(A)
ADIDAZ | Business Strategy Game | Year 18-21 Operations Report | Group Members: | Nivejan Gunaratnam, President Finance | | Tim Calaiezzi, Vice-President Marketing | | Carl Dela Rosa, Vice-President Accounting | | Rahul Saggar, Vice-President Finance | | Natercia Cordeiro, Vice-President Human Resources | Administrator: | Brian Kasta | Date: | Monday. March.18. 2013 | | |
TABLE OF CONTENTS
I Executive Summary
II Finance
Situation Analysis:
Past Financial results globally
Past Financial results by region
Objectives
Strategies
III Marketing
Situation Analysis:
Global sales and market share
Sales and market share by region
Objectives
Strategies
IV Private Label Operations
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* Increase internet market share by 10.1% from year 17 to 18. * High celebrity appeal in each region. (Oprah Letterman and Kobioshi Jones) * Above average market share in the internet segment in all four regions. * Above average retailor support in all four regions of operations. * Increased earnings per share ($2.64 increase of $0.78 from year 17). * Increased return on equity (8.9 increases of 2.4 from year 17). * Increased stock price ($30.58 increase of $9.12). * Increase credit rating from a C+ to B in year 18. * Current ratio of 3.53 shows that Adidaz is in a healthy situation and has the ability to pay off future debt. (Increase of 0.45). * Day’s inventory held 52 days (decrease of 26 days). * Increased net profit ($20,590 increase of $3,997). * Low reject rate (3.9 which is 0.7 less than the industry average). * Total manufacturing cost 21.04 0.25 lower than industry average. * Obtained private label bid for the Europe/Africa region (593 pairs). * Cash on hand $19,847 (first time). * Adidaz has at least 24% Market share of internet segment in all 4 regions in year 18 all increases from year 17. * Above average market share in wholesale market in the North American * Above average advertising spending in North America and Europe Africa. * Above average retail support in all 4 regions in wholesale market.
Weakness
* Below
Before we can talk about the Strategy Hudson Bay uses we must first answer the the question of what a Corporate and Business Strategy is and how The Bay inaugurates this into their company;
Debt ratio percentages increased for Company G from 28.34% to 29.94%. Industry quartile is 30, 45 and 66 percent, putting Company G below average. Debt Ratio represents strength for Company G.
Current Ratio: There is a slight positive increasing trend in this ratio, with over 4% growth from 2011-2013.
The firm shows positive health for the Shareholders Equity with an equity ratio of 44.2% in 2011 and increasing to 45.2% in 2012. Calculating the percent of total assets that shareholders would receive in the event of company liquidation looks positive and very healthy for any investors or shareholders of this firm. The interest coverage ratio is also at a value that is significantly positive 14.0% in 2011 and 12.8% in 2012. Although 2021 shows a decrease, the company is still very capable of generating sufficient revenues to cover their interest payments on any debt they have incurred.
First of which, is the current ratio. It has been rapidly declining since 2000. To me this indicates that there is a liquidity issue. Each year their trade debt increase exceeds the increase of net income for the company. As a result, the working capital has taken a nosedive from $58,650 in 2002 to only $5,466 in 2003.
Increase in current liabilities Substantial increase in current liabilities weakened the company’s liquidity position. Its current liabilities were US$2,063.94 million at the end of FY2010, a 48.09% increase compared to the previous year. However, its current assets recorded a marginal increase of 25.07% - from US$1,770.02 million at the end of FY2009 to US$2,213.72 million at the end of FY2010. Following this, the company’s current ratio declined from 1.27 at the end of the FY2009 to 1.07 at the end of FY2010. A lower current ratio indicates that the company is in a weak financial position, and it may find it difficult to meet its day-to-day obligations.
The strategic board game Diplomacy focuses on wars, but more importantly the act of negotiating. The players are responsible for forming strategies by both developing and breaking alliances with their competitors. The game is set in Europe during World War I with most teams beginning with similar resources. Each player competes as an either Austria-Hungary, Turkey, Italy, England, France, Russia, or Germany. With at least three home center game pieces on the board, there are strategic movements in order to control one of the eighteen supply centers. This involves phases of negotiation prior to movement of game piece. There is no factor of luck. The main variable in the game is each team’s ability to convince the others to do what they want. The core game strategy is negotiation.
Return on Total Assets was 4.43% which is below five percent. That indicates that the company is not accurately converting its assets into profit. The total for Return on Stockholders’ Equity was 8.89%, however financial analysts prefer ROE to range between 15-20 %. The company’s low ROE indicates that the company is not generating profit with new investments. Lastly, Debt-to-Equity ratio for the company was 1.01 which indicates that investors and creditors are equally sharing assets. In the view of creditors, they see a high ratio as a risk factor because it can indicate that investors are not investing due to the company’s overall performance. The totals of these three ratios demonstrate that the company’s financial state is not as healthy as it should be.
If our company can earn sufficient fund, it is proposed to increase production in Asia-Pacific (AP) region. It is because the production cost in AP is lower than in North America (NA).
“Encouraging Elite minds and bodies one pair of feet at a time.” Elite Feet’s mission is to inspire and foster a global sense of stateliness in footwear, provide quality products to our retailers and customers, and exemplify top-shelf corporate responsibility.
Debt-to Asset Ratio indicates that 48% of AMT's assets money comes from creditors (1985). In addition, the low current ration implies lack of liquidity (1.78 for 1986). Therefore, the company needs to rely heavily on outside financing to meet maturing obligations since there is no operating income.
Spotery and Microsoft’s partnership through the BizSpark Plus program has been essential to drive this startup in terms of technologies and business. Having Azure as a platform to support its systems has provided the company with a reliable platform, enabling it to offer high-availability service that can grow along with the company’s
Lawsons 2010 and 2011 current ratio are above the industry average (1.8:1) however in 2012 the current ratio falls below the industry average at 1.55:1 and than again in 2013 to 1.02:1. This indicates that the company’s ability to pay its debts is
The long-term liquidity risk ratio such as LT debt/Equity, D/E, and Total Liabilities to Total Assets all show a decline from year 2005 due to the repayment of debts. The interest coverage ratio also shows a healthy number of 29.45 in comparison to the industrial average of 15.04 indicating a high ability to pay out its interest expense. Such a low relative risk is not surprising due to the nature of its business depending heavily in R&D development and large intangible assets.
CURRENT RATIO show a company’s ability to pay its current obligations that is company’s liquidity. The current ratio position is lower for Honda at 0.33 than for Toyota at 1.22 in 2010. Honda has a large portion of receivables in assets both in trade, notes receivables and finance receivables. It has a huge portion of cash as well. This indicates the company has no problem in terms of generating a positive influx of assets. But in terms of liabilities it has a large portion of short term debt which makes almost 1/3rd of total Current liabilities. Also there is a significant portion of Long Term debt. The higher level of liabilities in the denominator reduces the overall ratio.