Hi there can you answer this question for me? Thanks.   Rubric…

itsbettercallsaul99 Hi there can you answer this question for me? Thanks.   Rubric…Hi there can you answer this question for me? Thanks. Rubric Question #3 – Synthesizing/Analyzing: None of your functional managers have adequate expertise and you must develop the analyses that you need to make both functional and strategic decisions. Provide a detailed analysis of the three functional areas listed below. Provide a brief conclusion for each. Marketing:  Devise a five-year sales forecast for the company. List and explain/quantify each factor that went into your forecast (e.g., past three year company sales trends). Do not rely solely upon past sales trends. Make this a high level forecast and include broad items that would affect strategy. Show your calculations in a table and, if needed, explain your calculations so they are clear.   Analyze your marketing efforts in terms of product, price, place, and promotion. Be specific for each of the four items and pay particular attention to the strategic implications of your pricing plan and product mix. What might be some of the financial, logistical, and strategic implications of your marketing plan?Finance:  Devise a financial analyses using data from the financial statements (Attachment 1). Use specific ratios or other measures to assess the financial strengths and weaknesses of your company using appropriate baseline comparisons. Provide this in table form. Provide the formula for each item used. Address any other issues in the case that might affect the current financial position. Be sure to address Liquidity, Safety (e. g., leverage), Profitability, and Efficiency ratios. What is your overall financial position and how should it be handled? If needed, what is an appropriate way to finance your strategy and what funding constraints might affect your strategy?  Explain. Describe the specific financial linkages and effects on marketing, logistics, and strategic initiatives.Logistics and Operations: Discuss supply chain issues and possible areas for improvement. Desired improvements should be stated specifically. The logistics areas should address all parts of the supply chain which may or may not be limited to the following six items:Supplier transportation to Harrison’s distribution centersStorage (inventory) at the distribution centersTransportation from the distribution centers to the storesStorage (inventory) in the storesInformation needs, covering all the above items including merchandise purchasing and store re-orderingItem iii is one of the most important, strategically. Given your strategy, you will increase the number of stores (expansion strategy), decrease them (retrenchment strategy), or keep them the same (holding strategy). Although you do not need to draw a map, you should identify the number of stores affected by location in a table. Changes in distribution centers, if any, should also be outlined in this table. You will address these issues further when you discuss your strategy.In terms of store operating expenses, there are several things to consider. Are the stores the right size? Constraints of the case are that you own all of your stores and you cannot lease (you may only purchase) new stores. You cannot relocate to a different store in the same town.Devise an additional operating analysis that outlines the planned employee load schedule for a store. Provide this in table form and clearly explain your calculations. For example, you might state that all Saturdays throughout the year should be staffed by two employees. Your analysis should reflect the number of hours available per store. How might sale forecasts be important for making these logistical and operating decisions? What might be some financial implications for the company?Image transcription textThe Harrison Company Case General Information The HarrisonCompany, a public company headquartered in State College, PA isfacing a time of crisis. (See Attachment 1 for financial s… Show more… Show moreImage transcription textcondition. If cutbacks are necessary, how much should they beand how should they be phased in? Locations and LogisticsLocations and Logistics When you examine the compa… Show more… Show moreImage transcription textper year. Approximately 20% of each store’s total floor space isdevoted to a back-room area for inventory storage and anemployee break area Harrison calculates its sales per … Show more… Show moreImage transcription textfor a base of 2,000 hours worked. The warehouses operate lessthan five days per week. Each store is staffed at 6,300 hours peryear including store managers’ base work-load. No ov… Show more… Show moreImage transcription textDuring your interview with the seven member board of directors,you received the impression that there was still a great deal ofloyalty to the previous president and his past decision… Show more… Show moreImage transcription textATTACHMENT 1- HARRISON COMPANY CASE FINANCIALAND COMPETITOR/INDUSTRY INFORMATION HarrisonHarrison Harrison Harrison Harrison Harrison Global … Show more… Show moreImage transcription textAttachment 2 – Harrison Case Store and Distribution CenterLocation Map Stones Ditribution Canlin Total Population ChangePopulation Decline Counties Population Growth Coun… Show more… Show more BusinessBusiness – Other