In a Large US Steel Firm, the Corporate Planning Process

Multiple Choice

In a large US steel firm, the corporate planning process in 1965 could be described as:

A) Integration of division strategic plans, iteration between divisions and the headquarters, and contact of banks to explore the best deal for providing capital
B) Forecast of demand, determination of targets for each district, determination of need for additional production capacities, decision from top executives, and investment
C) Marketing analysis, estimation of capital costs for the additional equipment, investment proposals, and investment
D) Forecast of demand, analysis of existing resources and competences (tangible and intangible assets) , leverage of these competencies, and decision to invest