Compare and contrast the strategic leadership of Mark Zuckerberg and Sheryl Sandberg (who stepped down as Meta’s COO in 2022, while remaining on the board of directors). Which qualities of each strategic leader stand out to you, and why? Where would you place each individual on the Level-5 pyramid for strategic leaders (see Exhibit 2.2), and why? Is either of them an effective strategic leader? Explain your answers.

1. Why do managers use strategic analysis? 2. Describe a firm's macro environment and how managers use PESTEL to understand it. 3. What is a firm's micro environment and why is it important? 4. When does a firm have a compefitive advantage over its rivals? 5. What do strategic group members have in common with each other? What impact do firms outside a strategic group lrave on those in that group? 6. How does strategic analysis help a firm develop its Own strategic position? Why should that position be unique?

Please write a brief SWOT analysis of the article below:   Elliott Management Takes Big Stake in Salesforce Activist investor Elliott Management Corp. has made a multibillion-dollar investment in Salesforce Inc., CRM 3.06%increase; green up pointing triangle according to people familiar with the matter, adding to the pressures facing the business-software provider. While details of the campaign couldn’t be learned, Elliott, one of the biggest and most prolific activists, often seeks board representation and pushes for companies to make operational improvements and other changes. “Salesforce is one of the pre-eminent software companies in the world, and having followed the company for nearly two decades, we have developed a deep respect for [Co-Chief Executive] Marc Benioffand what he has built,” Jesse Cohn, managing partner at Elliott, said. “We look forward to working constructively with Salesforce to realize the value befitting a company of its stature,” added Mr. Cohn, who has…

Strategic change is, or should be, a smooth roll out of strategic decisions based on rational assessment of the long-term scope, position and direction of the firm. Why do actors resist attempts at strategic change?