Ms. Verena Gerber, managing director and primary owner of Eco Paraiso, was wondering how to market and operate her nature-oriented, upscale, ecolodge in Yucatán, Mexico. Although the lodge was five years old, it still had not broken even in any fiscal year. Her co-investors indicated they were getting impatient with the lack of profits, and were beginning to express doubts about the financial viability of ecotourism. The terrorist attacks of September 11 had made matters even more difficult. International tourism across the world registered dramatic declines after the attacks, but bookings at her hotel, as well as at others, were beginning to rebound slowly. Her recently hired manager, Max Voggensperger, an experienced hotelier from Switzerland, was optimistic about the potential of ecotourism in Mexico, and believed Eco Paraiso offered some unique benefits to a variety of tourists. But Ms. Gerber was not sure about what to do