Student Declaration

I Muhammad Ahmer Ashraf Registration No. 19-ARID-3523 , hereby declare that I will
not be involved in any kind of cheating/copying/plagiarizing in solving the assignment based
paper of Mid Term Examination 2020. I take full responsibility of my conduct. If I found
involved in any kind of such activity of cheating/copying/plagiarizing then Institute reserves
the right to take any disciplinary action against me.

Student Signature
 Mid Exam / Spring 2020 (Paper Duration 24 hours)
To be filled by Teacher

Course No.: MGT-411 Course Title: Intro to Management

Total Marks: 18 Date of Exam: 15-06-2020
Degree: BSCS, BSIT Semester: 2 nd, 5th , 4th Section: A
Marks
Q.No. 1 2 3 4 5 6 7 8 9 10 Obtained/
Total Marks
Marks
Obtaine
d
Total Marks in Words:
Name of the teacher: Aqsa Riaz
Who taught the course:Signature of teacher / Examiner:

To be filled by Student

Registration No.: 19-ARID-3523 Name: Muhammad Ahmer Ashraf

Answer the following questions.

Q.No.1. Read the case and answer the given questions. (4)
Last week, two iconic American brands patted ways: McDonald's and Heinz, which
had supplied red goop to the golden arches for 40 years. The reason? Heinz's new
private equity owners had installed Bernardo Hees, formerly CEO of Burger King
Worldwide and currently still a board member , as the company's new chief
executive. It's not an unprecedented food fight: When PepsiCo owned fast food
brands like Taco Bell, other franchises engaged in proxy wars by allying
themselves with different soda companies.
Here are a few fascinating facets of the now-ruptured relationship.
1. Heinz and McDonald's have been through this before .
Back in the early 1970s, Heinz supplied most of McDonald's ketchup. But in
1973, a tomato sho1tage shuck, and Heinz prioritized its glass bottle customers
over its bulk fast food accounts. McDonald's abruptly terminated their
agreement. "From there on after, we've been on the outside looking in," a Heinz
executive told the Wall Street Journal in 2006. Indeed: Heinz's investors pressed
the company to sell more to McDonald's, before it was purchased by a
partnership of Berkshire Hathaway and Burger King's parent company, 3G
Enterprises (some analysts predicted that would create problems with the
 world's biggest fast food chain).
2. Heinz could be hit hardest overseas.
U.S. burger eaters probably won't notice much of a difference, since McDonald's
was only using Heinz ketchup in its Minneapolis and Pittsburgh markets; the rest
is private label. It will, however, lose out in emerging countries, where McDonald's
has 66 percent of its sales, and where Heinz had had more success in working with
it. North America makes up only 40 percent of the Heinz company's total sales, and
it's looking overseas for more growth in Ketchups & Sauces - which it estimates is
a $110 billion business -- and being cut out of the McDonald's business could
hinder it
"This category represents the past and future of Heinz and we possess
numerous competitive advantages, including rapidly growing businesses in
Emerging Markets, upside potential in Developed Markets and our unique,
proprietary HeinzSeed capabilities, which deliver superior, great-tasting
tomatoes for Heinz® Ketchup & Sauces," reads its 2012 annual report.
3. McDonald's was still a small pa1t of Heinz's business.
McDonald's won't give out numbers for the amount of ketchup it consumes
globally, but in 2006, it rep01tedly used 250 million pounds of the stuff in the US,,
only a small fraction of which came from Heinz. For a rough comparison, today
Heinz says it sells 650 million bottles per year worldwide, which works out to 569
million pounds -- not including bulk sales to fast-food restaurants.
4. Ketchup isn't even most of Heinz's business.
The company has grown far beyond its horseradish roots. Ketchups and sauces
are the company's largest core category, but not ketchup itself; the company
now has licensing agreements with restaurants like T.G.L Friday's*, owns lines of
food like Ore-Ida potatoes, and makes diet foods like Smait Ones. The loss of one
ketchup customer isn't going to hurt too badly.
5. The rivals ai-en't that huge either.
In fact, McDonald's in-house ketchup may be the second biggest one: While Heinz
says it did $5 billion in sales for all ketchups and sauces in 2012 (it doesn't break
them out by condiment), ConAgra's Hunt ketchup only did $69.5 million between
May 2011 and May 2012, and has 14.6 percent market share.
Question to the case study:
1. Name the factors of internal environment of both McDonald 's and Heinz
Answer:

 Employees
 Products and services
 Political factors
 Internal Management

2. Name factors of both external environment for both enterprises.

Answer:
i. Social factors
ii. Economic factors
 Products lines and Pricing
 Competitors
 Customer’s preference
iii. Political/legal factors
iv. Technological factors
  Hamburger University
 McMommy blogging society

3. What would you do if you were MacDonald’s CEO in this case?

Answer: If I were be the CEO of McDonald, I would like to manage internal management first,
arranging a disciplinary friendly environment. I would like to ensure satisfaction. People prefers
quality over quantity. I would prefer product quality be healthier and more nutritive for customer.
The service would be very courteous, fine and friendly environment. I would prefer that economical
and technical factor should by considered as number one priority.

Q.No.2. . Read the case and answer the given questions. (7)
The U.S. Navy and the U.S. Naval Academy, the prestigious undergraduate college of the
Navy service in Annapolis, Maryland, might not be places that come to mind when you think
of organizations that are superior diversity champions.79 Yet the Navy is just that. In fact,
the enlisted force of the Navy is more than 40 percent diverse. The Deputy Chief of Naval
Operations Vice Admiral says, “We view the diversity imperative as a strategic issue for
several reasons.” One reason is the changing demographics of the United States. With
nearly 70 percent of new workers entering the workforce in our recruitable demographic
being women and minorities, the Navy has to pay attention to diversity. Another compelling
reason is that the Navy’s strategic imperative has evolved over time to include preventing
wars, not just winning wars. This approach involves engaging in humanitarian assistance,
disaster relief, and building strong maritime partners around the world, all of which benefit
from a diverse naval force. For instance, after the Indonesian tsunami in late December
2004, a Navy hospital ship was relocated to that region. During that event, the public
opinion of the United States changed in a few short months from 70 percent not liking to 70
percent supporting. Since that time, the hospital ship has been to South America and other
places. “We see America’s Navy as a force for good around the globe.” At the Naval
Academy, where the military branch’s future leaders are educated, applications have
increased 57 percent among Black, Latino, and other traditionally underrepresented
applicants. The Naval Academy Superintendent Vice Admiral says that, although there’s no
specific numerical diversity goal, it makes sense to have representation close to the
demographics of the country. The faculty/staff at the Naval Academy have seen changes
with the new generation of “millennial” midshipmen (the “students” at the Naval Academy)
and have adjusted their methods and approaches to accommodate those changes. “How we
reach out to them is different. We just have to be smart enough to understand that.”
Changing demographics and the adoption of a strategy that prevents as well as wins wars
have brought more ethnic and gender diversity to the U.S. Navy and the U.S. Naval
Academy.
Questions
1. How are population trends affecting the U.S. Navy’s education and operations? What might
the organization have to do to adapt to these trends beyond what they’re already doing?

Answers: As we can see from the case, it is clear that there is huge diversity among populations. As
population is becoming more diverse forming a large firms or corporations such as the military is
looking at diverse population. To fill the ranks of the military, there is a need to recruit more female
cadet and the cadets from different communities or races without any social and racial
discrimination. They should be recruit at their respective military academies. For the recent 20 years
the academies had been started to recruit and fill the ranks with minority populations in a great
number.

2. What challenges might the Navy face in adapting to a more diverse student body at the
Naval Academy?

Answer: As we know, females are the integral part of society. The recruitment of women in
naval academies is one of the tough time. As male and females both have rational ideas. The
factor of co-education at Naval Academies raise many concerns regarding gender difference. In
1995, Shannon Faulkner confirmed a first women hall of naval academy. There arose several
problems regarding sexual harassment, torture. He was not able to accomplish his Ist year at
academy. In contrast to this, She followed by women was successfully graduated in subsequent
years.

3. Just like the dilemma that businesses face in retaining diverse employees, the Navy has to
ensure that once its workforce is trained that those individuals stay with the organization.
What can the Navy do to assure this?

Answer: The best method of all time in helping retention of minorities is mentoring. This develops
the sense of acknowledgment among the people of different groups. It helps the minorities acquiring
skills and techniques from those persons of the group who are experienced and master of work in
dealing with same situations. Those group of employee who are experienced with provide assistance
for that cadets or recruits. That cadets and students can suggest skill training for previous cadets or
employees.

4. Would mentoring or employee resource groups be appropriate for a military organization?

Explain. How a mentoring program or employee resource groups might be implemented in
the Navy?

Answer: As in the recent question, we have introduced term “mentoring” for aiding the minorities
group. This program can either be volitional or as a part of organized arrangement where every
student or cadet forms coordination with a mentor. As a minority, it would be important for them to
be coordinated with same racial or gender group. This formation will help them to better prepare
themselves in coordination with mentor as well as mentor will feel at ease. They can also exchange
versatile experience.
Q.No.3. Read the case and answer the given questions. (7)
As the world’s biggest maker of mobile phones, Nokia, the Finnish company, is a
“powerhouse in Europe, Asia, and Latin America, with market shares regularly topping 30
percent.”42 However, in the United States, Nokia phones have lost popularity over the last
few years. In March 2002, Nokia led the American market with 35 percent market share. By
June of 2009, its share was only 7 percent. What happened and more importantly, what is
Nokia doing about it? As mobile phone usage skyrocketed, Nokia was the most popular
choice. It was the “cool” phone—the one that everyone, from business executive to high
school student to stay-at-home-mom wanted. In 2005, Nokia had just launched the N series,
an innovative new line with a Web browser, video, music, and pictures in a single phone.
That device moved Nokia a generation ahead in the race to build the first real smart phone.
The “forecast for Nokia was as sunny and clear as an endless Finnish summer day.” Then
came Apple and its iPhone with its clever touch screen and sophisticated software and
services. With rave reviews and a reputation for being cool, customers flocked to buy one.
However, Nokia executives dismissed the iPhone, saying they were “unimpressed by its
engineering.” Now, three years after Apple introduced the iPhone in 2007, Nokia still has no
alternative. It did not anticipate changes in American consumer tastes, like flip phones or
touch screens. Another major strategic blunder 246 PART THREE | PLANNING was that its
models were based on a European communications standard called GSM when roughly half
the United States market used the CDMA (code division multiple access) format. One former
Nokia executive said, “Nokia, at the height of its success, decided not to adapt its phones for
the U.S. market. That was a mistake and they’re still trying to recover from this.” An
executive at a North American network operator said, “The attitude at Nokia was basically:
Here is a phone. Do you want it? Nokia wouldn’t play by the rules here, and they have paid a
price.” That arrogant attitude and the global economic slowdown have continued to hurt
the company’s sales and earnings. Meanwhile, Nokia set up liaison offices in Atlanta, Dallas,
Seattle, and Parsippany, New Jersey, cities where the top American operators have big
business units. And it has recently revamped its U.S. operations to collaborate more closely
with those major operators. For example, AT&T has begun billing its customers who use
Nokia services, keeping those customers from receiving a second bill from Nokia. Best Buy
began carrying a Nokia netbook, which is a model for its new collaborative strategy. Nokia
also forged a deal with Qualcomm, the largest maker of mobile phone chips for CDMA
devices in the United States. It also struck a deal with Microsoft to design Windows Office
Mobile software applications for phones that use Nokia’s Symbian operating system.
Despite these efforts, however, some industry executives remain unimpressed. One analyst
said, “They claim they get it and understand the U.S. market. But the execution still is not
there.” Mark Louison, president of Nokia’s North American unit, who has a seat on Nokia’s
global management board, said, “In the past, we had a one-size-fits-all mentality that
worked well on a global basis but did not help us in this market. That has changed now.” The
company recognized that its former strategy had not worked in North America and began
trying to lay the groundwork for long-term success. Louison says, “Everything you see us
doing is to build the broad set of capabilities to take us broader and deeper into the U.S.
market.”
Questions
1. What strategic mistakes did Nokia make in the U.S. market?

Answer: Nokia is a powerful brand all over the world but Nokia has done a tactical mistake is the
lack of firm’s strength, loose ends, opportunities and danger analysis. They should be well aware of
the upcoming phone with good and new features named “Iphone”. They should be look upon the
new era featuring modern specification in phones and should be well aware of strength and
portability of its new products. So that the buyers tend to buy their phone with full interest. They
showed a mistake that they were careless about the alert of incoming damage and trends.

2. Why do you think a “smart” company makes “dumb” mistakes?

Answer: Nokia has done the following blunders:

One of the contradiction of a business is that they suffer problems due to their own success. Nokia
also got damage or defame. As some headperson of Nokia community, agree upon not to adapt
nokia for U.S market. When they are at height of fame. That was huge loss creating a gap difference.
The firm is still trying to get over it. Nokia wanted its users forcefully to use their technology without
introduction of new features or modern feasibility of device which meets the need of client of firm
but Nokia was to pay price getting defame to products due to arrogant attitude. Their sales and
market is nearly crosshead.

3. What strategies is Nokia using to revitalize its North American business?

Answer: As for concern, We should know that Nokia is customer-oriented plan. They are trying so
use growth strategy by using its reference or close partnership with supplier such as AT and T
Qualcomm and Microsoft to make impact of being capable and provoke their business in the U.S.
There pervious failures should be reformed in gaining prestige of their brand or product.
 4. How could Nokia have done better at using strategic management? What does this case
story tell you about strategic management?

Answer: Surely, Nokia due to its arrogant attitude and negative aspects makes them fall apart. They
didn’t pay attention to their consumers and customer. As we know, Customer satisfaction is
necessary for any firm. When the industries or companies do not try to consider their flaws or errors
they surely go toward failure. The external environment and competition factor should be taken into
account.