Dansko Presentation

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The Dansko Presentation was presented by myself and fellow classmates in our Global Business Policies Capstone. We analyzed our company, Dansko, and developed a strategy to build the brand into the future.

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Dansko Presentation

  1. 1. Developing Dansko<br />VLACC Consulting <br />Nate Velazquez, Chris Loeffert, Eric Conklin, Jon Czyzewski, Nick Amadio<br />
  2. 2. Overview<br />Industry Analysis…<br />Competitor Analysis…<br />Dansko’s Company Strategies…<br />Potential Options for Growth…<br />Our Recommendation…<br />Implementation of Recommended Strategy…<br />
  3. 3. Problems<br />Transitioning beyond a mom-and-pop business into a mid-sized organization<br />Sustaining growth while maintaining company cultures and values<br />
  4. 4. Overall Economic Overview<br />According to the American Apparel & Footwear Association (AAFA) 2004 annual report<br />US economy showed positive gains by most measures<br />GDP increased 3.5% in 2004<br />Personal income increased 5.5%<br />Personal Consumption Expenditures (PCE) increased 6.3%<br />
  5. 5. Industry Analysis<br />U.S. footwear industry consists of about 100 manufacturers with sales of about $60 billion<br />U.S. Expenditures on clothing and footwear increased 5.0% in 2004 (AAFA)<br />Consumption predicted to continue to increase<br />Comfort Shoe sector surviving sluggish economy<br />Footwear prices staying consistent<br />Prices for rubber footwear increased 0.6%<br />Prices for non-rubber footwear increased 1.4%<br />
  6. 6. U.S. Consumption of Footwear<br />Thousands of Pairs<br />Year<br />
  7. 7. SWOT Analysis<br />
  8. 8. Competitors<br />
  9. 9. Competitors<br />
  10. 10. Dansko<br />Originated in U.S. with a Danish manufacturer<br />Strong company culture<br />9 Different Product Lines<br />“Stay gourmet”<br />Pricing matches competitors<br />Rising costs in production are beginning to affect profits<br />
  11. 11. Option 1 : Not Recommended<br />
  12. 12. Option 2 : Not Recommended<br />
  13. 13. Option 2: Dansko’s Production Effects<br />Price per Pair ($)<br />A…..Dansko’s current production with independent retailers<br />B…..Dansko sells to big box retailers, causing supply and demand to both increase. This results in a lower price and more shoes being sold<br />C…..After selling to big box retailers, the market is saturated and demand for Dansko shoes decreases. This causes the equilibrium quantity and price to drop causing lower profit margins and lower total revenues<br />S<br />S’<br />A<br />100<br />B<br />80<br />C<br />60<br />D’<br />D<br />100<br />125<br />Thousands of Pairs<br />
  14. 14. Option 3 : Not Recommended<br />Continue Independent Upgrading and Utilizing Self Realized Ideas<br />Dansko has been a company built from the ground up<br />They consider themselves as a mom and pop shop<br />Have a close knit corporate culture <br />They have notoriety of being very unconventional in their business ways<br />They promote an environment that promotes everyone in the company to provide feedback and ideas<br />Everyone takes part in every job, “learning as they go”<br />
  15. 15. Option 3: Not Recommended<br />
  16. 16. Option 4: RecommendedNew Organizational Structure<br />Reorganize and modify positions <br />Create universal titles<br />Bring in industry professionals<br />Increase directors’ authority and freedom<br />
  17. 17. Option 4: Recommended<br />
  18. 18. Option 5: RecommendedIncreasing HR focus<br />Bring structure to Mandy’s employee goals.<br />Expand training and development programs<br />Monitor manager-employee relationships<br />Goal setting<br />Performance <br />Mentoring <br />
  19. 19. Option 5: Recommended<br />
  20. 20. Recommendation<br />New Organizational Structure<br />&<br />Increase HR Focus<br />
  21. 21. Implementation<br />Amanda Cabot<br />CEO<br />Peter Kjellerup<br />Executive VP<br />Philomena Curry<br />COO<br />Mark Diehl<br />Senior VP/sales<br />Gwen Livingston<br />HR Director<br />Mitch Meyer <br />IT Director<br />Marc Vettori<br />C/S Manager<br />Catherine Byers<br />Mktg & COMM<br />Mgr.<br />Matilda Mullin<br />Finance (AP)<br />Manager<br />Wendy Convington<br />Credit & Coll. Manager<br />Brenda Zurl<br />HR Admin<br />Navision Programmer<br />Inventory Buyers<br />Christian Shea<br />Mktg. Dev. Mgr.<br />Danielle Alpaugh<br />Sales Coordinator<br />Web Author<br />Retail Outlet Staff<br />Martha Ryan<br />OnLine Bus. Mgr.<br />Tim Lewis<br />Network Coordinator<br />Kim Dunn <br />Warehouse Mgr.<br />LeAnneMcComsey<br />PD Manager<br />QC supervisor<br />PD Coordinator<br />
  22. 22. Amanda Cabot<br />President <br />Peter Kjellerup<br />Executive VP<br />Gwen Livingston<br />HR Director<br />Mark Diehl<br />Marketing /Sales <br />Director<br />Philomena Curry<br />Operations<br />Director<br />Finance<br />Director<br />Sales Manager<br />Mitch Meyer <br />IT Manager<br />Wendy Convington<br />Credit & Coll. Manager<br />Matilda Mullin<br />Finance (AP)<br />Manager<br />Inventory Buyers<br />Catherine Byers<br />Mktg & COMM<br />Mgr.<br />Marc Vettori<br />C/S Manager<br />Training and Development<br />Coordinator<br />Navision Programmer<br />Retail Outlet Staff<br />Brenda Zurl<br />HR Admin<br />Christian Shea<br />Mktg. Dev. Mgr.<br />Web Author<br />Kim Dunn <br />Warehouse Mgr.<br />Danielle Alpaugh<br />Sales Coordinator<br />Martha Ryan<br />OnLine Bus. Mgr.<br />Tim Lewis<br />Network Coordinator<br />QC supervisor<br />LeAnneMcComsey<br />PD Manager<br />PD Coordinator<br />
  23. 23. ImplementationIncrease HR focus<br />Training<br />Development<br />Relational returns of employees<br />
  24. 24. Questions?<br />

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