The main management question is a one$-$sentence question SPANISH VINES: COLOMBIAN MARKET ENTRY $($usually starts with how or what$).$ You do

not need to justify in your $1-$page prep. If I see more than a one$-$sentence question, you will not get

full marks; why? Because it tells me that either you do not have a full grasp of the challenge or that

you perhaps want to cover too many things at once. A case can be analyzed from different

perspectives. Choose just one $($usually$,$ the higher$-$level questions are better$)$

$2)$ In the Analysis of the Situation SPANISH VINES: COLOMBIAN MARKET ENTRY, I do not want to see any data. I want to see perhaps $3$ or $4$ one$-$

sentence lines that denote the root causes of the situation $($not symptoms!$).$ Levels of profit, sales,

revenues, costs, customer satisfaction, etc., are results $($i$.$e$.,$ symptoms$).$ You need to ask yourself

why did they go up or down? When you come up with a first answer, ask yourself again why this first

answer is happening, and then a third and fourth time. The deeper you go$,$ the more likely you will

find a real root cause. In your analysis, perhaps, you find many root causes; write the few ones you

think are most relevant in your $1-$page prep.

Note: You will be able to better identify the most relevant root causes if you analyze the company$$s

situation by applying the tools used in your business courses $($e$.$g$.,$ Abell's business definition model,

$5-$force competitive analysis, value chain analysis, competitive advantage, SWOT, positioning,

generic and marketing warfare strategies, Ansoff's growth matrix, etc.$).$

This does not mean that you are going to fully display these analyses in your $1-$page prep, as there is

no space for that, but only the essence of your findings in point form, meaning, that you do not need

to explain but list them. You will have plenty of opportunities to explain your findings during the

discussion in class.

$3)$ Once you have found root causes, finding alternatives to solve them becomes more straightforward.

Again, here you need to choose which one of the root causes you will find alternatives for. Do not

devise alternatives to solve every root cause you found in the previous step. Establish alternatives to

solve the most crucial root cause from your point of view.

When establishing alternatives $($also considered $$strategies$),$ ensure they are substantially different

pathways that, most likely, a company would not be able to implement simultaneously given the

limited available resources. Think of them as arriving at a junction, and you must decide whether to

go right or left. Your car cannot turn right and left at the same time. If you devise strategies that can

be implemented simultaneously, they are not different alternatives but, most likely, components of a

single strategy.

$4)$ Then you have to determine the Decision Criteria you will use to compare$/$contrast your proposed

Alternatives. In the PPT regarding Case Analysis, I indicated possible criteria you could apply $($this is

just a sample as there could be many more$)$:

Quantitative

Profit

Cost

Return on investment

Market share

Capacity

Risk

Qualitative

Competitive advantage

Customer satisfaction

Employee morale

Corporate image

Ease of implementation

Synergy

Cash flow

Productivity

Staff turnover

Quality of product$/$service

Growth rate

Ethics

Flexibility

Cultural sensitivity

Motivation

Goodwill

You obviously will not use all of them, but just $3$ or $4$ to compare$/$contrast your alternatives, The ones you

think are more relevant to the situation.

$5)$ Use the matrix, indicated in the $1-$page$-$prep format to cover Steps $3($alternatives$),4($decision

criteria$),$ and $5($compare and choose one alternative$)$ in one single diagram. This approach saves a

lot of space.

$6)$ The Action Plan should indicate $3$ or $4$ significant steps the company would need to take to implement

your chosen alternative.