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Pier 1 Imports, Inc. BusinessInformation, Profile, and HistoryShare

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Company Perspectives:Pier 1 Imports offers distinct, casual home furnishings at a good value. Ourever-changing collections are presented in a sensory environment thatencourages customers to have fun shopping for their homes. Pier 1 is a socially conscious company that conducts business with personal and professionalintegrity. We employ committed, caring associates whose first priority isresponding to the needs of our customers.

History of Pier 1 Imports, Inc.Pier 1 Imports, Inc. is a leading specialty retailer, operating more than 800casual home furnishing stores in 48 U.S. states, two Canadian provinces, andin Mexico, Puerto Rico, the United Kingdom, and Japan. The vast majority operate under the Pier 1 Imports name, while the U.K. units are known as 'ThePier' and the operations in Mexico and Puerto Rico consist of 'store within astore' outlets in Sears stores. The U.S. and Canadian stores are typically freestanding units of about 7,500 square feet located near major shoppingcenters or malls. They offer a wide selection of merchandise, including more

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than 5,000 items imported from more than 60 countries worldwide (the bulk coming from Asia), with the principal categories consisting of furniture,decorative accessories, dining and kitchen goods, bath and beddingaccessories, and seasonal items. Sales through the company'sproprietary credit card account for more than 28 percent of overall sales.1960s: The Early YearsCharles Tandy and Luther Henderson opened the precursor to Pier 1 shops in1962 under the name Cost Plus. Henderson was serving as treasurer forTandy's burgeoning Tandy Corporation, which became best known for itsRadio Shack chain. Pier 1 was inspired by the owner of a rattan furnitureimporter and wholesaler in San Mateo, California, who was having creditproblems. To help liquidate costly inventory, the shop owner opened aliquidation outlet in 1958 called Cost Plus. Impressed by the shop's success,Tandy offered the owner of Cost Plus a loan to start a retail Cost Plus outlet. At

the same time, Tandy secured the rights to open and operate additional storesunder the Cost Plus name.The concept behind Tandy's Cost Plus chain plan was relatively simple: astrong U.S. dollar would allow him to import items, including rattan furniture,brass candlesticks, specialty textiles, and other items, at rock bottom pricesfrom countries such as Mexico, India, and Thailand. Even with large markupsthe goods would seem relatively cheap in the United States. Furthermore,items that did not sell well could be easily liquidated by cutting their price tonear cost. Although most of the merchandise was second-rate in comparisonto U.S. or European-made goods, it was popular with the large baby-boomgeneration, most of whom were first-time buyers of furnishings.Tandy opened 16 Cost Plus retail outlets between 1962 and 1965. By 1966,however, Tandy's growing Radio Shack enterprise began to take much of hisattention away from his Cost Plus venture. On February 10, 1966, a group of 30 investors led by Henderson bought Tandy's Cost Plus operation. They changed the name to Pier 1 Imports to reflect the store's import emphasis andembarked on a mission to expand the concept nationally. The original CostPlus outlet remained under separate ownership and eventually grew into thenationwide Cost Plus chain of the early 21st century, one of Pier 1's

competitors.By 1967, Pier 1's sales had already reached $4.5 million annually, and growthaccelerated throughout the remainder of the decade. By 1969, the chain hadgrown to 42 stores and demand for Pier 1's goods was increasing. Pier 1 wentpublic in 1970 to raise money for continued expansion. The company's stock was initially listed on the American Stock Exchange, before moving to the New York Stock Exchange two years later. Pier 1 had multiplied its chain to 123

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stores, which represented sales growth of more than 100 percent since 1968.Among Pier 1's shops were stores that had been opened in Australia andEngland in 1971. During the following two years the chain also branched outinto France, West Germany, the Netherlands, and Belgium.

Pier 1 prospered during the late 1960s and early 1970s by focusing on the baby boom generation, members of whom were looking for interesting, exotic goodssuch as love beads, incense, leather sandals, and serapes. 'You couldcharacterize a lot of our customers as flower children,' recounted Pier 1 chief executive officer Clark Johnson in the Dallas-Fort Worth Business Journal . 'Our stores had the look of an old grocery store ... and,at that time, the appeal was heavily toward cost.' As the 'flower children'rushed to Pier 1 to decorate their dormitory rooms, bedrooms, andapartments, company sales rose to $68 million and earnings to $3.8 millionby 1973.

Mid-1970s to Early 1980s: Reorganizing and RestructuringAfter an explosive decade of growth, Pier 1's fortunes began to change in themid-1970s. Importantly, global inflation and exchange rate fluctuationsexposed Pier 1's unique vulnerability to worldwide financial changes. Foreigngoods became much more expensive, thus diminishing Pier 1's important costadvantage. Furthermore, other retail chains and department stores began tovie for some of Pier 1's market share by offering many of the same importedgoods. To make matters worse, the core group of customers upon which Pier 1had focused its energy was changing; baby boomers were becoming moresophisticated by the mid- and late 1970s and were increasingly interested inmore mainstream goods. According to some critics, Pier 1 lost touch with itspatrons and failed to change its inventory to meet market demands.In an attempt to buoy sales and profits, Pier 1 mounted several reorganizationcampaigns and new marketing strategies during the mid-1970s. The company even tested different types of stores, including specialty retail outlets, artsupply centers, rug stores, and fabric shops. Pier 1 also diversified into severalwholesale operations such as Singapore Candle Company, Southwestern TextileCompany, Rug Corporation of America, and Pasha Pillows. Many of its retailand wholesale experiments languished, and Pier 1 eventually jettisoned most

of them.Although the company failed to sustain the rampant growth it had achievedduring its first ten years, Pier 1's balance sheet had improved slightly by thelate 1970s. By 1979, the chain included approximately 300 stores worldwide,while sales and profits had stabilized. Pier 1 merged with Cousins Mortgageand Equity Investments (CMEI) in 1979 in an effort to boost its capital. Then,

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in 1980, the board of directors brought in Robert Camp to help improve thecompany's performance.Camp had successfully operated his own chain of Pier 1 stores in Canada andhad a knack for retailing. Camp forced Pier 1 to reevaluate its buying

operations and store location strategies. He also focused on improving visualmerchandising techniques. During 1981 and 1982, Pier 1 consolidated its retailimport operations, closed marginal stores, opened larger outlets in moreprofitable locations, and shifted from novelty items to higher quality goods.Investors were impressed by Camp's initiatives. Within two years, salesincreased 41 percent to $165 million and operating income jumped 66percent, to $6 million. Pier 1's stock price quickly rose from about $1 in 1980to more than $7 by 1982.Mid-to-Late 1980s: Refocus on the CustomerJust as Pier 1 began to build momentum under the direction of Camp, controlof the company changed hands. Under the leadership of Charles (Red) Scott,La Jolla, California-based Intermark, Inc., a billion-dollar holding company with a reputation for turning ailing companies around, bought a majority interest in Pier 1. Camp eventually left, and Scott hired Clark Johnson to runPier 1 in 1985. Johnson, who was known as an aggressive and sociablebusinessman, had a varied background that included experience in both thefurniture and sporting goods industries. He had also managed lumberyardsand had partnered with Jack Nicklaus to run MacGregor Golf Co. As presidentof Wickes Furniture he had engineered the turnaround of that company during the mid-1970s. Likewise, he boosted sales at MacGregor from $17million to $50 million in just five years.Like Camp, Johnson initiated numerous changes within the Pier 1organization. He immediately sold Pier 1's two major subsidiaries, SunbeltNursery Group Inc. and Ridgewood Properties Inc. He also jettisoned themail-order business, which lost more than $1 million in 1985 alone. Inaddition, Johnson developed plans to modernize Pier 1's computerinformation systems, upgrade advertising and marketing programs, andconsolidate its North American management offices. Furthermore, between1985 and 1989 he closed more than 60 marginal stores and refurbished most

of the company's existing outlets at an average cost of $190,000 each. Moreaggressive managers were brought in and given the freedom to make criticaldecisions.Perhaps Johnson's most notable strategic contribution during the mid-1980swas improving Pier 1's attentiveness to its customer base. 'It was clear thatthere was a huge audience out there which had once felt a tremendousallegiance to Pier 1,' recalled Johnson in Adweek's Marketing Week, adding 'I

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believed we could rekindle that allegiance if we showed them that we were intune with their new values.' Johnson retained New York PR agency Makovsky & Company to conduct what it termed 'the most comprehensive study of theAmerican home ever undertaken.'

The study was designed with two goals in mind: (1) to determine whether ornot Pier 1 was on track with the values it was emphasizing in its stores, and (2)to generate publicity as the sponsor of the study. Among other statistics,survey findings indicated that 92 percent of college-educated Americans weresatisfied with their homes; 86 percent decorated their homes themselves; 57percent believed that their homes were nicer than what they had grown up in;and an overwhelming majority described their home interior as casual. Ashoped, the media reported the survey's findings and brandished Pier 1's nameon the cover of major national newspapers and on television screens.Confident of his strategy to win back Pier 1's customer base and reposition the

company, Johnson embarked on an aggressive program of growth in 1986. Heset a goal of doubling the total number of Pier 1 outlets by 1990 and increasingthe average floor space and annual sales of the stores. Pier 1 achieved its goalone year early. By 1989 the company had doubled its chain to include morethan 550 outlets worldwide. In addition, profit margins increased and theaverage ticket value of store items rose to $25 (from just $5 in the early 1980s), aided by the 1988 introduction of the Pier 1 Preferred Customer Card,the chain's proprietary credit card. As a result, sales leapt from $173 million in1985 to $517 million by 1990. More importantly, profits soared from $60million to $210 million during the same time period.

Encouraged by Pier 1's success, Johnson boldly proposed expansion plans forthe next decade. 'The best way to predict the future is to create it,' Johnsonstated in Adweek's Marketing Week. He continued: 'Pier 1 Imports has avision of the kind of company it would like to become. By the year 2000 Pier 1will operate more than 1,000 stores, producing more than $1.25 billion insales and serving more than 10 million customers.'Ads by Google

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Early 1990s: Stumbling Through the Recession

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Despite these grand plans, Johnson was forced to slow Pier 1's pace in 1990after seven years of expansion. Economic sluggishness in the United Statesforced the slowdown. Although sales swelled to $562 million in 1991, netincome shrunk as retail markets became increasingly competitive. Pier 1repurchased Sunbelt Nursery Group late in 1990 in an effort to diversify andreduce its total dependence on retail markets. By early 1991, its chain includedmore than 650 stores, but Johnson planned to open only a few new storesduring 1991 and to close several as part of a company consolidation plan. Pier1 trimmed its home office staff, reorganized management, and brought itsadvertising activities in-house to save money. Johnson explained that thecompany was shifting its focus from growth to more acute management of itsexisting operations.Although it stumbled in the early 1990s, Pier 1 was the bright spot on itsparent's list of company holdings. Intermark's other major holdings consisted

of many different kinds of companies, including Dynamark (a manufacturer of mag wheels), Liquor Barns (liquor stores), and Western Sizzlin (restaurants).Intermark's stock price plunged during 1991 from $12 to $1.37 per share as thecompany posted a loss of $67 million (on the heels of a $10 million loss in1990). To avert disaster, CEO Scott was forced to sell Pier 1, making Pier 1 apublic company. Scott's responsibilities at Intermark were reduced as thecompany slid into debt-induced jeopardy. Intermark would declarebankruptcy in 1992, emerging in June 1993 as Triton Group Inc.Economic sluggishness continued to hurt Pier 1 during 1992 and 1993.Although its growth in comparison to the late 1980s was meager, the company

managed to sustain moderate revenue gains and to stabilize profits. Netincome surged to about $25 million annually during 1992 and 1993 as salesclimbed to $629 million. Unfortunately, Pier 1's long-term debt obligationsalso increased, from about $92 million in 1990 to $147 million by 1993. Aspart of a reorganization strategy, Pier 1 repositioned itself as 'The Place toDiscover' in 1992. It also decentralized operations to better serve its 600stores. In an effort to generate capital, Pier 1 again sold its interests in SunbeltNursery.Although Johnson's efforts at Pier 1 were generally lauded by industry observers, some critics characterized his management style as 'glad handling,'while citing his salary as inflated. Moreover, some criticized Pier 1's financialcondition. Of concern to analysts was Pier 1's excessive debt, which hadmultiplied fivefold since Johnson's arrival. In addition, Pier 1's operating costshad increased, significantly reducing the company's overall profitability compared to leaner retailers competing in the same market. Other criticismsaddressed Pier 1's selection of inventory and marketing strategy.

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Buffeting criticism, however, was a history of strong growth and relatively steady earnings. In addition, Pier 1 had boosted its image through charitabledonations, which included a $785,000 gift to UNICEF in 1992. Pier 1 hadstarted donating to UNICEF after Johnson's arrival in 1982 and had suppliedover $3.3 million to the organization between 1985 and 1992 from the sale of greeting cards in Pier 1 outlets. The extremely successful fundraiser wasestablished by Marvin J. Girouard (pronounced 'Gerard'), a Pier 1 veteran whowas named president and chief operating officer of the company in 1988.Mid-1990s and BeyondPier 1's sales surged to $685 million in 1994, an increase of about eightpercent over the previous year, which helped allay doubts about the company'soverall approach. Pier 1 opened 48 new stores and closed 17 during 1994,bringing the total size of its international chain to 636. Pier 1's reach extendedinto most of the United States, with an emphasis on Florida, California, New

York, Texas, and Ohio. It operated 30 stores in Canada and was active inseveral joint ventures, particularly in Mexico and the United Kingdom.Pier 1 continued to emphasize imports from low-cost producers in the mid-1990s. China, its largest supplier, contributed about one-third of its inventory in the early 1990s. Other major suppliers included India, Indonesia, Thailand,and the Philippines. Sales of furniture and kitchen goods each representedabout one-quarter of the company's revenues in 1994. Textiles and jewelry each comprised about 13 percent of sales, and the remainder was attributableto miscellaneous gifts and accessories.

As revenues continued to increase in early 1995, Johnson reaffirmed his intentto pursue the ambitious growth plans he had proffered in 1989. He stillwanted to build the Pier 1 chain to more than 1,000 stores by the turn of thecentury and to push sales past the $1 billion mark. Toward that end, Pier 1 waspursuing growth through a multifaceted strategy in the mid-1990s thathighlighted international expansion. Johnson hoped to open 100 foreignstores by the end of the decade by buying into existing retail chains or settingup joint ventures. Pier 1 was already operating two Pier 1 'stores within a store'in Mexico through a joint venture with Sears de Mexico S.A. which waslaunched in 1993. In addition, the company entered into a partnership with a

chain of ten retail import stores in the United Kingdom called 'The Pier,' aventure that began in 1993.Pier 1 was also striving to boost sales through its credit card , which wasreportedly used in about 14 percent of store purchases in 1994 (totaling $100million), as well as through the creation of smaller, more conveniently locatedstores. To that end, Pier 1 was bucking the retail trend toward giant warehousestores and was initiating a program of building multistore locations that

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provided a better shopping experience (better parking and customer service,and a more pleasant atmosphere). In addition, the company wasexperimenting with new advertising media, including television, in an effort tolure younger buyers. Pier 1 launched its first national television ads in July 1995.Sales continued to increase in 1995 and 1996, reaching $810.7 million in thelatter year. Aiding the increase was further tinkering with the product mix,most notably a cutting back on space devoted to the sluggish apparel category.By 1996 apparel accounted for only six percent of overall sales, and thefollowing year the category was discontinued altogether. Management alsocontinued to push the chain's remaining product offerings upmarket, as thehousehold income of its average customer reached about $60,000 by 1996,compared to $26,600 a decade earlier. As an example of the upscaling of Pier1, Johnson told HFN in 1996 that the chain's most expensive basket sold for

$129, compared to $4.95 in 1985. The average customer ticket total in mid-1996 was $44, a huge increase over the 1980 figure of $5.25.Unfortunately, the earnings picture was not nearly as bright as that of revenues. To wind down its investment in Sunbelt Nursery, Pier 1 was forcedto take writeoffs totaling $37.3 million, including a $14 million charge duringthe 1996 fiscal year. That same year the company suffered a large trading loss.Capital Insight, a firm Pier 1 had hired to invest its excess cash and short-termfunds, lost $19.3 million making risky futures investments that went sour.Following 1995 net income of just $22.1 million, the financial setbacks led to adecline to $10 million in net income the following year. The trading loss also

led to the firing of Pier 1's longtime CFO, Robert G. Herndon, who wasresponsible for overseeing the investments. The company also pursued legalaction to attempt to recover its loss, and subsequently received an $11 millionsettlement during the 1998 fiscal year.International expansion continued in the late 1990s, although the company'sMexican operations suffered from the devaluation of the peso. During fiscal1996 Pier 1 entered into an agreement with Sears Roebuck de Puerto Rico, Inc.to develop Pier 1 'stores within a store' in Sears outlets located in Puerto Rico,an arrangement similar to the one in Mexico. By early 1999 seven Sears PuertoRico stores were offering Pier 1 merchandise. In 1997 Pier 1 entered into ajoint venture with Akatsuki Printing Co., Ltd. and Skylark Group to openstores in Japan. By early 1999 there were 18 Pier 1 stores in that country. Alsoduring this time, the company purchased an Omaha, Nebraska-based nationalbank, which was soon renamed Pier 1 National Bank and which held the creditcard accounts for the company's proprietary card. The Pier 1 credit card wasresponsible for 28 percent of sales by the end of the decade.

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Pier 1's earnings decline appeared to be only temporary, as the company rebounded by fiscal 1998 to post profits of $78 million on record sales of $1.08billion. This also marked the first time sales had exceeded the $1 billion mark.In June 1998 Girouard was appointed CEO, taking over from the retiringJohnson. Girouard added the chairmanship as well in February of thefollowing year. Although sales grew again in 1999, reaching $1.14 billion, thisrepresented an increase of only 5.6 percent over the previous year, comparedto the 13 to 17 percent increases of the previous three years.With markets for new Pier 1 stores in the United States at a minimum, andwith competition increasing from fast-growing discounters such as Cost Plusand such upscale housewares chains as Pottery Barn and Crate and Barrel,Pier 1 Imports appeared to be hitting a plateau, prompting Girouard toinvestigate alternative avenues of growth. He first considered opening asecond chain which would offer discount merchandising, before deciding that

the upscale markets had more potential. In mid-1999 the company enterednegotiations to purchase the privately held Z Gallerie, a retail chain offeringhigh-end home furnishings. The deal, however, fell apart in August, leading tothe immediate departure of another CFO, Stephen F. Mangum, who hadchampioned the acquisition. In the aftermath, the company's stock plunged 33percent in one day. Girouard subsequently abandoned plans to open oracquire a second chain, deciding instead to concentrate on revitalizing the Pier1 concept by cutting prices, opening stores in smaller markets, andexperimenting with larger formats. A 1,000-item online catalog was also beingdeveloped.

Principal Subsidiaries: Pier 1 Assets, Inc.; Pier 1 Licensing, Inc.; Pier 1Imports (U.S.), Inc.; Pier 1 Funding, Inc.; Pier Lease, Inc.; Pier-SNG, Inc.; PIR Trading, Inc.; Pier International Limited (Hong Kong); Pier Alliance Ltd.(Bermuda); The Pier Retail Group Limited (U.K.); The Pier (Retail) Limited(U.K.); Pier Direct Limited (U.K.); Pier-FTW, Inc.; Pacific IndustrialProperties, Inc.; Pier Group, Inc.; Pier 1 Holdings, Inc.; Pier 1 ServicesCompany; Pier 1 National Bank.Principal Competitors: The Bombay Company, Inc.; Cost Plus, Inc.;Euromarket Designs Inc.; Garden Ridge Corporation; HomePlace of AmericaInc.; IKEA International A/S; Lechters, Inc.; Michaels Stores, Inc.;MJDesigns, Inc.; Spiegel, Inc.; Williams-Sonoma, Inc.

Related information about Pier :For architectural piers, see Pier (architecture) .

A pier is a raised walkway over water, supported by widely spread piles orpillars. In Europe however, where ports have tended to use basins and river-

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side quays rather than piers, the term is principally associated with the imageof a Victorian cast iron pleasure pier. An early example of an individualworking pier is Ryde Pier, opened in 1814 to serve ferries between the Englishmainland and the Isle of Wight.

The other form of working pier, often called the finger pier, was built at portswith smaller tidal ranges. Some major ports consisted of large numbers of such piers lining the foreshore, classic examples being the Hudson Riverfrontage of New York, or the Embarcadero in San Francisco. Sometimes a pierhas two decks.

Early pleasure piers were of wooden construction, with iron structures beingintroduced with the construction in 1855 of Margate Jetty, in Margate,England. The longest wooden pier in the southern hemisphere.

•

Williamstown, Victoria - See also: Gem Pier • Port Melbourne, Victoria - See also: Station Pier

Belgium• Blankenberge• Nieuwpoort

Canada• Halifax, Nova Scotia - See also: Pier 21

China• Hong Kong - See also: Star Ferry Pier and Tsim Sha Tsui Ferry Pier

Denmark• Copenhagen

Japan• Yokohama - See also: Osanbashi Pier and Piers of Yokohama

Lithuania• Palanga

Netherlands• Scheveningen - has two decks, the upper one open air, the lower one closed

Poland• Sopot• Gda?sk-Brze?no• Mi?dzyzdroje

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Singapore• Singapore - See also: Clifford Pier

Sweden• Malm

United KingdomThe first recorded pier in the UK was Ryde Pier, opened in 1814 on the Isle of Wight, as a working pier to allow ferries to and from the mainland to berth.The most well known piers are perhaps the two at Brighton in East Sussex andthe three at Blackpool in Lancashire, while the longest is at Southend-on-Seain Essex at 1.34 miles (2158 metres) long. Two piers, Brighton's now derelictWest Pier and Clevedon Pier, are Grade 1 listed.

The National Piers Society gives a figure of 55 surviving seaside piers in

England and Wales. These include piers at:• Aberystwyth• Bangor • Blackpool - See also: North Pier, Blackpool • Bournemouth• Brighton - See also: Brighton Palace Pier • Burnham-on-Sea• Cromer - See also: Cromer Pier • Clacton• Cleethorpes• Clevedon - See also: Clevedon Pier • Colwyn Bay • Deal• Eastbourne - See also: Eastbourne Pier • Great Yarmouth•

Hastings - See also: Hastings Pier • Hythe - See also: Hythe Pier • Llandudno - See also: Llandudno Pier • Lowestoft• Mumbles• Paignton

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• Penarth• Portsmouth• Ryde - See also: Ryde Pier • Sandown• Saltburn-by-the-Sea• Southend-on-Sea - See also: Southend Pier • Southport - See also: Southport Pier • Southwold - See also: Southwold Pier • Swanage - See also: Swanage Pier • Teignmouth• Totland, Isle of Wight• Weston-super-Mare - See also: Weston-super-Mare Grand Pier • Worthing - See also: Worthing Pier • Yarmouth

United States• Asbury Park, New Jersey • Avila Beach, California• Berkeley, California - See also Berkeley Pier • Cayucos, California• Chicago, Illinois See also: Navy Pier • Emerald Isle, North Carolina• Huntington Beach, California - See also Huntington Beach Pier • Naples, FL• Newport Beach, California - See also Balboa Pier and Newport Pier • New York City - See also Chelsea Piers• Oakland, California• Pacifica, California - See also: Pacifica Pier • Pensacola Beach, Florida• Pismo Beach, California• Redondo Beach, California• Saint Petersburg, Florida• San Diego, California - See also: Crystal Pier

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• San Francisco, California - See also: Pier 39• Santa Barbara, California - See also: Stearns Wharf • Santa Cruz, California• Santa Monica, California - See also: Santa Monica Pier • Venice, California• Ventura, California• Olympia, Washington• Seattle, Washington• Tacoma, Washington• Tampa Bay, Florida - See also Skyway Fishing Pier

Statistics•

The oldest cast iron pier in the world is Gravesend Town Pier, in Kent, UK.• The longest pleasure pier in the world is Southend, with a length of 1.34

miles (2158 meters).• The shortest UK pier is now Cleethorpes, at just 335ft.• The UK pier with the biggest height above the sea is Weston Super Mare

Birnbeck.

See also

• Breakwater• Dock • Jetty • List of United Kingdom topics• Seaside resort• Concrete & other Piers for Telescopes

Read more: Pier 1 Imports, Inc. Business Information, Profile, and History - Company,

Stores, Million, Sales, and Chain http://companies.jrank.org/pages/3318/Pier-1-

Imports-Inc.html#ixzz13Tidx1St

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Pier 1 Imports: Company Profile

• Report price : $ 350• Publication date : June 2008• Length : 25 pages• Publisher : Koncept Analytics

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Pier 1 Imports: Company ProfileThis company profile offers a comprehensive analysis of the organization, its business segments, andcompetitors. It analyzes the business and marketing strategies adopted by the company, to gain acompetitive edge in the industry. The profile also evaluates the strengths of the company and theopportunities present in the market.

This profile is of immense help to management consultants, analysts, market research organizations andcorporate advisors.

The objective and scope of various sections of our company profile has been discussed below.

Company SummaryThis section presents the key facts & figures, business description, products & services offered and

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corporate timeline of the company.

Company AnalysisIt involves analysis of the company at three levels – segments, organizational structure and ownershipcomposition. Both business and geographic segments are analyzed alongwith their recent financialperformance. It further discusses the major subsidiaries of the company and the recent merger &acquisitions.

Business DevelopmentsThis section examines the significant developments that have taken place in the company. It is a form of news analysis where the most critical company news is discussed.

Discussion of Business StrategiesThis section talks about the current and future strategies of the company. All business, marketing,financial and organizational strategies are discussed here.

SWOTOur SWOT Analysis is a valuable step in assessing your company's strengths, weaknesses,opportunities, and threats. It offers powerful insight into the critical issues affecting a business.

Financial PerformanceIt discusses the most recent financials of the company and also compares the historical sales & incomefigures with the current and projected figures. The objective is to evaluate the financial health of thecompany. The analyst opinion and stock performance help us in evaluating the performance of thecompany from an investor’s viewpoint.

Competition SynopsisThis section compares the company with its peer group. The comparable analysis and stock movementare aimed at giving an overview of the competitive landscape in the industry and the company’spositioning in its peer group