Compare and contrast the strategy-making hierarchy at Patagonia, a privately owned manufacturer and marketer of sustainable outdoor clothing, with the strategy-making hierarchy at Nike, a publicly traded multinational corporation engaged in the design, development, manufacturing, and worldwide marketing and sales of diversified footwear, apparel, equipment, accessories, and services.
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In single-business companies, the uppermost level of the strategy-making hierarchy is the business strategy, so a single-business company has three levels of strategy: business strategy, functional-area strategies, and operating strategies. Proprietorships, partnerships, and owner-managed enterprises like Patagonia may have only one or two strategy-making levels since it takes only a few key people to craft and oversee the firm's strategy.
The larger and more diverse the operations of an enterprise, as illustrated by Nike, the more points of strategic initiative it has and the more levels of management that have a significant strategy-making role, adding increased complexity to decision making.
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What will be an ideal response?