise solutions will build on the foundations established in the existing organization tobest position the company to offer its customers complete solutions.About NokiaNokia is the world leader in mobility, driving the transformation and growth of the converging Internet andcommunications industries. Nokia makes a wide range of mobile devices and provides people withexperiences in music, navigation, video, television, imaging, games and business mobility through thesedevices. Nokia also provides equipment, solutions and services for communications networks.