Under a main heading Alternatives, develop a list of options. Feel free to include those that maybe “far-fetched” without judging them. Note: ‘Do nothing’ is often an alternative, but will not be the chosen alternative in next week’s Recommendations section (after all, if they should “do nothing,” then there really is not a problem!). There should be multiple alternatives/options for actions to solve the problem (3-8 is typical). Evaluate the alternatives by considering if the company can afford it; whether it will evoke a response from competitors; how employees/customers/ stakeholders are likely to view the change; and how the alternative fits with organizational culture, vision, mission, and goals.