Answer the following Case Study with a multi-paraghraph analaytical response.

Part A. Explain the company Lawn Cares strategic mission, competitive priorities, strategy, value chain, and how it wins customers. What are the order winners and qualifiers? Draw the major stages in its value chain without using an application service.

Part B. What sort problems, if there is any, do you find with the Lawn Care company's current vision, strategy, customer benefit package and value chain design, and pre- and postservices?

Redo parts (A) and (B) and create a brand new or revised strategy and associated customer benefit package and value chain that is more appropriate for todays current marketplace.

Chris, we make the highest-quality grass seed and fer- tilizer in the world. Our brands are known everywhere!" stated Caroline Ebelhar, the vice president of manu- facturing for The Lawn Care Company. Yeah! But the customer doesn't have a Ph.D. in organic chemistry to un- derstand the difference between our grass seed and fertil- izer compared to those of our competitors! We need to also be in the lawn-care applica- tion service business, and not just the manufacturer of super-perfect products, responded Chris Kilbourne, the vice president of mar- keting, as he walked out of Caroline's office. This on- going debate among Lawn Care's senior management team had not been resolved, but the chief executive offi- cer, Mr. Steven Marion, had been listening very closely. Soon they would have to make a major strategic decision. The Lawn Care Company, a fertilizer and grass seed manufacturer with sales of almost $1 billion, sold some of its products directly to parks and golf courses. Customer service in this goods-producing company was historically very narrowly defined as providing the right product to the right customer at the right time. Once these goods were delivered to the customer's premises and the customer signed the shipping documents, Lawn Care's job was done. For many park and golf course customers, a local subcon- tractor or the customers themselves applied the fertilizer and seed. These application personnel often did the job incorrectly, using inappropriate equipment and methods. The relationship among these non-Lawn Care application ser- vice personnel, The Lawn Care Company, and the customer also was not always ideal. When claims were made against The Lawn Care Com- pany because of damaged lawns or polluted lakes and streams, the question then became one of who was at fault. Did the quality of the physical product or the way it was applied cause the damage? Either way, the customers' lawns or waterways were in poor shape, and in some cases the golf courses lost substantial revenue if a green or hole was severely damaged or not playable. One claim filed by a green advocacy group focused on a fish kill in a stream near a golf course. One of Lawn Care's competitors began an application service for parks and golf courses that routinely applied the fertilizer and grass seed for its primary customers. This competitor bundled the application service to the primary goods, fertilizer and grass seed, and charged a higher price for this service. The competitor delivered and applied the fertilizer on the same day to avoid the liability of storing toxic fertilizer outside on the golf course or park grounds. The competitor learned the application business in the parks and golf course target market segment and was be- ginning to explore expanding into the residential lawn-care application service target market. The Lawn Care Com- pany sold the highest-quality physical products in the industry, but it was not currently in either the professional park and golf course or the residential application service lawn-care market segments. The Lawn Care Company considered its value chain to end once it delivered its prod- ucts to the job site or non-Lawn Care application service. The competitor sold the customer "a beautiful lawn with a promise of no hassles. To the competitor, this included an application service bundled to grass seed and fertilizer