In early 2014, the family leadership of Bush Brothers & Company, a leading player in canned vegetables, faced questions about the familys vision for the future in light of an imminent leadership transition: third-generation member, longtime board chair, and, until recently, CEO Jim Ethier planned to leave his role as early as 2015 The family was into its sixth generation, with nearly sixty family shareholders spread across four branches Its fourth-generation leadersincluding Drew Everett, Sarah, and Tonyfaced questions about whom to involve in developing a future vision, how to formulate the vision effectively, and what vision would best serve business and family interests The family had grown, too; it was well into its sixth generation, with more than fifty-five family shareholders spread across four branches A central question concerned how to handle the familys vision for the future, especially in light of an imminent leadership transition: Jim Ethier, a third-generation member, longtime board chair, and, until recently, CEO, who was regarded by the family and broader business community as a visionary, planned to relinquish his chairman role as early as 2015, leaving the fourth generation in charge of the businesss and familys future The trust had been an efficient way to pool a majority of the shares, said Tony, brother-in-law of fourth-generation member Kathy and chair of the familys private trust company, who served on the voting trust after his mother-in-law stepped down In early 2014, the family leadership of Bush Brothers & Company, a leading player in canned vegetables, faced questions about the familys vision for the future in light of an imminent leadership transition: third-generation member, longtime board chair, and, until recently, CEO Jim Ethier planned to leave his role as early as 2015 The family was into its sixth generation, with nearly sixty family shareholders spread across four branches Its fourth-generation leadersincluding Drew Everett, Sarah, and Tonyfaced questions about whom to involve in developing a future vision, how to formulate the vision effectively, and what vision would best serve business and family interests The family had grown, too; it was well into its sixth generation, with more than fifty-five family shareholders spread across four branches A central question concerned how to handle the familys vision for the future, especially in light of an imminent leadership transition: Jim Ethier, a third-generation member, longtime board chair, and, until recently, CEO, who was regarded by the family and broader business community as a visionary, planned to relinquish his chairman role as early as 2015, leaving the fourth generation in charge of the businesss and familys future The trust had been an efficient way to pool a majority of the shares, said Tony, brother-in-law of fourth-generation member Kathy and chair of the familys private trust company, who served on the voting trust after his mother-in-law stepped down Assess the clients' current financial condition. Identify the major Strengths, Weaknesses, Opportunities, and Threats. (SWOT) Identify and disclose specific assumptions used in analyzing each goal and need. Discuss the resolution of any conflicts between the clients' goals and needs and satisfy them due to financial or other constraints. Identify the extent to which other professionals are required to implement any recommendations. Conclude by stating your recommendations and implementation plan