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Jenn McAninch , Cassandra MacDonald, Adam Bushert , Adam Anger. Footwear INC. Provide customer’s with quality shoes for reasonable prices Create incentive to buy through high retailer support and rebates Increase revenues and meet our investor’s expectations. Strategic Vision.
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JennMcAninch, Cassandra MacDonald, Adam Bushert, Adam Anger Footwear INC.
Provide customer’s with quality shoes for reasonable prices • Create incentive to buy through high retailer support and rebates • Increase revenues and meet our investor’s expectations Strategic Vision
Competitive strategy Our beginning strategy Our ending strategy
Originally, we pursued a lower cost, medium quality strategy in all geographic regions • Exited the private label market when we found we could no longer compete with falling shoe prices • Focused on selling only branded footwear Private label competitive strategy
Did not expand production facilities • Utilized plant upgrade options in beginning years to reduce reject rates, improve productivity, and increase S/Q rating • Keep reject rates low/average • Run plants at full capacity (120%) Production Strategy
Focused on keeping $ per pair produced low, and productivity high • Labour Cost per Pair • Average investment in TQM/6 Sigma • Total Compensation for workers was average overall Workforce compensation Strategy
Never acquired unnecessary debt ex; Loans • Maintained solid credit rating ex; Maintained our initial production facilities (in turn not acquiring bad debt and increasing our credit rating) • Repurchased stocks; in order to increase Stock Price, ROE & EPS Finance strategy
Continue with High Rebates and Retailer Support • Strive to increase Image Rating by raising S/Q, TQM, Corporate Citizenship Actions to out-compete rivals
Companies Cuddyz & E Athletaworx; Strongest competitors Purple: E Athletaworx Green: Cuddyz Red: Footwear INC.