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The president of Medtron Limited, a fast growing Canadian manufacturer of wheelchairs, was preparing for a strategic planning session with his management group. In recent years, Medtron had met its sales growth and dealer expansion objectives and earned healthy profits. The president saw tremendous potential for further growth. He was concerned nevertheless that growth might outpace the company''s financial and manufacturing capabilities and that a larger scale operation would create inflexibility. ''Our planning job is to identify any constraints and develop a strategy that maintains our reputation for quality products and fast, personalized service''. As competitive conditions became more difficult and the company''s environment changed, the president had to decide how aggressively Medtron should grow. What are management''s realistic choices and which of these decisions would you recommend?