jenn mcaninch, cassandra macdonald, adam bushert, adam anger

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

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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

Page 12: Jenn McAninch, Cassandra MacDonald, Adam Bushert, Adam Anger

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

Page 14: Jenn McAninch, Cassandra MacDonald, Adam Bushert, Adam Anger

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%)

Page 15: Jenn McAninch, Cassandra MacDonald, Adam Bushert, Adam Anger

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

Page 16: Jenn McAninch, Cassandra MacDonald, Adam Bushert, Adam Anger

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.

Page 19: Jenn McAninch, Cassandra MacDonald, Adam Bushert, Adam Anger

LESSONS LEARNED