1. EXECUTIVE SUMMARY
The current economic trends in South America present an opportunity for XXXXX to explore this
market and to establish operations and new venues in South America. Despite the political turmoil
among countries in South America, the economic trends indicate that this region is growing. If our
new political leadership permits the establishment of much needed trading policies, South
America’s businesses will be forced to compete at a more global level. XXXXX offers the tools and
services that will help businesses and organizations think laterally and obtain a new level of
competitiveness.
This feasibility study has been created for XXXXX as a review of the current trends in culture,
economics, business, labor, consulting competitors and intellectual property in South America. The
four countries considered in this study are Argentina, Chile, Colombia and Peru. The report includes
an analysis of the economic epicenters of each of these countries, including the cities of Buenos
Aires, Santiago, Bogotá and Lima respectively.
This report is as detailed as possible and current as of December 2008. However, business
practices, procedures, laws, costs and timelines do change rapidly in modern business. The new
foreign policy decisions of our next political administration could positively or negatively influence
the speed of economic growth in South America. Therefore, all information posted within this
document should be taken as close approximations.
Past and current human resources practices in South American countries reflect the idiosyncrasy of
“third world” nations. Such characteristics reflect the political, social, cultural and economic reality of
a continent that has struggled throughout history. The four countries considered in this study have
all been on a quest to establish a new image and aspire to find the political and economic stability
that will lead them to becoming first world nations in the years to come.
Determining a country’s idiosyncrasy can be difficult, as it is very subjective. The most reliable way
of understanding the unique culture and habits governing South American relations can be found in
the literature written by recognized authors such as Juan Rulfo, Gabriel Garcia Marquez and Mario
Vargas Llosa, among others. The instruments and consulting services offered by XXXXX are
designed to work well in environments where leaders and executive administrators can “trust” the
accuracy of the Science of Talent ®. This level of trust requires that all other bureaucratic elements
involved in the selection and development of personnel be discarded. To overcome this challenge,
XXXXX needs to make venture decisions based on what makes them unique and the best in their
field. Assessing the organizations and businesses that mirror XXXXX’ philosophy will be the most
time consuming yet critical aspect of establishing a physical presence in South America. This will
require using a long-term strategy that considers the factors that are most important for XXXXX and
its associates.

2. Writing Sample
Preliminary Recommendation
It has been a real pleasure to study the economies of South America and to envision a new
expansion for XXXX. My extensive research has led me to conclude that the current business
opportunities in South America are obvious. After twenty years of conducting the highest level of
consulting practices, I am impressed with the vision and perception of our leaders who have
demonstrated that no matter how big the challenge is, we will succeed because we are armed with
the best people.
This is the first of many steps in making a decision that will expand XXXX scope of operations. Our
success depends on staying true to who we are as a company and by continuing to employ XXXXX’
values and scientific knowledge. South America presents a business environment unlike anywhere
else in the world. Our strategy should be one in which, rather than adapting to a cultural climate,
XXXXX maintains the values and uniqueness that have made our company successful since its
founding. Based on your questions, suggestions and recommendations, I will recruit a team of
XXXXX associates to work on more specific aspects of a business strategy for South America.
If we were to think in terms of the XXXXX Formula, I view the results of this feasibility study as the
interview piece in our selection process. To find the fit, one must visit, observe, interact and
understand if there is the chemistry required to continue developing a business relationship in any
given place. I have personally interacted with people from all of these cities; more specifically, I
have lived for sixteen years in Colombia and throughout my education and work experiences, I
have professionally interacted with Argentineans, Chileans, Peruvians and Colombians.
The following are the key reasons that make the South American market attractive for XXXXX:
+ Both the South American culture and our organization’s culture are based on the power of
relationships. When considering establishing long-term partnerships, our philosophy will
resonate well.
+ Countries in South America are being forced to compete globally. The upcoming market
opportunities, as well as the establishment of new trade agreements, will make the tools we
offer within our science attractive to those executives who want to grow exponentially.
+ The United States has heavily influenced the region for years. Our culture is already a part
of everyday life in schools, workplaces and homes of many families in South America.
+ There is a tremendous amount of talent found in each of these countries. XXXXX has the
opportunity to establish a task force with the values and work ethic similar to people in the
Heartland of America.
+ Many executives and professionals in South America have acquired their education in
American universities. They are familiar with the literature we read and the concepts we use.
Also, language will not be a barrier of communication in many instances. Today, bilingual
education is predominant in South American schools, and executives at the top level not
only speak English, but know the opportunities found in assimilating aspects of our culture.

3. Writing Sample
The strategy used to enter the South American market should be long term. The success of XXXXX
depends on factors such as:
+ The careful selection of key clients that we can fully integrate.
+ The willingness to accept possible future volatility in the region.
+ Make long-term decisions, but be prepared to restructure the strategy in case new laws
develop, other competitors arrive, and basically be prepared for any changes in “the rules of
the game.” A long-term strategy is critical considering the actual state of the economies in
these South American countries, including increased inflation, higher interest rates and
decrease in consumption.
+ We have already started to identify talented people who can potentially become part of our
operation. The recruitment of associates should be constant. Selecting people from the
region will definitely pay off.
+ In the short term, consider alternative options to establishing a full operation in one specific
country. Virtual Offices are one new option, which takes some risk away and makes the
initial investment more attractive.
+ Regardless of location, XXXXX must start serving and exploring Brazil, as its market is large
and the economies of scale are more favorable. The plans for establishing a physical
presence there should be included in the final long-term penetration strategy.
The preliminary recommendation of a particular city to establish an office within South America
considered the following aspects:
+ Being in one specific country does not limit the opportunities available in neighboring
regions.
+ Besides what the indicators and future trends support, XXXXX should provide additional
consideration to those countries where we have established client relationships and where
we already have a network of people who can help us grow. The countries with the majority
of connections right now are Peru and Colombia.
+ If we were to look at all the economic indicators and market potential, Brazil comes in first as
being the most attractive place for investment. Thinking outside the box and stepping aside
from the conventional wisdom will make XXXXX’ strategy successful from the beginning.
Mark Arnold, BellSouth’s executive of Latin America Corporate Development, calls it the
“small country paradox in regards to investment.” Their company made more money in
smaller countries and less in Mexico and Brazil.
Defining the most important investment criteria to our Board is critical in making adjustments to my
recommendation. The most important criteria used in this recommendation considered:

4. Writing Sample
+ Independent risk analysis and rankings conducted by third parties and published by 1Doing
+ Business 2009 Latin America and the ranking summary in the 2Global Competitiveness
Report 2008-2009.
+ Our own ranking considering the economic indicators found in each of the countries’ Ministry
of Foreign Relations.
+ Visits to Lima, Peru and Bogotá, Colombia.
+ Economic articles published by reputable sources about each of these emerging markets.
+ The fit between our founder’s philosophy and the opportunities available in each city.
+ 3
Quality and cost of hiring the local task force.
+ Flying time and strategic location.
+ Established network and current clients.
Based on this current analysis, the following is a ranking of the cities recommended for this initial
stage in the establishment of an office in South America:
XXXXX
XXXXX
XXXXX
References
South America:
Ceballos. D, (2009, January 2). Cities' Toxic Clouds a Tough Enemy: Tierramerica.
Retrieved January 7, 2009, from: http://www.tierramerica.info/nota.php?lang=eng&idnews=2651
Investing in Latin America, When, Where, and How. (2008). A PricewaterhouseCoopers
Transaction Services Roundtable Discussion. Retrieved November 1, 2008, from:
http://www.pwc.com/extweb/pwcpublications.nsf/docid/706665b7c8245abe852570050082304b
Doing Business in Latin America. (2008). 2008 Country Commercial Guide for U.S. Companies.
Retrieved October 7, 2008, from http://www.doingbusiness.org/ExploreEconomies/
1
A co-publication of the World Bank and the International Finance Corporation. This analysis included a set of regulations affecting 10
stages of a business’ life measuring the following criteria: starting a business, dealing with construction permits, employing workers,
registering property, getting credit, protecting investors, paying taxes, trading across borders, enforcing contracts and closing a business.
The data is current as of June 1, 2008. The World Bank encourages dissemination of this work; however, XXXXX would need to acquire
any copyright permission should it need to use the analysis to gain monetary benefits.
2
The Global Competitiveness Report has long been an important tool for measuring competitiveness across countries. XXXXX must
consider the new CGI rankings as its rankings seek to meet the highest standards of academic research and serve the needs of
practitioners. In the latest report, Chile ranks first by far on the list, followed by Colombia, Peru and Argentina.
3
The task force quality reveals the level of education, willingness to work long hours, levels of productivity and desire for professional
growth opportunities.

5. Writing Sample
The World Factbook. (2008). Central Intelligence Agency. Retrieved October 10, 2008, from:
https://www.cia.gov/library/publications/the-world-factbook
The Big Mac Index, (2008, July 24). Burgernomics says currencies are very dear in Europe but very
cheap in Asia: Economist. Retrieved January 7, 2009, from:
http://www.economist.com/finance/displaystory.cfm?story_id=11793125
Peru:
Doing Business in Peru. (2008). 2008 Country Commercial Guide for U.S. Companies.
Retrieved October 7, 2008, from: http://www.doingbusiness.org/ExploreEconomies/
U.S Department of State.(2008). Bureau of Western Hemisphere Affairs. Retrieved September 3,
2008, from: http://www.state.gov/r/pa/ei/bgn/35762.htm
Colombia:
Doing Business in Colombia. (2008). 2008 Country Commercial Guide for U.S. Companies.
Retrieved October 7, 2008, from: http://www.doingbusiness.org/ExploreEconomies/
U.S Department of State.(2008). Bureau of Western Hemisphere Affairs. Retrieved September 3,
2008, from: http://www.state.gov/r/pa/ei/bgn/35754.htm
Fazard. R, (2007, May 28). What's The Most Extreme Emerging Market On Earth?.
Extreme Investing: Inside Colombia An improbable journey from crime capital to investment hot
spot. Can this boom last? Business Week. Retrieved October 7, 2008, from:
http://www.businessweek.com/magazine/content/07_22/b4036001.htm
Chile:
Doing Business in Chile. (2008). 2008 Country Commercial Guide for U.S. Companies.
Retrieved October 7, 2008, from http://www.doingbusiness.org/ExploreEconomies/
U.S Department of State.(2008). Bureau of Western Hemisphere Affairs. Retrieved September 16,
2008, from: http://www.state.gov/r/pa/ei/bgn/1981.htm
Argentina:
Doing Business in Peru. (2008). 2008 Country Commercial Guide for U.S. Companies.
Retrieved October 7, 2008, from http://www.doingbusiness.org/ExploreEconomies/
U.S Department of State.(2008). Bureau of Western Hemisphere Affairs. Retrieved September 16,
2008, from: http://www.state.gov/r/pa/ei/bgn/26516.htm