We will parse this one element at a time. In each case, if there has been a breach, comment on whether there has been harm to a stakeholder, and what must be done to remedy this. a. Beginning with the board meeting of the Boston Press, assume Muriel did not sincerely believe that the strategy proposed to the Board of Boston Press was flawed. Comment on the ethical character of her actions in openly opposing it. b. Assume on the other hand, that she was sincere in her beliefs, that an Amazon like direct delivery model was the most feasible. Does this alter your judgement on the ethical character of her actions? C. Comment on Muriel's actions at the subsequent meeting of the board of the NEAIBS. d. To avoid any ethical lapses or potential lapses, what would have been the most correct policy for Muriel to have followed throughout this process? e. Comment on the role of the Compliance Department of the Boston Press, Inc. Could or should they have done anything to have avoided or mitigated any of the issues that arose? The Board Member Muriel Dunbar is a semi-retired senior executive with a long career in investment management. She sits on a number of corporate boards in the Boston area, including the board of the Boston Press, Inc. a multifaceted firm with sales and operations in journalism, book publishing and brick and mortar retail book sales. She is a book lover herself and also sits the board of the non-profit New England Association of Independent Book Sellers (NEAIBS) - a trade association of small independent book stores throughout the six state area. She has consistently reported this affiliation of the disclosure documents filed with Boston Press and the other firms on whose boards she sits. Due to the non-profit nature of the NEAIBS, the majority of compliance departments for public companies upon whose boards she sits including that of Boston Press have taken the position that her position on this board is not problematic. The investment related firms have only requested that she recuse herself from participating in any investment related activities for the non-profit - such as how to invest its endowment, etc. The brick and mortar books stores of the Boston Press have been feeling the pressure from on-line sellers such as Amazon. At the June Board meeting of the Boston Press, senior management and the head of sales float the idea of entering the fray of on-line sales. The plan consists of keeping only the most successful of their retail outlets as full service book stores. The others would be closed or pared back to essentially storefronts offering only pick-up for books ordered on line. Since Boston Press does not have the logistic capacity of an Amazon, they are considering in addition opening up a number of un- manned, automated pick-up locations throughout the region. Studying the plan, Muriel sees that the marketing folks at Boston Press have done their job well and the communities targeted for these low-cost automated pick-up facilities are largely identical to the locations of the most vibrant and successful of the small, independent shops represented by NEAIBS. As a board member of Boston Press, Muriel argues against the new plan, insisting that if Boston Press wishes to compete with the Amazons of the world, they should do so directly by developing the logistical capabilities of delivering product directly using existing delivery options like FedEx and UPS. She argues persuasively that this is a far more economical approach. She convinces the board to ask management to study this option and come back at the September meeting with a comparative analysis. Meanwhile, at the very next meeting of the NEAIBS advisory board, Muriel discloses the potential for direct competition by Boston Press with many members' shops and advises them to review their options in terms of blocking this strategy such as involving local officials and book clubs to protest and delay the establishment of the automated store-fronts