Answer The questions (20&21&22)baesd on contracting company

20: What Strategic Alternatives Are Available to the Organization? Alternatives are potential courses of action worthy of evaluation. Continuing the current strategy is always an option. Sometimes this alternative is the most desirable, but changes are often needed. Additional alternatives should be identified from the SW/OT ma- trix. In doing so, it is critical to identify the S/W-O/T combinations that result in each alternative. Still, it is not worthwhile to list options that are obviously implausible or unattractive (e.g., McDonald's could close its fast-food stores to concentrate on promot- ing frozen foods through grocery outlets) to gener- ate a long list. Alternatives should also be plotted in an SLSC matrix so that they can be evaluated as a package. There is no set number of alternatives that should be generated. As with the SWOT, identifying only a few suggests superficiality, whereas identifying too many can add complexity to the evaluation stage. 21: What Are the Pros and Cons of These Alternatives? Some of the alternatives identified in the step may be mutually exclusive, but it might be feasible to recom- mend several for implementation. First, the pros and cons of each alternative must be identified objectively. Even attractive alternatives have costs and downsides, and others may have limited prospects for success. Competitive responses should also be considered. For example, a McDonald's price cut for the Big Mac might trigger a similar decline at Burger King for the Whopper. Competitors usually respond, especially to aggressive strategic changes. 22 _Which Alternative(s) Should Be Pursued and Why? The recommended alternatives are identified in this section, along with a clear, detailed justification. It is equally important to explain why the alternatives not selected were rejected