Partial QSPM matrix for internal factors of Huntingco is given in the following table. In the given partial QSPM, attractive scores were assigned to some of internal factors. After correcting QSPM technical score error, the total weighted attractive scores for internal factors in Strategy A are and the total weighted attractive scores for internal factors in Strategy B are Partial QSPM matrix for Huntingco Strategy Strategy Internal Weight| A B Factors scale Weighted Weighted Scores Scores scores scores Strengths Increase in 0.09 3 2 0.18 profit Strong marketing 0.21 0 3 campaigns Expertise in operations 0.10 3 2 management) Strong financial 0.07 2 3 position Preferred product 0.06 3 0 lines Weaknesses High turnover 0.05 0 1 ratios Slow expansion into 0.15 2 3 international markets 0.07 2 O Post-merger cultural clashes Lack of leadership skills Low level of automation Total 0.09 O 4 0.11 2 0.22 3 1.00 Correctly; 1.72; 1.29 Incorrectly; 1.23; 1.37 Mistakenly; 1.42; 1.26 Mistakenly; 1.34; 1.61 Partial QSPM matrix for internal factors of Huntingco is given in the following table. In the given partial QSPM, attractive scores were assigned to some of internal factors. After correcting QSPM technical score error, the total weighted attractive scores for internal factors in Strategy A are and the total weighted attractive scores for internal factors in Strategy B are Partial QSPM matrix for Huntingco Strategy Strategy Internal Weight| A B Factors scale Weighted Weighted Scores Scores scores scores Strengths Increase in 0.09 3 2 0.18 profit Strong marketing 0.21 0 3 campaigns Expertise in operations 0.10 3 2 management) Strong financial 0.07 2 3 position Preferred product 0.06 3 0 lines Weaknesses High turnover 0.05 0 1 ratios Slow expansion into 0.15 2 3 international markets 0.07 2 O Post-merger cultural clashes Lack of leadership skills Low level of automation Total 0.09 O 4 0.11 2 0.22 3 1.00 Correctly; 1.72; 1.29 Incorrectly; 1.23; 1.37 Mistakenly; 1.42; 1.26 Mistakenly; 1.34; 1.61