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What are the stages of a corporation’s life cycle? How can a corporation’s life cycle be extended? What stage is
your company in?
What is strategy implementation? What questions must strategy makers consider to begin the implementtoation
process?
It is important to assess the strategy-culture compatibility when implementing a new strategy. Do you think that
culture follows strategy, or does strategy follow culture? In your response, use your company to illustrate your
points. Justify your answer.
What is Six Sigma? Why would a company want to implement it?

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Business Policy

The business life cycle is the progression of a business in phases over time and is most commonly divided into five stages: launch, growth, shake-out, maturity, and decline. A corporation life cycle can be extended by managerial and product innovations. Developing new combinations of existing resources to introduce new products or acquiring new resources through acquisitions can enable firms with declining performance to regain growth. Strategic plans help identify what an organization is striving to achieve and maps out the necessary steps needed to be successful. Six Sigma is a method that provides organizations tools to improve the capability of their business processes. This increase performance and decrease in process variation helps lead to defect reduction and improvement in profits, employee morale, and quality of products or services.

cropping enterprises, and the better-watered margins of the rangelands was extensively cultivated.
The main aim of Maasai’s people was to get well-watered land on the group ranches which were used herding and then agricultural activities: “The major incentive for acceptance of the concept of group ranches was that the Maasai saw in the legal title a means of maintaining their rights granted” (Campbell, 1986, p.47).
However, the opportunity to get land in this area adapted to agriculture led to the increase in the number of immigrants. The population’s growth resulted in the problem of water and soil resource availability. Also the problem of land degradation has arisen. According to Kimani and Pickari (1998) the majority of farmers couldn’t afford fertilizes to improve the situation. “Soil fertility decline, increased soil erosion, and deforestation were widely reported in 1996” (Campbell, 1999, p.394). In the Loitokitok area farming began in the 1930s with the establishment of a District Office. The administration employed staff who came from farming areas elsewhere in Kenya, and who began to cultivate. In the Loitokitok area it reflects natural increase as well as migration of large numbers from the congested central highlands of Kenya to farm the slopes of Mt. Kilimanjaro and other hills.
As for wildlife managers, among their main aims Campbell (2000) states nature diversity conservation – improving disrupted wildlife movements, access to water in riparian zones, and altered livestock grazing patterns. Another aspect, connected also with wildlife tourism enterprises, might be improving tourism facilities. Moreover, for a better management of various land use stakeholders of the region, there is an aim of wildlife managers to develop and implement strategies that might encourage people living near wildlife parks to accept the costs, and benefits, coming from the parks and the wildlife (Campbell, 2005).
Basically, therefore among their activities we can mention returning some of the revenues from wildlife-viewing activities to the adjacent landowners as compensation for the losses they incurred due to wildlife grazing and damage to crops during their wet season dispersal (Emerton, 1999; Lusigi, 1981; Norton-Griffiths, 1996; Norton- Griffiths and Southey, 1995; Western, 1976, 1982,

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