1220 Case Competition Finals

1.
DAVID E. WHITE CLOTHIERS

3.
Goals Industry Analysis Alternatives Decision +Action Plan Questions and Answers

4.
Analysis Alternatives DecisionAction Plan RisksAnalysis Alternatives Decision Action Plan Analysis

5.
Analysis Alternatives DecisionAction Plan Goals Increase Sales Growth Maintain Company Image Set Company for Success and Future Sale

6.
Economic  Growing Industry– 3.4% Social and Technological  Shift towards Social Media Analysis Alternatives Decision Action Plan RisksAnalysis Alternatives Decision Action Plan

7.
Analysis Alternatives DecisionAction Plan RisksAnalysis Alternatives Decision Action Plan Customers

8.
Analysis Alternatives DecisionAction Plan RisksAnalysis Alternatives Decision Action PlanAnalysis Alternatives Decision Action Plan

9.

10.

11.

12.

13.

14.

15.

16.

17.

18.

19.

20.

21.

22.
Analysis Alternatives DecisionAction Plan RisksAnalysis Alternatives Decision Action Plan

23.
Analysis Alternatives DecisionAction Plan Risks Professionals Analysis Alternatives Decision Action Plan

24.
Analysis Alternatives DecisionAction Plan Risks  Value White Clothier’s Expertise  Willing to Pay for Quality  Not Brand Loyal Yet  Best Option for Company Growth WHY? Analysis Alternatives Decision Action Plan

25.
Analysis Alternatives DecisionAction Plan Increasing Sales Growth Premium Products and Experience Attract New Customers Earn Customer Loyalty

26.

27.

28.

29.
Analysis Alternatives DecisionAction Plan RisksAnalysis Alternatives Decision Action Plan

30.
Customer Experience Quality Consumer Perception Map AnalysisAlternatives Decision Action Plan

31.
Customer Experience Quality Consumer Perception Map AnalysisAlternatives Decision Action Plan David E. White

32.
Customer Experience Quality Consumer Perception Map AnalysisAlternatives Decision Action Plan Channer’s David E. White

33.
Customer Experience Quality Consumer Perception Map AnalysisAlternatives Decision Action Plan Retail Chains Channer’s David E. White

34.
Customer Experience Quality Consumer Perception Map AnalysisAlternatives Decision Action Plan Indochino Retail Chains Channer’s David E. White

35.
Variety Quality Consumer Perception Map AnalysisAlternatives Decision Action Plan Indochino Retail Chains Channer’s David E. White

36.
Price Quality Consumer Perception Map AnalysisAlternatives Decision Action Plan Indochino Retail Chains Channer’s David E. White

37.
Online Presence Quality Consumer Perception Map AnalysisAlternatives Decision Action Plan Indochino Retail Chains Channer’s David E. White

38.
Customer Experience Quality Consumer Perception Map AnalysisAlternatives Decision Action Plan Indochino Retail Chains Channer’s David E. White

39.
Analysis Alternatives DecisionAction Plan Alternatives

40.
Least amount ofHR Lost Potential Does Not Match Wants Analysis Alternatives Decision Action Plan RisksAnalysis Alternatives Decision Action Plan 2012 2013 Growth Net Sales $993, 300 $1, 025, 550 3.2% Net Income $53, 473 $66, 552 24.5%

41.
Analysis Alternatives DecisionAction Plan RisksAnalysis Alternatives Decision Action Plan Enhances Experience Promotes Loyalty Lucrative Renovations 2012 2013 Growth Net Sales $993, 300 $1, 077, 630 8.5% Net Income $53, 473 $81, 102 51.7%

42.
Analysis Alternatives DecisionAction Plan RisksAnalysis Alternatives Decision Action Plan Enhances Experience Promotes Loyalty Lucrative Renovations Cannibalization Largest Investment Payback: 1.82 years

43.
Analysis Alternatives DecisionAction Plan RisksAnalysis Alternatives Decision Action Plan Enhances Experience Promotes Loyalty Lucrative Renovations Cannibalization Largest Investment Payback: 1.82 years

44.
Possibility to Expand Potentialto go International Market Capitalization Analysis Alternatives Decision Action Plan RisksAnalysis Alternatives Decision Action Plan

45.
Possibility to Expand Potentialto go International Market Capitalization Large Amount of HR No Barber Shop Analysis Alternatives Decision Action Plan RisksAnalysis Alternatives Decision Action Plan 2012 2013 Growth Net Sales $993, 300 $1, 073, 550 8.1% Net Income $53, 473 $71, 862 34.4%

46.
Eventually Retiring Sales GrowthDeclining Losing Market Share Lost Potential Good Reputation Does Not Match Wants Analysis Alternatives Decision Action Plan RisksAnalysis Alternatives Decision Action Plan

47.
Analysis Alternatives DecisionAction Plan RisksAnalysis Alternatives Decision Action Plan Economic Appraisal $199, 761 Current Net Book Value Capitalization of Earnings $420, 493 $532, 416

48.

49.

50.

51.

52.
Analysis Alternatives DecisionAction Plan RisksAnalysis Alternatives Decision Action Plan Decision

53.
Analysis Alternatives DecisionAction Plan

54.
Analysis Alternatives DecisionAction Plan Increase Online Accessory Sales Increase Publicity Increasing Online Market Fits Target Market

55.
Analysis Alternatives DecisionAction Plan Low Cost Increase Interest Communication Fits Target Market Accompanying Online Trend Promotes Online Publicity

57.
Analysis Alternatives DecisionAction Plan Low Cost High Interest Fits Target Market Already Involved Charitable

58.
Analysis Alternatives DecisionAction Plan

59.
Analysis Alternatives DecisionAction Plan Status Quo Showroom + Executive Net Sales $1, 025, 550 $1, 125, 630 Net Income $66, 552 $85, 413 Capitalization of Earnings $532, 416 $768, 717

60.
Analysis Alternatives DecisionAction Plan Renovations Time Input Non Interfering Within HR Limitations Made to Measure Suits

61.
Jan Feb MarApr May June July Aug Sept Social Media Website Look Book Executive Clothiers: -Post Ad -Hire and Train Showroom Movember Oct Nov

63.
THANK YOU! Presentation:  PEST Consumer Analysis  Target Market  Competitive Analysis  Alternatives  Decision/Action Plan Extra Slides:  Movember Campaign  Showroom + Executive Clothiers  Online Marketing Plan  Financials  Why Not Other TM?  Contingency Plan

64.
Account David E.White Status Quo Showroom Executive Clothiers Combo Statement of Earnings for the Year Ended December 31, 2013 Amount ($) Amount ($) Amount ($) Amount ($) Revenues Clothing 811,550.00 863,630.00 859,550.00 911,630.00 Tailoring 71,910.00 71,910.00 71,910.00 71,910.00 Barbershop 142,090.00 142,090.00 142,090.00 142,090.00 Net Sales 1,025,550.00 1,077,630.00 1,073,550.00 1,125,630.00 Cost of goods sold Cost of goods sold 530,209.00 562,055.00 565,249.00 597,095.00 Gross Profit 495,341.00 515,575.00 508,301.00 528,535.00 Operating Expenses Advertising 3,996.00 3,996.00 8,596.00 8,596.00 Amortization 3,839.00 5,839.00 3,839.00 5,839.00 Interest 22,936.00 22,936.00 22,936.00 22,936.00 Insurance 2,051.00 2,155.00 2,147.00 2,251.00 Legal and accounting 2,051.00 2,155.00 2,147.00 2,251.00 Office expense 20,511.00 21,553.00 21,471.00 22,513.00 Rent 98,301.00 98,301.00 98,301.00 98,301.00 Travel 11,281.00 11,854.00 11,809.00 12,382.00 Utilities 9,230.00 9,699.00 9,662.00 10,131.00 Wages 242,849.00 242,849.00 242,849.00 242,849.00 Total Operating Expenses 417,045.00 421,337.00 423,757.00 428,049.00 Net Income before tax 78,296.00 95,238.00 84,544.00 100,475.00 Income tax expense 11,744.00 14,136.00 12,682.00 15,073.00 Net Income 66,552.00 81,102.00 71,862.00 85,413.00

65.
Promotional Methods Facebook Twitter Instagram Movember Foundation In Store WOM http://content.time.com/time/nation/article/0,8599,1933299,00.html

66.
Increase Social Media Activity 148Likes 375 Followers 45 Followers TIME LIKES + FOLLOWERS 1 YEAR 1000 Worst Case Scenario Increase Social Media Activity Paid Advertising

67.
• Bad ExpenseUnableto Hire • Bad ExpenseNo Sales • Restructure TrainingNegative Brand Recognition • Upsell in Store • Online Promotions • Incentives/Discounts Does Not Meet Sales Projections Executive Clothiers Threats Custom Showroom Threats

1220 Case Competition Finals

More Related Content

What's hot

Viewers also liked

Similar to 1220 Case Competition Finals

Recently uploaded

1220 Case Competition Finals