Scenario 3-6 As the Head of Eastman Kodak Company, George M.C. Fisher

Scenario 3-6
As the head of Eastman Kodak Company, George M.C. Fisher devised a plan to save Kodak from being trapped in the slow-growth photography industry, hobbled by huge debts, a dysfunctional management culture, and a dispirited workforce. At the time of his takeover of Kodak, the product development and sales functions for the company were scattered among divisions, and the business mission was ill focused. Fisher envisioned a long-term strategy in which Kodak focused on its core competencies. By evaluating the pros and cons associated with its various businesses, Fisher decided imaging was the key to the future. He then sold Kodak's health- and household-products arms. He also assembled most of the corporate talent into one division and hired an experienced computer-marketing executive to head it. Further, by stressing accountability, quality, and cycle time, Fisher began to transform Kodak's slow-moving culture. Fisher believed Kodak could double its growth rate in photography, a tough challenge in a slow-growing market, by becoming more global and by challenging Fuji film in China.
-Refer to the scenario. As Kodak actively redefined its business mission, organization culture, global strategy, and so on, what was it engaged in?

A) market planning
B) writing the mission statement
C) financial analysis
D) the strategic planning processes