A cartel differs from a monopoly in that B) businesses making the same product agree to limit production. A cartel is an agreement between producers of goods, usually primary products like oil or natural gas, who work together to set a price at an agreed upon price that is a distortion above of what the market's equilibrium price would be for the good without the cartel's intervention.
Answer: <u><em>The company prefers to have white Americans at top positions</em></u>, is most likely the reason why Rohit was not promoted.
In this particular case, Rohit a marketing executive who has graduated from a top Ivy League university in the United States and has been known for his outstanding performance, positive attitude, and innovative ideas yet somehow Ryan, a white male with lesser experience and average performance, is promoted to the position of marketing manager.
This states that there is discrimination in this organization and they tend to hire white people over people of color.
<em><u>Therefore, the correct option is (b). </u></em>
Answer:
Marketing deals with the existing and the potential market segments of a business essential and are responsible for the product, pricing, placing the product in the market and in the mildest of the consumer and promotion of the product.
Moreover, Markering is responsible for provide the upto date information of the consumers and to identify new trends and opportunities in the market as well.
Explanation:
Explanation:
The long-running debate between the ‘rational design’ and ‘emergent process’ schools of strategy formation has involved caricatures of firms' strategic planning processes, but little empirical evidence of whether and how companies plan. Despite the presumption that environmental turbulence renders conventional strategic planning all but impossible, the evidence from the corporate sector suggests that reports of the demise of strategic planning are greatly exaggerated. The goal of this paper is to fill this empirical gap by describing the characteristics of the strategic planning systems of multinational, multibusiness companies faced with volatile, unpredictable business environments. In-depth case studies of the planning systems of eight of the world's largest oil companies identified fundamental changes in the nature and role of strategic planning since the end of the 1970s. The findings point to a possible reconciliation of ‘design’ and ‘process’ approaches to strategy formulation. The study pointed to a process of planned emergence in which strategic planning systems provided a mechanism for coordinating decentralized strategy formulation within a structure of demanding performance targets and clear corporate guidelines. The study shows that these planning systems fostered adaptation and responsiveness, but showed limited innovation and analytical sophistication
