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This is a Spanish version. This is part of a case series. Aertec is a company in the aeronautical sector with international presence that had closed 2019 with a record turnover (EUR33.5 M). The profits, however, was being penalized for its constant innovation and diversification. Aertec had four lines of business, clearly differentiated. The two most consolidated ones are profitable, while the two most recent were subsidized and the company thought that they could make a difference in the medium-term future. All had good forecasting and all required investment. In the strategic plan it would be necessary to decide what to do. Whether to continue betting on all four at the same rate, even affecting the result, or choose what to prioritize.