The company popularity has grown and even attracted media attention for the innovative approach to training. On the other hand, Gramen Equipment Company deals in designing, manufacturing, and marketing agricultural equipment. The company is also popular. In 2010, the company had succeeded in recording as substantial as 3 billion dollar profit from its sales and increased its staff to 9, 000 employees. The company has been focussed on realizing growth through acquisitions. As a way of keeping abreast the trending developments, Gramen has looked to employee training to keep abreast, has been extended to those of the acquired firms. The training services would be sought from Attain Learning. Attain Company services would include offering customized online financial courses to a number of middle-level managers from Gramen Company. After the Completion of the Course, Attain Learning would conduct a seminar to reinforce the learned financial principles. Gramen was concerned about extending the training to other product lines offered by Attain learning. There were even chances of having Attain establish a hosting professional Centre for Gramen Company. Thus, two firms have to work together. Attain Learning strategic management structure requires that only the Account Director is to be the person of direct contact with the client. The problem lies in aligning the Attain Learning Organization with the Gramen Equipment firm for efficient operation. Importance of Strategic Fit Before coming up with a strategic fit, it is imperative to acknowledge the importance of having a strategic fit. Undoubtedly, this will inform some of the points to give considerations to in designing a strategic fit. The problem with lacking an appropriate and well defined strategic fit is role overlap, ambiguity, and miscommunication that result in organizational conflicts (Solomon, Bamossy and Askegaard 2011). Such a situation is depicted in real life encounter between Gramen and Attain Learning management. The challenge comes out clear when Kay Sunderland, the accountant director, while busy in his office, received a call from Juan Nunez, a chief learning officer at Gramen, one of the Attain Learning esteemed customers. Nunez wanted Sunderland to call him, as soon as possible. He called back only to be informed that Attain Learning content development officer, mike Morgan, had contacted Nunez. Nunez point was that he did not want to deal with Morgan and did not any interference from him. Sunderland was concerned that no one else was supposed to deal with the client directly other her. In this regard, there is the need of devising a strategic fit that shuns such challenges. Strategic fit is an expression of the degrees in which organizations match its resources and capabilities with the opportunities that exist in the external environments. The matching process assumes the strategic processes, including human resource management and organization restructuring (Bird, 2000).