Create a grand strategy matrix for an organization of your choice, write a summary of whether the organization's strategies are aligned with the matrix, and make recommendations for changes to the organization's strategy based on your observations.A grand strategy matrix can help you formulate your organization's strategy. By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies and assessment criteria:Competency 1: Evaluate key elements of the strategic planning process.Analyze whether the selected organization has a weak or strong competitive position.Identify whether an organization's strategy is aligned with the relevant quadrant strategies.Competency 3: Apply a sequential process for developing and implementing strategies, goals, objectives, and tactics as part of the strategic plan implementation.Describe whether the market growth rate is rapid or slow.Recommend changes based on final observations.ContextThe goal of any strategic planning activity is to enhance organization performance. Through involvement in strategic planning, employees achieve a better understanding of the organization's operation. The process allows for proactive decision-making. It is important to anticipate and respond to issues and to understand that sometimes a philosophical change will surface. There are twelve general strategies an organization might follow when implementing change. Adopting one or more of these strategies might mark a new beginning for an organization, especially if the employees understand and support the plan of action. The twelve strategies are:Forward Integration: Increase control of distributors or retailers.Backward Integration: Increase control of firms' suppliers.Horizontal Integration: Increase control of competitors.Market Penetration: Increase market share for current products in current markets.Market Development: Introduce current product in new geographic areas.Product Development: Increase sales through improved or new product.Concentric Diversification: Add new but related products.Conglomerate Diversification: Add new unrelated products.Horizontal Diversification: Add new, unrelated products for current customers.Retrenchment: Cost reduction to reverse declining profit and sales.Divestiture: Sale of part of the organization.Liquidation: Sale of the company's assets.Strategy formation is an assessment of whether the organization is doing the right things and how it can be more effective. Organizations can become obsolete by following a strategy made out-dated by market changes. Objectives should be consciously developed and coordinated and not just extensions of day-to-day operations.Questions to ConsiderTo deepen your understanding, you are encouraged to consider the questions below and discuss them with a fellow learner, a work associate, an interested friend, or a member of the business community.Consider the following:How do multi-national corporations face global challenges?How do corporations respond to the threats and opportunities of doing business globally?What seems to be working and what is missing for these corporations?ResourcesRequired ResourcesThe following resources are required to complete the assessment.Capella ResourcesClick the links provided to view the following resources:Grand Strategy Matrix Template.SHOW LESSSuggested ResourcesThe following optional resources are provided to support you in completing the assessment or to provide a helpful context. For additional resources, refer to the Research Resources and Supplemental Resources in the left navigation menu of your courseroom.Library ResourcesThe following e-books or articles from the Capella University Library are linked directly in this course:Morden, T. (2007). Principles of strategic management. Abingdon, Oxon, GBR: Ashgate Publishing Group.Course Library GuideA Capella University library guide has been created specifically for your use in this course. You are encouraged to refer to the resources in the BUS-FP4015 – Strategic Planning and Implementation Library Guide to help direct your research.Bookstore ResourcesThe resources listed below are relevant to the topics and assessments in this course and are not required. These resources are available from the Capella University Bookstore. When searching the bookstore, be sure to look for the Course ID with the specific –FP (FlexPath) course designation.David, F. R., & David, F. R. (2017). Strategic management: A competitive advantage approach, concepts & cases (16th ed.). Boston, MA: Pearson.Assessment InstructionsCreate a grand strategy matrix for an organization of your choice. Ideally, the company you choose will be a familiar one and one to which you have easy access, such as your place of employment or a company close to where you live. You may use the same organization for other assessments in this course.You may wish to review the suggested readings listed in the Resources as well as do your own research into completing a grand strategy matrix to prepare for this assessment.Complete the following:Answer the following questions:Is your chosen organization in a weak or strong competitive position?Is the market growth rapid or slow?Complete a grand strategy matrix for your chosen organization using the Grand Strategy Matrix Template linked in the Resources under the Required Resources headings.Compare whether the organization's strategies are aligned with the relevant quadrant strategies, and write a half-page summary on the differences and changes you identify. Make recommendations for changes to the organization's strategy based on your observations.Additional Requirements

no more than 400 words. APA style references a must.Answer the following questions:1) In the Tarbert Trading, Ldt. case the government of Colombia is requiring a Certificate of Origin for the beans? Why?2)Whom would you go to according to the US Department of Commerce to procure a Certificate of Origin for items not manufactured in the United States? How much would it cost to procure a Certificate of Origin for items not manufactured in the United States? 3) In the Tarbet Trading, Ldt. case, how did the parties’ behavior affect the outcome of the case and the status of the contracts? What does this tell us about the importance of good faith in connection with the creation and filing of documents related to international trade? 4) In the Liechtenstein v. Guatemala case the court ruled that Guatemala did not have to recognize Nottebohm’s citizenship from Liechtenstein. Why? What does this tell us about the difference in interpretation of international law (like the definition of citizen) from one country to another and from one country and the International Court of Justice?Support your answers using proper APA citation.