Owners Terry and Dawn Hall created Happy Belly Curbside Kitchen out of their experiences, knowledge, skills, and interests. The founders had 30 years of experience in the hospitality busi- ness. They traveled extensively across the United States to meet the requirements of their careers in hospitality. They were the children of small business owners and have restaurant experience combined with formal hospitality education.Terry and Dawn recognized several patterns in their travels:1. The availability of fresh, natural food is far less than the need for it.2. Declines in small-business viability. 3. Theinverserelationshipbetweentheavail-ability of healthy food and the level of obesity.When their daughter, Mayer, was born, Terry and Dawn decided that they wanted her to eat only healthy, fresh foods. They were frustrated by how dif- ficult it was to find the food they wanted when they ate in restaurants. And, they wanted flexibility in work schedules and the opportunity to support their com- munity. This led to the idea of creating a mobile res- taurant serving the fresh, healthy foods they desired.After the initial frustration of being turned down repeatedly by mainstream banks, even though they had related work experience, savings, excellent credit, and no debt, the Halls learned of a financing resource in their community that had different parameters. They secured their initial fi- nancing from Access to Capital for Entrepreneurs (ACE Capital), a Cleveland, Georgia-based com- munity development financial institution. ACE had a combination of its own resources and funds from Create Jobs for USA available and was look- ing for borrowers like the Halls. The loan process took seven days for approval. With the funding from ACE, Happy Belly was able to get rolling. The Halls remodeled their commercial kitchen, pur- chased a food truck, and hired some dozen people.Happy Belly Curbside Kitchen is part of the highly competitive Atlanta food-truck market but has some distinctive twists. The Halls don’t call their business a food truck, rather a “curbside kitchen.” They have a corporate sponsor, the Big Green Egg, producers of the high-end grill that is pictured on the vehicles. The menu changes fre- quently, depending on what is fresh and local. Orders are taken on iPads by staff in front of thekitchens, rather than from windows in the truck itself. Also, the company has a full commercial kitchen in nearby Smyrna, Georgia, that they use for catering. These factors combine to permit their providing a great variety of fresh, healthy food.It was the Halls’ intention to keep the money earned in the local community. They donated 5 per- cent of profits to the local Boys and Girls Club and purchased locally whenever possible.Happy Belly targets customers in Fulton and Cobb Counties and focuses on its core value of healthy eating. The Halls partnered with Adam Verner, a local farmer. This is part of what they termed “farm to street,” a play on the farm-to-table movement. They were named one of the 10 Healthiest Food Trucks in America in Shape magazine and expanded to two trucks serving the Atlanta area, along with an increasingly successful catering business. 5 questions that need to be answered 1 How did Terry and Dawn Hall identify the market for Happy Belly Curbside Kitchen? What process did they follow to analyze opportunities? 2 What knowledge,skills,and abilities did the Halls have before starting their company? 3 Why might Shape magazine have named Happy Belly Curbside Kitchen as one of the 10 Healthiest Food Trucks in America?How would they be healthier than most food trucks? 4 How is this business tied to a social mission? What do the owners do to demonstrate their commitment? 5 Identify four critical resources for Happy Belly and how the owners secured them.

Before the advent of DVDs and streaming entertainment, there was a company that dominated the home entertainment market, called Blockbuster. Blockbuster was founded in 1985 and quickly grew to include thousands of free-standing video rental stores all over the world. At the peak of its success, Blockbuster’s revenues reached almost $6 billion dollars. Ultimately, however, Blockbuster was forced to file for bankruptcy a few short years later, as competitors Netflix and Redbox secured large portions of the market share. Why did Blockbuster fail? The reasons are many and complex; however, one of the largest contributing factors was Blockbuster’s strategy. Specifically, Blockbuster never fully committed to a digitally driven strategy that would have allowed it to compete with Netflix. Instead, the organization reverted to its traditional strategies, which consisted of serving customers in brick-and-mortar stores and relying on late fees to drive profits (Antioco, 2011).In this Discussion, you will examine specific examples of organizations that have selected and executed organizational strategies and the degree to which those strategies were successful. You also will consider different factors that account for the selection and execution of successful strategies.Reference:Antioco, J. (2011, April). Blockbuster’s former CEO on sparring with an activist shareholder. Harvard Business Review, 89(4), 39–44.To prepare for this Discussion:Read the assigned chapters in Organization Theory and Design and Designing Organizations: Strategy, Structure, and Process at the Business Unit and Enterprise Levels. Pay particular attention to the role of strategy in organization design. In addition, examine the Porter model of competitive strategies and the Miles and Snow strategy typology in the Organization Theory and Design, which provide guidance on formulating strategies.Read the articles, “The Five Competitive Forces That Shape Strategy” and “The Strategy Palette: Five Approaches to Strategy for a Complex World.” Think about which factors are important to consider when creating an organizational strategy.Read the articles, “Think Tank-Beyond the Five Forces Model and Blue Ocean Strategy: An Integrative Perspective from Sun Zi Bingfa” and “Red Ocean Traps: The Mental Models that Undermine Market-Creating Strategies.” Consider the pros, cons, and common pitfalls of using blue ocean and red ocean strategies.Read the article, “Uber’s Competitive Advantage Vis-à-Vis Porter’s Generic Strategies.” Think about how Uber used a hybrid strategy (i.e., cost leadership and differentiation) to gain competitive advantage in the ride sharing industry.Identify an example of an organization that executed a successful or unsuccessful strategy to improve its competitive advantage. You may choose an example from the case studies in the Organization Theory and Design text or from researching organizations on your own.Using the models and typologies from this week’s Learning Resources, determine which type(s) of strategy that your identified organization executed and whether or not it was successful.By Day 3Post a response to the following:Explain the role of strategy in organization design. Then, describe an example of an organization that executed a new strategy to improve its competitive advantage. In your description, be sure to identify the type(s) of strategy that the organization executed based on the models and typologies in this week’s Learning Resources. Finally, explain whether or not the strategy was successful.

please answer all 3 sections of question. section 1 through excel, and sections 2 and 3 as a memo in microsoft word. The files are uploaded below. The data needed for sections 1 and 2 and The article needed for section 3 is attatched.