Assignment #2 – Costco Case Study on Leadership StrategiesYou are the expert in this case and provide your own insights and reactions to it based on what you have been reading and learning in this course, and any additional research you may find. Keep in mind, that the key to this assignment is to provide your opinion on the questions asked of you below. Do not reiterate what is written in the case study – rather add your thoughts based on learnings and research and link directly to the questions. It is imperative that you use good critical thinking identifying your own points of view related to this case study, and provide additional research to validate your point(s) of view.Read the information provided & react by writing a 3 to 5 page paper using the learnings from this course thus far, and include a minimum of 2 additional pieces of researchMinimally, answer these three questions:Define flexible leadership theory (FLT) and discuss how it applies to Costco’s operations?What is the CEO’s role (not necessarily just Sinegal’s) in FLT? Can this work in your organization? If so, how? If not, why?Submit your paper by Sunday November 27, by 12:00 midnight on Blackboard.Remember to double space, use 12 pt. font, have a Title page, Abstract and use APA guidelines.Do not spend time repeating the content of the articles. You should begin by defining FLT, how it compares to Costco’s operations and tie-in new ideas/content while answering the questions above

Compose a 1500 words essay on Strategy and Competition. Needs to be plagiarism free!

In 2008, the company recorded revenue of $ 705 million which is far better when compared to 2004’s $9.7 million (Ivey, 2010, p.8). This was attributed to the support that several authorities within the world have given which promoted the execution of the PV technology. Canadian Solar Company has been experiencing losses over the past few years though its revenues have grown by more than 135 percent over the years (Ivey, 2010, p.8). These loses have been attributed to the high competition around the world which have contributed to a decrease in the company’s market share (Ivey, 2010, p.9). The management under the leadership of Dr. Qu is faced with the mandate of turning the losses into profits amid the high international competition and economic crisis by formulating and executing a viable profit plan.

No business can operate in a vacuum. Each and every business requires an environment to operate in. After a thorough analysis, the external environment of Canadian solar company consist of the political environment, the technological environment, the social environment, the economical environment, competitors in the industry and the industry itself.

According to Porter’s five forces model, Industry encompasses the competitors, the suppliers, the consumers or the customers, technology available and the restrictions available for entry and exit in the industry by firms.

The market consists of potential customers who include the domestic users and commercial users. Canadian Solar incorporation produces a wide variety of products such as the industrial and automotive and consumer products (Ivey, 2010, p.6) to suffice the customer’s needs.

The various authorities in the different countries have greatly promoted and encouraged production of and the technology of the PV cells. Most of the countries across the universe in 2008 and 2009 provided incentives for the development of the technology e.g. China and Canada (Ivey, 2010, p.7). Government