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Aranco Case Analysis

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Defining the Issues/Problem Statement:
Introduction
Arauco was formed in 1979 when two construction companies merged together to become one. A year after Arauco had already begun expanding, which included “purchasing land and plantations and the installing new technology.” The early expansion of Arauco paid off because the end result of expansion was tremendous. During the 1990s, Arauco introduced new systems and product lines to support more growth. By the early 2000s, Arauco was one of the world’s “premiere forestry enterprise.” Arauco. This led Alejandro Perez, “president and CEO of Chilean forestry company,” to propose a recommendation to invest in a “new state-of-the-art chemical pulp plant.” There are many factors to consider before making an important decision regarding expansion and investment.
The Problem/Issue The problem is the CEO of Arauco is planning to invest in a chemical pulp plant in order to make Arauco the largest producer of market pulp. Although Perez wants the best for Arauco, he is concerned about the “downward trend in market pulp prices over the last few years.” The problem does not to be immediately addressed because currently Arauco is in phenomenal financial standing. Also, the problem does not require an urgent address. Being ahead of Aracruz as the biggest producer of market pulp would be a great way for Arauco to successful grow as a company. However, Arauco is in good standing where it already is. Arauco is beyond successful in the market pulp market.

Analyze The problem on whether or not to expand arose when Perez realized that Arauco could positively benefit from further expansion. He put together a proposal for the board of directors about the possible expansion of Arauco. It is a new issue that Arauco is facing, but it is not a negative issue. It could lead to great expansions and further success financially. The

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