The best alternative Rajeev Singh faced three different options: store network expansion, indirect and direct global outsourcing or vertical integration. Each of the options had its advantages and disadvantages, but based on the past history, it is possible to forecast the most efficient decision. His choice of vertical integration that involved shifting to the manufacture of domestic furniture for its own retail sale was certainly his immediate best alternative. The other two options may not have worked out right for varied reasons. For instance, had he opted for store network expansion, he would only have been trying to re-do a similar venture while leaving his successful chance to fate. He initially founded four branches in different locations; among which, only the Toronto branch seemed to make sufficient amounts of returns to meet the day-to-day costs. This meant that expansion in an area outside Toronto would prove to be just as futile. Since he did not identify any particular location that would have been fully tested on sales performance, the probability of failure was more than half. Secondly, the expansion space that results from store network expansion may allow greater inventory capacity but cannot guarantee sales. Formation of CFM resulted from a similar initiative, which is buying in the very large quantities, which appeared to be only disappointing. Though expansion opens into a different form of advertising, none of the competing firms tried the method, thus its success is based on sheer lack. In addition, the present market presents problems of securing the best sales personnel. Such a market demands products that are self selling and with little competition. However, the furniture market occupied by CFM has many competitors with similar products, some even cheaper. Therefore, increasing inventory of the same product without unique salesmanship may not serve as the best alternative for Singh. Increasing direct and indirect global sourcing also offers a temporary solution to the product quality and uniqueness issue in the store expansion alternative. This choice will increase the profit margin in the long run while ensuring the customers receive exactly those products which they choose. Moreover, the reduced costs would allow the company to sell the products better than their competitors would do at cheap and affordable prices. This would help beat the competition. However, the alternative also has its negative perspectives. It requires significant financial commitment which is not presently available due to the previous business failures. The estimated cash required is $150,000 will result in the monthly warehousing expenses which will be $10000. Moreover, wrong product-selection may result in a similar case as that with the Chinese customer. This can cause huge losses that the company may not be in a position to recuperate. This coupled with the huge cash demands and a looming sales problem that can also arise makes the alternative rather risky. Finally, there is the Vertical integration option. This entailed manufacturing various domestic purchase commodities for its sale. Unlike the other two alternatives, Singh has not tried this option before. However, since all the other alternatives had been partia