Instructions: Please state each and every one of your points with suitable examples. Show clear use of all frameworks and processes. Use charts and diagrams whenever necessary and clearly demarcate every section of your answer: use bullets, enumerate, annotate, and ensure clarity of reasoning and legibility of handwriting. NamAn Boutique In late-year 2019 NamAn Boutique started its business of couture, fashions, and fashion accessories in Dhaka city. It was started by two graduates, Namia Mursalin and Anmol Ahmed. Namia had always been a style and fashion enthusiast and had a talent for design. While at university she had helped a few of her friends, including Anmol, with their design and fashion needs by creating exclusive non-commercial couture. Anmol had always been the one with the sales and management acumen and came from a more affluent family. She also had a more extensive network of friends. After graduation from the two forged a business compact and Anmol borrowed money from her family and the two started a small boutique operating out of a redecorated garage in Anmol’s family home in Banani. They began with a small but exclusive festive collection a month before the wedding season of 2019. Thanks to the extended social network that Anmol enjoyed, coupled with the style of Namia’s creations, and a bit of savvy social media marketing on Facebook, NamAn Boutique was almost an instant success. They had started their boutique with only one fulltime tailor, even which they were told was more than what they would need, but by the end of the 2019/2020 wedding season they had on staff a corps of four tailors (working at the back of their make-shift garage showroom) and were still having a difficult time meeting their delivery deadlines. Things were going quite well and they had not only recuperated their original capital investment, which included showroom décor and some sartorial machinery, but were planning to making further investments in machinery in order to bring all their operations in-house, and had already put down a hefty deposit for a small showroom in Banani 11. At that time, they were doing only the most intricate design work in-house and out-sourcing the rest of their tailoring needs. Their average customers tended to be trendy youths, interested in both casual in glamorous traditional wear. They had big plans for their first big Eid season of 2020, the biggest fashion industry event in Bangladesh, where most boutiques tend to generate at least fifty percent of their annual revenues. Namia had already spent months planning a whole new collection and they were ready to launch their new Banani 11 boutique store with a bang. It was exactly at this point that the pandemic hit. Sales didn’t just suddenly drop, everything stopped. All of a sudden, the business wonder that had started as NamAn Boutique found itself completely at sea. The two entrepreneurs were stuck with having spent an exorbitant sum on the showroom and other capital equipment, and had ramped up monthly operating expenses and overheads with the additional tailors, but there was no business. By June, having paid operating expenses and overheads based on earlier optimistic projections, they had exhausted all reserves and from July they had to rely on loans from family. The new showroom was also funded with family loans, again based on rosy projections, so by August, as lockdowns kept persisting, and no end in sight, they were about to exhaust all financial support. The two were lost for ideas. What could they do? Should they just call it quits and chalk up the financial losses (family loans) to experience gained? Should they find new avenues for distribution and make different arrangements for their labor supply? How could they keep NamAn Boutique afloat, let alone garner more success