The SCORE framework espoused in the article entitled "The Board's Role in Sustainability" recommends each of the following to achieve board-of- director buy-in of a company's sustainability initiatives, except: O articulating a simple and clear statement of purpose. O taking "ownership" of the company's stated purpose. O basing compensation systems on metrics that reflect purpose, not just profits. O recognizing that ultimately the firm has a fiducary responsibility to put shareholders' interests above all other.

What is the root, underlying problem within the case (provide detail)? The case study focuses on Mr. Hans Overmayer, the marketing vice president of Motofabrikverk S.A.'s Industrial Controls Division in Zurich, Switzerland, in 1983. The company was losing money in the numerical control market as a result of a drop in global demand for machine tools induced by the recession and fierce competition. Background information on the company, its products, research and manufacturing, and the numerical control industry is provided in the case study.   Based on the information provided, Moto appears to be a company that specialises in the production and selling of numerical controls (NCs), which are computerised devices that steer machine tools. The company entered the NC sector in 1962 and by 1983 was the third-largest commercial provider of NCs in Europe. However, Moto's Industrial Controls Division (ICD), which is in charge of the NC business, reported a 5% loss in sales in 1982…

A firm in a purely competitve industry has a typical cost structure. The normal  rate of profit  in the economy is 7 percent . This firm is earning $15 on every $150 investe by its founders.  a. What is its percentage rate of return? b.  is the firm earning an economic profit? If so, how large?

Analyse how the S-C-P approach predicts performance (welfare) based on market structure and explain fully how this concept can be used by firms. Use relevant and applied examples in support of your answer.