Case \#3 - Due July 18, 2023 (Worth 10\%) Brandon Hair, managing partner of the venture capital firm of Hair and Brush, was dissatisfied with the top management of Make-It-Work, a manufacturer of car tyres. Hair and Brush had invested \$25 million in Make-It-Work, and the return on their investment had been below expectations for several years. In the last meeting of the board of directors of Make-It-Work, Brandon exercised his firm's right as the major equity investor in Make-It-Work and fired the CEO. He then had the board of directors appoint as the new CEO. Brandon adopted an aggressive management style, and at the first management meeting as CEO he fired three of the managers on the spot to send a message that he was in control. He revoked the current budget and ordered management to submit new budgets ensuring that it included a 50% increase in sales volume. In addition, he emphasized that no excuses would be entertained if the new budget targets were not met. Tricia Kennedy, an accountant working for the production manager at Make-It-Work, discovered towards the end of the following year that her boss was not discarding defective tyres returned by customers, but was instead shipping them to new customers to avoid booking the losses. As a result of the push to increase volume, quality control had dropped and returns of tyres by customers were as high as 25% of the new shipped. When Tricia asked her boss about the issue of sending defective tyres to new customers, she was told to mind her own business, and this was necessary to meet the new targets set by Brandon. Required: Discuss the case using the format below. In your submission, be sure to answer the following. a) Is Brandon using budgets as a planning and control tool