The authors of the required reading for this topic (see DRR) suggest that analysts, academics, business observers, and executives have tools that help them measure quite

The authors of the required reading for this topic (see DRR) suggest that analysts, academics, business observers, and executives have tools that help them measure quite effectively how businesses capture value (Verdin & Tackx, 2015). However, the tools for measuring how they create value are not quite as robust. To help fill the gap, Verdin and Tackx (2015) present a framework that portrays value creation and value capture by firms. Identify one company of interest and summarize what it does in one paragraph. This company must not compete in the telecommunications, technology hardware, pharmaceutical, or retail industries. (These are the industries commented on in the required reading.) For the identified company, suggest which quadrant it fits in: high valuation creation, low value capturing; low value creation, low value capturing; high value creation, high value capturing; or low value creation, high value capturing. Explain why you think this company fits in that quadrant. This is a straightforward exercise in strategic thinking. Remember NOT to choose a company in the telecommunications, technology hardware, pharmaceutical, or retail industries. Pay attention to your answer for Question 3 – that is key. As a class, I hope you will discover the similar strategic factors in companies in each quadrant at the end of the exercise. 300-400 words with in text citations and APA format citations