Table of Contents

Problem Faced 2
Introduction 2
Key Decision Criteria 3
Alternatives analysis 4
Recommendations
Action and Implementation Plan
Conclusion
Appendix
References

Problem Faced

Rajeev Singh wants to decide whether he should invest more financial resources into his suffering business. He sees alternatives that could potentially turn the business around but is unsure at ultimately what he should do. Competition is becoming fierce in the furniture industry since there are few barriers to enter the market. Consumers will also shop around for the lowest price, since the price is more important than the brand recognition. When deciding what we thought Rajeev should do, we have determined alternatives that we feel would be the most successful for the business.
To determine each alternative, we came up with charts comparing each criteria for the major factors that we decided were most important for the success of Rajeev. By using the SWOT analysis we found the strengths to focus on and the weaknesses to be aware of. We then compiled charts to score each option.
Introduction
The furniture industry has been and continues to be very important industry in probably almost all countries in the world, which have or don't have large forest resources. Like other industries, the furniture industry “is rapidly growing while the market is becoming… fiercely competitive” more than ever. The competition is more intense in both locally as well as globally. Therefore, in order for a firm to continue operating in such fierce competitive environment, they must explicitly have their well-formulated business strategies that are very unique from their competitors. These strategies might perhaps include the unique branding,