As it moves to expand its product line to include oak doors, Portico, S.A., is weighing whether to continue using environmental certification of its forestry operations as an integral part of its corporate strategy. When its high-end, residential exterior-use doors were made from tropical mahogany, it was important to have environmental certification in order to avoid controversies about deforestation and to gain entry into important U.S. distribution channels. Now, however, Portico is questioning whether that strategy proved sufficiently beneficial to them to warrant pursuing the same certification for their new line of oak doors. Oak, after all, is not as controversial as tropical mahogany. Portico, S.A., located in Heredia, Costa Rica, manufactures high-end, residential exterior-use mahogany doors for export to the United States. Some of its mahogany is supplied by its subsidiary, Tecnoforest del Norte, established to oversee its natural mahogany forest acquired through a “debt-for-nature” swap in 1987. This operation had earned environmental certification from Scientific Certification Systems. By 1994, Portico's sales had grown to 60,000 units per year. The mahogany needed to satisfy the demand had been obtained by increasing the frequency of cutting in the managed forest and by introducing engineered wood technology (i.e., veneers and butcher-block interior pieces), which enabled Portico to continue making solid mahogany doors while using the raw material in the most efficient manner. In 1994, Portico's management believed that there were significant business risks associated with increasing the company's investment in mahogany forests. Concurrently, the market for high-end exterior doors, both within and outside the United States, was growing. In order to expand its sales, the company would need to use an additional premium wood material, American Red Oak. This would also enable Portico to offer its customers doors made of both mahogany and oak, considered to be the best materials for premium exterior-use doors. Because Portico did not own forests of American Red Oak, it planned to purchase the oak in the United States, ship it to Costa Rica where the doors would be produced, and then reexport the finished doors to the United States and other markets. However, this oak did not carry an environmental certification. Portico's management felt that the environmental certification had been essential in helping them avoid controversies about tropical deforestation and gaining distribution through U.S. retail chains such as The Home Depot, but they wondered whether the same certification would be as important in the case of American Red Oak, an abundant species over which there had been little or no environmental controversy. This case includes strategic management issues about growth strategies and the inclusion of proactive environmental policies in corporate strategies and information on environmental issues and on the high-end residential exterior-use door market in the United States. Environmental information in the case includes descriptions of debt-for-nature swaps, tropical hardwood deforestation, sustainable logging, the history and status of logging in Costa Rica, natural forest management, and environmental certification under Scientific Certification Systems.