Jenn McAninch, Cassandra MacDonald, Adam Bushert, Adam Anger.

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FOOTWEAR INC. Jenn McAninch, Cassandra MacDonald, Adam Bushert, Adam Anger

Transcript of Jenn McAninch, Cassandra MacDonald, Adam Bushert, Adam Anger.

Page 1: Jenn McAninch, Cassandra MacDonald, Adam Bushert, Adam Anger.

FOOTWEAR INC.Jenn McAninch, Cassandra MacDonald, Adam Bushert, Adam Anger

Page 2: Jenn McAninch, Cassandra MacDonald, Adam Bushert, Adam Anger.

STRATEGIC VISION

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

Page 3: Jenn McAninch, Cassandra MacDonald, Adam Bushert, Adam Anger.

FINANCIAL AND STRATEGIC PERFORMANCE –NET REVENUES

Page 4: Jenn McAninch, Cassandra MacDonald, Adam Bushert, Adam Anger.

EARNINGS PER SHARE

Page 5: Jenn McAninch, Cassandra MacDonald, Adam Bushert, Adam Anger.

RETURN ON EQUITY

Page 6: Jenn McAninch, Cassandra MacDonald, Adam Bushert, Adam Anger.

IMAGE RATING

Page 7: Jenn McAninch, Cassandra MacDonald, Adam Bushert, Adam Anger.

CREDIT RATING

Page 8: Jenn McAninch, Cassandra MacDonald, Adam Bushert, Adam Anger.

STOCK PRICE

Page 9: Jenn McAninch, Cassandra MacDonald, Adam Bushert, Adam Anger.

GLOBAL UNIT SALES

Page 10: Jenn McAninch, Cassandra MacDonald, Adam Bushert, Adam Anger.

GLOBAL MARKET SALES

Page 11: Jenn McAninch, Cassandra MacDonald, Adam Bushert, Adam Anger.

PERFORMANCE TARGET (+2YEARS)

Year Earnings Per Share

Return On Equity (ROE)

Credit Rating

Image Rating

Stock Price Targets

Year 17 5.34 17.8 A+ 58 80.96

Year 18 4.00 10.5 A 62

Year 19 4.30 11 A 64

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COMPETITIVE STRATEGY

Our beginning strategy

Our ending strategy

Page 13: Jenn McAninch, Cassandra MacDonald, Adam Bushert, Adam Anger.

PRIVATE LABEL COMPETITIVE 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

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PRODUCTION 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%)

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WORKFORCE COMPENSATION 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

N.A Low Average High Co. F

Year 16 4.24 5.14 5.93 4.24

Year 17 4.49 5.09 5.81 4.55

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FINANCE 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

Page 17: Jenn McAninch, Cassandra MacDonald, Adam Bushert, Adam Anger.

ACTIONS TO OUT-COMPETE RIVALS

Continue with High Rebates and Retailer Support

Strive to increase Image Rating by raising S/Q, TQM, Corporate Citizenship

Page 18: Jenn McAninch, Cassandra MacDonald, Adam Bushert, Adam Anger.

STRONGEST COMPETITORS

Companies Cuddyz & E Athletaworx;

Purple: E AthletaworxGreen: CuddyzRed: Footwear INC.

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LESSONS LEARNED