Statement–Argument — Should firms prioritize acquiring new clients? Arguments: I) Yes; new clients expand the revenue base and future growth opportunities. II) No; focusing on acquisition can degrade service to existing clients. Choose the strong argument(s).

Introduction / Context:
Customer-portfolio strategy balances acquisition and retention. Over-indexing on either dimension can harm long-run value.

Given Data / Assumptions:

• Acquisition feeds pipeline growth and diversification.
• Retention preserves lifetime value and referrals.
• Resources (sales, support) are limited and must be allocated.

Concept / Approach:
Argument I is strong: growth often requires new accounts. Argument II is also strong: neglecting current clients can trigger churn and reputational damage. Each is independently persuasive; the optimal strategy is a balanced funnel with service SLAs.

Step-by-Step Solution:

Verification / Alternative check:
Firms often set separate teams/targets for “land” and “expand,” reflecting both arguments’ validity.

Why Other Options Are Wrong:
“Only I/Only II” ignores the countervailing imperative; “Neither” denies basic business truths.

Common Pitfalls:
Chasing growth while underfunding post-sale success management.

Final Answer:
If either I or II is strong.