本报告向Bob Clifford提出了两个截然不同的未来建议:通过InCat进行产品多样化:该组织可以生产与目前的开发类似的不同种类的船舶，以达到市场份额的增加，但不能通过目前的模型(Shepherd, 2015)。这不仅将增加本组织现有的消费者基础，而且还能使其他部分的船舶生产的消费者(Zolin, 2015)获得消费者。有许多不同的服务提供商，他们采用不同的船舶类型，目前的产品将使组织增长和提高盈利能力。
渡船制造商的收购:替代或后续建议将收购竞争对手能提供增加的技术发展和资源以增加的大小组织的人力资本和金融资本发展和提供更大的和环境友好船只(Baum et al .,2014)。
Two distinct future suggestions are provided in this report to Bob Clifford: Product diversification through InCat: The organization can produce different kinds of ships similar to the present developments in order to reach increased share of market that cannot be penetrated through the present models (Shepherd, 2015). This will not only increase the present consumer base of the organization but also attain the consumers of the other segments of the ship production (Zolin, 2015). There are a wide range of service providers that employ different ship types that the present offerings will enable the organizational growth and increased profitability.
Acquisition of ferry manufacturer: The alternative or subsequent suggestion will be to acquire a competitor that can provide with the increased technological development and resources in order to increase the size of the organization in terms of the human capital and financial capital to develop and deliver larger and environment friendly ships (Baum et al., 2014).