The chief executive officer of Fishery Products International (FPI), was considering the future of their new venture in Japan. Following several years of research and development, FPI had launched eleven value-added products in Japan eleven months earlier, and sales to date had exceeded all expectations. Despite this early success, questions had been raised about FPI's future involvement in Japan, particularly in the light of the dramatically reduced fishing quotas that had just been announced by the Canadian government. As he reviewed an internal report on the profitability of the new venture, the CEO realized that the company had to decide if it should stay in the Japanese market.
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