Below one is a CaseStudy for Intro to Management , kindly read it carefully and provide the Answers for the Questions as

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Below one is a CaseStudy for Intro to Management , kindly readit carefully and provide the Answers for the Questions askedbelow.
Choudhary Grocery Shop In 1965, at the age of 30, Bashir Choudharyopened a small grocery shop in his native town Lahore, Pakistan. Hewas passionate about offering quality food at a good price. Becausehis parents and grandparents owned a farm, he had been able tobuild good relationships with a network of farmers who couldprovide fresh fruit and vegetables at competitive rates. Moreover,Bashir paid particular attention to offering good service to hisclients, making people always feel welcome and cared for in theshop, and occasionally making the extra effort to deliver the goodsto his clients himself. Demand was high, he soon had theopportunity to open a second and then a third shop in other partsof Lahore, a business was born. Bashir traveled to Australia andUSA to learn how supermarkets work there and decided to launch hisown supermarket: a large shop (he got inspiration from Australiansupermarkets, Woolworths and Coles) where customers could helpthemselves and pay at self-service cashier desks. After a fewmonths of trial and error, he found a successful formula based onhis past success with offering good quality and service ataffordable prices, and the business took a new turn. Supermarketsare known to be good businesses in terms of working capitalrequirements, with customers paying by cash or debit card andsuppliers being paid well after the delivery and sale of goods.However, buying land and building the supermarkets required funds:Bashir turned to his family and friends to seek capital and hislocal bank for loans. His parents gave him part of an inheritancein the form of land and some cash, and a friend, Dawood,contributed capital in return for an eventual 10% share of thebusiness. As part of the expansion, Bashir also started to developfranchises with independent store owners who could use the brand inreturn for a fee. The franchises, in time, bought most of themerchandise through a newly-created central buying structure.During the early years of his business, Bashir recruited talentedmanagers from other companies and set aside 10% of the capital toreward them. Family business Bashir's wife, Kausar, alwayssupported him in his ventures. In the beginning, she helped withthe accounting, and when the business grew, she occasionallytraveled with him to visit stores and attended social events withkey managers, franchisees, or suppliers. Their friend Dawood wasoften invited to their home with his wife and only son Kashif.Through these occasions, Bashir and Kausar's daughter Zoha andKashif met and discovered that they enjoyed each other's company.They announced their wedding in 1987. Bashir could not think of amore exciting job for his children than working with him in thebusiness. As soon as they finished University, he invited hischildren Asif, Zoha, and Baber to join him. He also gave each ofthem 5% of the shares in full ownership. The rest of the shareswere split between the managers (10%), Dawood (10%), Kausar (10%),and himself (55%). All three children started as trainees in storesand worked their way up the ladder. Bashir did not show anyfavoritism towards them and encouraged a competitive spirit betweenthe three. Fortunately, Zoha and Baber got along very well, butAsif, the eldest son, was unhappy with his situation. After a fewyears, Asif left the family business with some bitterness andjoined a consulting company specializing in consumer goods andretail. Zoha was put in charge of the consumer credit division, andBaber managed a growing number of stores, gradually taking over thefirm's operations. Bashir celebrated his 80th birthday in 2015, acelebration of the extraordinary accomplishments of a visionary. Hewas in great health, surrounded by his wife Kausar, their threechildren (Asif, Baber, and Zoha), their spouses, and theirgrandchildren (Ali, Sofia, and Affan). Additionally, his eldest sonUsman from a short-lived first marriage also attended Bashir'sbirthday celebrations. Usman had been raised by his mother andstepfather but had become close to Bashir in recent years. Bashirwas still very involved in the key decisions of the business, andmost employees welcomed – and on occasion feared – his regularvisits to the offices and stores. However, he was becoming lesscomfortable with encouraging risk-taking. He had started to havedisagreements with his children, who wanted to try new ideas:reorganizing the franchise system, trying new distributionchannels, using the Internet, and managing the real estate as anindependent entity. There were some heated discussions on thosetopics, and, as a result, they were rarely raised twice. Thecompany was becoming slow to adapt to new market conditions and wasstarting to lose some drive. From the beginning, the business had alegal board of directors consisting of Bashir, Kausar, and Dawood.They formally met around lunch once a year, signed the legaldocuments of the board, the general assembly of shareholders, andenjoyed the friendship and business success. When his childrenjoined the company, Bashir invited them to join the board. WhenAsif left the business, he also left the board despite his father'sdesire to see him stay. Planning the future Bashir and Kausar'sgrandchildren were growing up, and some of them had completed theiruniversity education. Zoha and Kashif, in consultation with Baber(who had recently proposed he take a stronger role in the ChoudharyGroup), invited their older children, Ali and Sofia, to join thebusiness and board. Sofia started working in the supermarket as ashelf manager, while Ali was asked to investigate internationalexpansion into neighboring countries. During that time, Zoha'syounger son, Affan, started a software house with his friends andapproached Baber (who hopes soon to become the CEO of the ChoudharyGroup when his father Bashir finally retires) to talk aboutpossible synergies with the Choudhary Group. At this point, Baberfelt that action was needed to head off some major issuespotentially facing the business and the family. Baber advocatedsome urgent reflection on strategy and felt the board of directorswas not fulfilling its role. Board of Directors: Bashir (ChiefExecutive Officer, CEO) Kausar (Chief Financial Officer, CFO &Public Relations (PR) manager) Dawood Senior (Friend, Financier)Baber (Operation manager in new stores and supermarkets) Zoha(Consumer credit division manager) Ali (International expansionmanager) Sofia (Supermarkets' shelf manager)
Q1. What is organizational structure? Which structure typeis present in the case study? Explain that structure type? Its prosand cons Conclusion
Q2 .What is SWOT analysis? What are the strength, weakness,opportunities and threats in the above slide? Method ofinternational expansion of the store? Pros and cons
Q3 . poster five step model ?
Q4. Managerial challenges and trends