All-Star Real Estate Inc. is a rela vely new licensing and educa onal business on the outskirts of downtown Vancouver. Currently, it is housed in a three-story building with twelve presenta on/ training/assessment rooms (on average, each room has 27 seats). As Vancouver is a real estate hotbed with lots of real estate ac vity, the ownership and management are trying to find ways of expanding business opera ons. Hence, they have contracted you, a talented team of MBAs with accoun ng/finance exper se, to supply a business report analyzing the current issues faced by the business with specific, detailed recommenda ons. All-Star a racts a mix of local and interna onal customers. The ins tu on offers compe ve licensing and course/workshop enrollment rates to similar, smaller-sized businesses in the region, but All-Star has benefi ed from the highest growth rate and, hence, now enjoys the largest employee and customer groups. The business has quickly filled to nearly 100% of its physical capacity in three short years (some availability must be maintained for emergency mee ngs and events). Hence, it needs to explore expansion op ons so that it can con nue to serve new customers and generate higher profits. Based on sales data and surveying of customers, the top mo va on for entering business with All-Star is to obtain realtor or real estate appraisal licensing- this is o en the main goal of local customers. However, a close secondary goal for individuals outside the country has been to understand Vancouver real estate be er. With this knowledge, they can make be er investments or help wealthy clients, friends, and family members back home achieve their investment objec ves in the Vancouver area. Some customers have even reported that they have opted to move to Vancouver a er enrolling in a course with All-Star and seeing the beau ful city! The sales data and survey results have the marke ng director, Shelly, reconsidering the businesss marke ng strategy. She is wondering if the businesss marke ng should promote an investment bridge, or even living bridge, into Vancouver- even though there are other f factors which could impact ones ability to move or invest here. Shelly understands that adver sing should be tasteful and ethical but also wants it to be effec ve so that she can impress the higher ups with her work. Local residents and news outlets have raised concern over the availability and cost of real estate in Vancouver. All-Star employees have heard a growing number of complaints from Vancouver residents about their part in making the local housing situa on worse. Although they have pointed out that AllStar also offers workshops and courses on real estate development, and others on ren ng units out, AllStar seems to con nue to get its share of hate in the city. Shelly wants advice on how the business can market itself for growth and s ll improve its brand locally. A real estate oversight board, managed by the BC government, has recently warned All-Star that it will be regula ng the growth of such businesses/industries more closely in the upcoming year. In fact, it is highly likely that All-Star would need to cap customer numbers at end-of-2024 levels. Hence, management believes this to be the businesss final real opportunity to grow without restric ons from the oversight board.