Making Dreams Come True

in this format below

Introduction -

in a paragraph,summarize the issues. (0.5%)

Problem Statement -

in a sentence, describe the major problem that must be resolved. (0.5%)

Stakeholder Analysis (explain it briefly)

Consider the complexity of the situation and the potentially conflicting perspectives of at least three various stakeholders, applying concepts from the text. (4%)

Alternatives

propose and analyze three alternative solutions, which must be supported by concepts in the text, or external research. (2%)

Recommended Solution

- what would advise? How will to implement recommendation? (1.5%)

Conclusion

- briefly summarize why solution best resolves the problem

Making Dreams Come True Carlos Galendez had big dreams but very little money. position changed dramatically when it bought out Cap- He worked more than 10 years washing dishes and tain Ahab's Seafood Restaurants. Two years later, it then as a cook for two major restaurants, all the while expanded into the full-service wholesale distribution of saving enough money to start his own Mexican restau seafood products with the purchase of Ancient Mariner rant. Finally, his dream came true. Galendez opened Wholesalers. his restaurant, Casa de Carlos, with a guaranteed loan. The firm's debt increased, but the price of its stock His old family recipes and appealing Hispanic decor was up and all of its business operations were boom- helped the business gain immediate success. He repaid ing. Then tragedy struck the firm when Carlos Galen- his small-business loan within 14 months and immedi- dez died suddenly from a heart attack. His oldest child, ately opened a second location, and then a third. Casa Maria, was selected to take control as CEO. Maria Gal- de Carlos became one of the largest Mexican restaurant endez had learned the business from her father, who chains in the area. had taught her to keep an eye out for opportunities that Galendez decided that the company needed to go seemed fiscally responsible. Even so, the fortunes of public to help finance expansion. He believed that con- the firm began to shift. Two major competitors were tinued growth was beneficial to the company, and that taking market share from Casa de Carlos, and the sea- offering ownership was the way to bring in loyal inves- food venture began to flounder (pun intended). Also, tors. Nevertheless, he wanted to make certain that his consumer shifts in eating habits and the recession family maintained a controlling interest in the firm's encouraged consumers to spend less, causing the com- stock. Therefore, in its IPO, Casa de Carlos offered to pany some severe cash flow problems. It was up to sell only 40 percent of the company's available shares Maria Galendez as CEO to decide how to get the funds to investors. The Galendez family kept control of the the firm needed for improvements and other expenses. remaining 60 percent. Unfortunately, several local banks would not expand As the public's craving for Mexican food grew, the firm's credit line, so she considered the possibil so did the fortunes of Casa de Carlos. By early 2007, ity of a bond or stock offering to raise capital for the the company enjoyed the enviable position of being business. Her decision could be crucial to the future of light on debt and heavy on cash. But the firm's debt the firm