$($Jade$)$ was established in $1999$ and was a wholly owned company of Diamond Berhad $($Diamond$)$ with a paid$-$up capital of RM$6\mathrm{.}5$ million. At the beginning of its establishment the company carried out commercial activities in the surrounding area. In line with developments then, the company had later diversified its business activities to include management, trade, and education services. The company had five subsidiaries with $100\%$ equity holding. However, only four subsidiaries were active while one subsidiary had been newly established but had not carried out any activities yet. The four subsidiaries were Ruby Sdn Bhd $($RSB$),$

Amethyst Sdn Bhd $($ASB$),$ Pearl Sdn Bhd $($PSB$)$ and Sapphire Sdn Bhd $($SSB$).$ JADE was involved in various business activities through its subsidiaries. Jade's business activities included property maintenance, cleaning services, hotel management, investment holding, provision of training and consultancy services, management services, technology, and travel agencies. Meanwhile, the company that was still in its infancy and had not carried out any activities was Crystal Sdn Bhd $($CSB$).$ CSB was established to venture into restaurant business with a modern and exclusive concept.

The Board was interested to look at the financial and strategic analysis of the Tulip Garden Hotel $($Tulip$)$ located in Kuala Lumpur. It was a $3-$star hotel, enjoying a great location in the vicinity of a Butterfly Park.

If you were the CEO of JADE, what will be your decision and based on what the decision is made?

Why do you think that JADE can confidently proceed with the investment?