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Essay / Research Paper Abstract
An 8 page paper discussing the topics and lessons contained in three simulations addressing expansion of a Chicago restaurant into a producer of Italian sauces that eventually are sold in Europe and Japan as well as the in the US. The progression of the company moves from the original business plan to deciding whether the company should offer Italian sauces to Japan or perhaps provide Japanese sauces there. Bibliography lists 5 sources.
Page Count:
8 pages (~225 words per page)
File: CC6_KSstratSimExp2.rtf
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Unformatted sample text from the term paper:
century in America and many decades experience operating an Italian restaurant, the family owners and operators of Mama Mancinis realized that more revenue was attributable to the bottled sauces used
in the restaurant than were meal receipts. If the sauces were that popular in the local area, then the time could be right for making the sauces available to
a wider market. a. How do different perspectives regarding strategic thinking at different levels of the organization affect managerial decision making? One of the
leading lessons of the simulations exercise was that senior management must never lose sight of what the companys business is. Harvards Theodore Levitt (2004) first proposed the question, "What
business are we in?" as a business guide in 1960. Harvard Business Review reprinted the article in 1986 and again in 2004 because of its perennial good advice.
MMs success can be traced to entering a business with a product they knew everything about, though the company was less clear on how to approach distributing that product.
If an organization is going to be cloudy in one area, that area should not be product. If it cannot sell, then all other activities and areas are superfluous.
Another lesson was to take the long view in light of current and short-term needs. When conditions in Europe demanded that MM
trim $2 million from its operating expenses, giving greater weight to the needs of people - rather than to immediate and short-term profitability - was a decision that would serve
the company well for years into the future. Its employees learned that MMs management could be trusted to make sound decisions taking all stakeholders into account, and MM began
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