1. Based on your “strategic analysis”, what do you see as three plausible possible “courses of action” moving (hypothetically) forward? Each of the three possible alternative courses of action should be described in detail and should address what you see as the most relevant different stakeholder perspectives.

2. Detail what you think the results would be (i.e., those results related to and including your company’s growth, portfolio of products, competitiveness of your products, and operating issues), should each (separately, of course) of your proposed possible alternative courses of action be implemented? Describe any ethical implications associated with each of the sets of decision alternatives.

3. Based on the outcomes of each of the possible courses of action you have described in Question #2 above, which one of the above three courses of action do you recommend and why?

4. As implications of your recommended “course of action”, what are the operating tactics needed to implement your decisions in the next year for each function in your company: Marketing, Finance, Human Resource, Technology, Operations, etc.?

Team	Financial	Internal Business Process	Customer	Learning & Growth	Round Total	Cumulative Total
Chester	15.6/25	24.2/25	23.5/25	24.6/25	88/100	790/1000

Product NameCakeCedarCidCoatCure

Research & Development
Performance	6.1	3	9	9.4	4
Size	13.5	17	11	15.5	11
Reliability	14,000	12,000	22,500	25,000	19,000
Marketing
Price	$28.00	$20.00	$38.00	$33.00	$33.00
Promo Budget	$2,000	$2,000	$800	$700	$700
Sales Budget	$2,000	$2,000	$800	$700	$700
Unit Sales Forecast	1300	1700	410	440	380
Production
Production Order	1,325	1,850	410	440	380
Capacity Change	0	0	0	0	0
Automation Next Round	5.0	6.7	3.0	3.0	3.0
Finance
Stock Issue					$0
Stock Retire					$0
Dividend					$0.00
Current Debt					$0
Bond Issue					$0
Bond Retire					$0
Accounts Payable					30
Accounts Receivable