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Part (B) reveals that Tucker and his team did decide to adjust their delivery schedule to meet their numbers. Now, two quarters later, the company is in the same predicament - they were almost certain to miss their numbers resulting in low employee morale and high investor anxiety. Once again, Tucker is faced with the question of how to best manage the situation. He considers the option of optimizing the product delivery schedule based on product mix and profit margin. Students are asked to decide whether this ''schedule optimization'' strategy is good business or revenue manipulation as well as to consider the implications on sales reps and the overall health of the business.