Please answer the question step by step and complete it. Each time I am posting a question, the answers are not correct or it is not complete.

Read the case below and fill out the table in the worksheet,

As Vice President for Sales for a major auto supply chain, Leonard Wirt was under a great deal of pressure. After six months on the job, he was due to report to the owners of this privately held company what they thought should be done to improve sales and profitability. Since his recommendations were radical, he knew that this would probably be the toughest sales call of this career. For the past 55 years, the company had been managed in a very traditional fashion, chiefly by fear. Salespeople, working on strict commission (The job pay is 100% based on commission. No base salary), who failed to meet annual quotas were routinely fired and replaced. Store managers who failed to meet profitability targets were transferred or fired. Because the business required extensive product knowledge about a wide variety of products, district and regional sales managers were traditionally recruited from the top sales performers. But when their districts or regions fell short, heads rolled. Despite all of changes in personnel, profits continued to sag, and the owners continued to be unhappy.

Leonard has contacted YOU, an expert HRD professional to address the situation in the company.

Please analyze and explain the case, using Kotters 8change management model.

Stage	Application of the Model to Manage the Changes
Stage 1 Establishing a Sense of Urgency
Stage 2 Creating the Guiding Coalition
Stage 3 Developing a Vision and Strategy
Stage 4 Communicating the Change Vision
Stage 5 Empowering Broad-Based Action
Stage 6 Generating Short-term Wins
Stage 7 Consolidating Gains and Producing More Change
Stage 8 Anchoring New Approaches in the Culture