You work as a country business analyst in a chain store company with branches in all the 10 provinces in Zambia. After conducting a business performance audit trail across the country, you discover that some branches of some provinces are not performing well while some within the same provinces perform very well in terms of sales. Investigating further on the possible factors causing the poor performance in some branches, you discover various factors ranging from human resource, locations, theft among others. After reporting to your Country Director about the situation, you are asked to use the DIKAR model as a turnaround strategy to ensure business improvement or making permanent business decisions.

a. Using an illustration, explain the DIKAR model in details and how it can be used to turnaround your business situation(15 Marks) b. Murray considers DIKAR as a mistake that managers normally make by "going with the flow", that is following the DIKAR model from "left-to-right". This he sees as concentrating on supplying knowledge rather than results. Murray suggested a different model that starts with results and deduces the knowledge required to achieve the results.You are required to explain in details Murray's argument.(10 Marks)