There are three scenarios below, and each scenario has three options. pick one from each scenario that you think is the best action why you think that?

The first scenario is related to head-to-head competition in the industry:

Your monthly spreadsheets confirm what you had suspected: neither New York nor Chicago is big enough for both you and your competition. Chicagoans clearly prefer the rich heartiness of your deep-dish pizza, whereas New Yorkers go for the light, flaky crust of your chief rival. In time, you feel that the battle for New York could be won, but you are pretty sure the competition feels the same way about Chicago. You can save transportation and assorted costs by pulling out of New York completely and concentrating onthe Windy City, but you don't want to give up a marginally profitable operation in the Big Apple unless you get some concessions. Should you..

A) Expand your Chicago operations and gradually withdraw from New York?

or

B) Begin by withdrawing gradually from New York and use the added capital to finance expansion in Chicago

or

C) Announce that you are consolidating your hold on Chicago but reducing the extent of your commitment in New York?

The second scenario is related to Five Forces, specifically entry barriers in a given industry:

After a life spent as a boat bum and five years working for a major boat builder, watching the industry grow as more and more people realize the pleasures to be gained on the world's lakes and oceans, you and a few friends have accumulated enough capital to get started in the business yourself. At the outset, however, you cannot design and build a complete product line, so you have you pick one particular type of vessel, design it, and build it. This is a make-or-break decision for your new business; if you go with the wrong decision, you'll probably go belly-up. Which of the following is going to be your action?

A) Small boats, to take advantage of the expanding market and make your profit on volume

or

B) Fishing boats, which are larger but have a larger profit per vessel

or

C) Custom-built boats, of which you will be able to build only a few at the outset?

The third scenario is related to market research and industry knowledge:

You are the CEO of Emerging Electronics, a company that has already established a comfortable niche producing top-of-the-line products. Your R&D division has been hard at work looking at various possibilities and is fairly certain that it can produce dynamic random-access memory chips at market price of 4$. The good news is that Megabyte Memories, the industry low-cost leader in producing these chips, has already announced that it will produce them at a market price of 5$. The bad news is that, if push comes to shove, you are reasonably sure Megabyte can market them at 3$, making a small but substantially reduced profit because of Megabyte's large volume. You'd like to maintain a chance to end up in the chips if possible but would like to avoid a major disaster that would have a deleterious effect on your company's performance. Should you

A) Tell your R&D manager to look at something else?

or

B) Go into production, planning to sandbag Megabyte Memories with a lower price when you both bring the chips to market

or

C) Announce your plans to manufacture and sell the chips at 4$, forcing Megabyte to fish or cut bait?