CASE STUDY MultiCorp is a diversified, multi-profile company. Essentially, it is a conglomerate company consisting of three diverse strategic units acting as independent businesses under separate brands in different industry sectors: Unit Alpha, Unit Beta and Unit Gamma. MultiCorp is governed from the central head office, which oversights the three subsidiary business units and their financial performance indicators, though without any operational interventions. Each strategic business unit has its own managing director with full discretion and responsibility over its competitive strategy, investment priorities, budget allocation and ensuing yearly profits. Unit Alpha is in the food manufacturing business. The unit produces and distributes a variety of goods including, but not limited to, vegetables, groceries, meat and dairy products. Each of these product lines requires unique production processes, storage arrangements, transportation approaches and underlying equipment and is organizationally implemented by a separate specialized product department. However, these products are delivered largely to the same circle of customers, including both major retailers and local food shops. All product lines are also served by a number of common unit-wide functions, e.g. HR, finance, accounting, logistics, legal, marketing and sales support. Unit Beta competes in the restaurant business. Specifically, the unit controls a chain of small fast-food restaurants occupying the low-cost market niche. In total, the chain includes more than 80 restaurants located in different geographies and more restaurants are planned to be opened in the foreseeable future. All restaurants offer same interiors, menus, prices, meals and services to their customers and imply standardized policies, working procedures and supporting equipment. However, each restaurant is run separately by a chief manager responsible for its overall financial well-being and all necessary business processes, e.g. recruiting, training, procurement, cooking, servicing, cleaning and complaints management. Finally, Unit Gamma runs a chain of resort hotels. These hotels gravitate towards the high-end price segment and offer premium-quality services to their customers. Unit Gammas competitive strategy implies improving its brand recognition and achieving consistent customer experience. For this purpose, the units leadership plans to standardise all customer-facing and, to a lesser extent, back-office processes across all hotels of the chain as well as all its suppliers and service providers. Moreover, Unit Gamma also intends to become closer to its customers and build lifelong customer relationships. This strategy requires collecting more information about customers, their individual preferences and transaction histories, aggregating this information globally and leveraging it for providing customised services, launching loyalty programs, developing special offers and promoting personalised discounts.

QUESTION 1 (15) You have been appointed by MultiCorp as part of an Enterprise Architecture (EA) project team to assist the corporation to achieve certain strategic targets. You must write a report to substantiate the importance of EA in a complex environment such as MutiCorp and assist the organisation to define their Operating Models. 1. You need to position EA to the strategic team in MultiCorp to explain the importance of this practice. (5) 2. You need to explain to Board what an operating model is and what will be the best operating model for MultiCorp and each of its three strategic business units be and why would you say this? (10)

Please help with my practice question . I need to show theory and application in one table . Please assist with both I need to see how to apply the theory