Wolverine Inc. is a soft drink manufacturer headquartered in Ontario. Over its 40 year history, the company has seen a high level of success in the Canadian market. It is estimated that 8 out of 10 soft drinks sold in Canada is manufactured by Wolverine Inc. Five years ago, believing that all opportunities for domestic expansion have been exhausted, the company expanded into the United States. Despite the high level of competition and differing consumer tastes, Wolverine Inc. has been steadily gaining market share, which currently sits at 20%. The company's CEO, James Howlett, attributes this success to the company's flexible manufacturing process, allowing for quick product customizations at minimal cost and their vast network of distributors. Eager to further grow the company, James felt the best course of action would be to expand internationally. In his opinion, Japan is the best candidate given the recent popularity of "exotic soft drinks." However, while other executives agree that Wolverine Inc. has the capability to scale and customize production, not everyone agreed that Japan was the best destination. Charles Xavier felt that China should be the company's next destination. Jean Grey disagreed with both, stating they should target the United Kingdom citing its similarity to the US and Canada. Ororo Munroe disagreed. She felt that further international growth should not be a priority and they should continue to focus on the United States and Canada. Using the Contingency Decision Making Framework, which model should be used at the organization to come to a decision? Explain why. (2 marks)

Using this decision-making model, describe the decision making process seen at Wolverine Inc. Be sure to list and give a case-specific example for each step of the model (5 marks)