Introduction to the Problem The article demonstrates the case of CoolBurst, a fruit juice company based in Miami, FL. Louisa Reboredo is the CEO, who spent 15 years working with the company and dedicates most of her time and energy to improving its performance (Wetlaufer). She regularly works on weekends to identify the causes of stagnant annual revenue and the lack of growth. Louisa’s son, Alfonso, buys a drink from a competitor and mentions that CoolBurst’s products are difficult to find, as they are sold only at schools. Louisa realizes that the competitor’s popularity might be explained by their creative approach, which was not encouraged by her company’s former CEO. CoolBurst had been an industry leader in the Southeast for a decade due to its efficient marketing strategy, purchasing/plant operations, and advanced information technology system. The company’s products were sold in multiple restaurants and school cafeterias in Florida, Alabama, Georgia, and South Carolina. As a result of steady growth, the Chicago-based parent company did not interfere with CoolBurst’s operations. However, the past four years have been unproductive, and the senior management contacts Louisa for budget projections and personnel changes (Wetlaufer). The CEO’s concern regarding CoolBurst’s stagnation should be addressed by analyzing the competitive environment and providing relevant recommendations to remedy the situation. Analysis of the Competitive Environment The introduction reveals CoolBurst’s weaknesses in terms of innovation, advertising, and site selection. In addition to these findings, the Five Forces Model developed by Michael Porter might help examine the competitive environment affecting the company and identify the strategies to solve the problems (Todorov and Akbar 183). According to the approach, the collective strength of five forces regulates a business’s profit potential. The ultimate goal of a competitive strategy is to secure a place in the industry by either sheltering from competitive forces or establishing barriers to entry. The first force to consider during the analysis is the competition in the industry. CoolBurst’s conservative CEO rejected the project of Sam Jenkins, a former marketing director, who expressed creativity and developed exotic flavours, such as Mango Tango (Wetlaufer). The ex-employee eventually joined CoolBurst’s start-up competitor, Thirst Smashers, which installed their drink carts in popular locations and developed novel favors and slogans to attract customers. Along with Thirst Smashers, Drink-Ups is another market player that employs aggressive radio advertising and maintains its presence in the Southeast. The second force refers to the threat of new entrants to the market. Todorov and Akbar claim that new players are willing to gain market share by efficiently allocating their finances, introducing technologies, and offering low prices (187). Entry barriers are relatively low for the fruit juice industry due to the capital requirements (advertising costs) and the absence of government restrictions (Todorov and Akbar 189). Entry barriers may include economies of scale (decline in product cost), product differentiation (innovative marketing, customer loyalty), and non-scale cost advantages (favorab