The CEO of Lenox-Martell, the leading independent soda distributor in eastern Massachusetts, must decide whether to sell the business, continue to grow its existing line, or diversify into fitness equipment. The company's customers, primarily independent bars and restaurants, have a high failure rate. As a result, the number of delinquent accounts has increased proportionate to the growth of the company. The company faced approximately two customer bankruptcies per week and one or two non-sufficient funds (NSF) checks per day. After 17 years of dealing with problematic customers, the CEO wants a change. However, he cannot sell to more stable restaurants, since most have contracts with either Coca-Cola or PepsiCo. If he chooses not to grow the existing business, he can either sell the business or diversify. A more recent opportunity involves the acquisition of a failing fitness equipment maintenance company. The case looks at several issues, including growth through the acquisition of poorly run small competitors, improving operational efficiency through an "open-books" policy, and the use of operational platforms; and the opportunity to acquire a failing fitness equipment servicing company that may represent a turnaround opportunity.