Question $1.$ What does it take for TRIPBAM to deliver its value proposition?

Question $2.$ TRIPBAM has pivoted to B$2$B$.$ Do you agree with this move?

Question $3.$ What would be your current strategic priorities if you were Reynolds?

Question $4.$ Calculate the change in the value of the IS services based on Case B$,$ Figure $8\mathrm{.}3.,$ using the Total Value Created $($TVC$)$ model found in Chap $7.$ How did customer willingness to pay $($CWP$)$ change over time? What was the impact of supplier opportunity costs $($SOC$)?$

Question $5.$ What would you do to ensure that TRIPBAM continues to be a viable company in $2023?$ Do you feel the IS business model $$settled on$$ by TRIPBAM $($Case B$)$ during the pandemic is agile enough to respond to future conditions?