Case Study. Please read the attached case study and answer the questions Mark has made a significant change in his business-moving locations Unfortunately, this change has not resulted in strong profits. You are Mark's business advisor. Take him through the Strategic Planning Process that we covered in class. We your help. Mark will have a new strategy on how to grow his profits. Step 1 - identify the main 2-3 issues (2 marks) Step 2 - Go through the strategic planning process and apply it to Mark's situation. Hint Reminder - the process starts broad, and ends with specifics like timelines and implementation. Your answers should have the steps listed and your analysis along with the steps. (14 marks) GUILCO E business survival for agribusinesses. Mark thought this day would never come. Here he was staring out across a nearly empty dinning room during what used to be the lunch rush. Things had not always been this way. When he first opened Steamer's Burgers seven years ago he worried about whether the busi- ness would succeed. Things got off to a slow start, but within a year business was booming. The students at the college, just across the street from his original place, loved his special burgers. They were not like anybody else's in the area. They were steamed rather than fried or broiled and had lots of a special blend of Italian cheeses that made them incredibly juicy and full of flavor. (Students often rated his burgers by the number of napkins they needed to finish one off.) Mark patterned the business after a place he used to go to after school in his home- town in Nebraska. People used to wait in line just to pick up takeout orders since there was never an open table. He was sure the idea would be a hit here, too. He kept his menu simple-just burgers, fries, and soft drinks sold in a 1950s decor. He did not take credit cards or checks, which he reminded his customers of with a big "In God We Trust, All Others Pay Cash" sign that hung on the wall next to the cash register. The volume of business was so good he never felt the need to advertise to the students. Mark's burgers were usually sold with fries and a drink that ran about 20 percent more than everyone else charged in town for this type of meal. The price difference did not seem to matter since he had more people at lunch than he could handle. His dinner trade was steady and usually kept the place filled until they closed at midnight. Customers were always asking if they did catering and deliveries, but Mark felt he had all he could handle just keeping his customers happy in the store. Two years ago Mark got a chance to move to a bigger building that more than doubled his seating capacity and it had decent free parking. The new location had essentially the same rent but it was five blocks away from the campus near a number of buildings full of commercial and professional businesses that were part of the school's high-tech park, and a half mile from the school's public golf course. The student trade seemed to dry up as soon as he moved. He did a small but steady business with the people who stopped in after playing golf. They often came back for lunch with their coworkers from the high-tech park, and later brought their families for dinner. These same people were asking about catering and delivery. However, it was not enough to be very profitable. He could not afford to hire any extra help, especially since the stu- dent business was so low. His old downtown location was now a new, big outlet for a national fast-food pizza buffet place that appealed to budget-conscious consumers. What should Mark do to make his business a success