When managers envision different "what-if" future alternatives and develop strategic plans to address them, they are engaging in scenario planning. The process of planning scenarios can be considered a microcosm of the overarching framework of this textbook. Analysis is identifying a variety of future scenarios. Formulation is developing strategic plans to address many of those future scenarios. What is the final Implementation phase of scenario planning?

Garrett is an executive vice president at samm hardware. he researches a proposal by a larger company, maximum hardware, to combine the two companies. by analyzing past performance, conducting focus groups, and interviewing maximum employees, garrett concludes that maximum has poor profit margins, sells shoddy merchandise, and treats customers poorly. what actions should garrett and samm hardware take? a. turn down the acquisition offer and prepare to resist a hostile takeover. b. attempt a friendly merger and use managerial hubris to improve results at maximum. c. welcome the acquisition and use knowledge transfer to impart sam hardware's management practices. d. do nothing; the two companies cannot combine without samm hardware's explicit consent.