The company operates three women's clothing brands that target different age groups. It has a large store footprint and loyal customer base but plans to close 170-175 stores to focus on more productive locations. The presentation identifies opportunities to improve the customer experience, brand positioning, use of customer data and analytics, and financial discipline.
Before you start writing your marijuana business plan, spend as much time as you can to reading through some samples of a farm and food production business plans. Not only will that give you a good idea of what it is you’re aiming for, but it will also show you the different sections that different entrepreneurs include and the language they use to write about themselves and their future plans.
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Source: https://upmetrics.co/template/marijuana-business-plan-example
Restaurant Monthly Update - January 2017Duff & Phelps
December marked the ninth month out of the past ten with declining sales for the restaurant industry. Both same-store sales and traffic growth deteriorated from November’s results, officially marking 2016 as the worst year of industry performance since 2009. Despite challenges in the sector, private equity investors with significant dry powder and strong, relatively inexpensive credit, will likely continue to fuel investment in innovative and rapidly expanding restaurant concepts.
Senior retail executive with experience improving organizational design and efficiency with a proven track record of specific measurable success. Strong business planning and execution skills highly tuned for profitability and productivity. Broad understanding and hands on experience with industry leading tools and processes related to pricing, replenishment, allocation, assortment, planning, financial planning, business intelligence, and optimization.
Before you start writing your marijuana business plan, spend as much time as you can to reading through some samples of a farm and food production business plans. Not only will that give you a good idea of what it is you’re aiming for, but it will also show you the different sections that different entrepreneurs include and the language they use to write about themselves and their future plans.
We have created a sample marijuana business plan example for you to get a good idea about how a perfect marijuana business plan should look like and what details you should include in your business plan.
Source: https://upmetrics.co/template/marijuana-business-plan-example
Restaurant Monthly Update - January 2017Duff & Phelps
December marked the ninth month out of the past ten with declining sales for the restaurant industry. Both same-store sales and traffic growth deteriorated from November’s results, officially marking 2016 as the worst year of industry performance since 2009. Despite challenges in the sector, private equity investors with significant dry powder and strong, relatively inexpensive credit, will likely continue to fuel investment in innovative and rapidly expanding restaurant concepts.
Senior retail executive with experience improving organizational design and efficiency with a proven track record of specific measurable success. Strong business planning and execution skills highly tuned for profitability and productivity. Broad understanding and hands on experience with industry leading tools and processes related to pricing, replenishment, allocation, assortment, planning, financial planning, business intelligence, and optimization.
30 Years and Growing1$ at a time30years strong, or.docxtamicawaysmith
30 Years and Growing
1
$ at a time
30
years strong, or
12 0
profitable fiscal quarters, or
1,565
weeks of sustained growth to our
14,334
locations across the U.S. and Canada, with
each store dedicated to making shopping a
fun, exciting, rewarding experience for every
of our customers.
2016 Annual Report
1986 – Opened its first five
stores - named Only $1.00
(3 VA, GA, TN)
14,334
stores at year-end,
serving customers
with great values
and convenience.
Delivering Value
and Convenience
to Customers
for 30 Years.
Dollar Tree, Inc. is the world’s leading operator
of $1 price-point variety stores. The Company
also offers value at the fixed price-point
of $1.25 CAD at its 226 stores in Canada.
Additionally, the Company operates nearly
8,000 stores under the Family Dollar banner,
which provides customers with a broad
selection of competitively priced merchandise
in convenient neighborhood store locations.
Overall, Dollar Tree operates more than 14,300
stores across the 48 contiguous states and
five Canadian provinces, supported by a
coast-to-coast logistics network and more
than 176,000 associates.
A Fortune 200 Company, Dollar Tree has
served North America for more than 30 years.
The Company utilizes store support centers
in Chesapeake, Virginia and Matthews,
North Carolina. Dollar Tree continues to grow
and is reaching new customers on-line at
www.DollarTree.com.
Dollar Tree 2016 Annual Report 1
2012 2013 2014 2015 2016
8.6
15.5
20.7
7.87.4
NET SALES
($ in Billions)
2012 2013 2014 2015 2016
$2.90
$1.26
$3.78
$2.72$2.68
EARNINGS PER SHARE
Financial Highlights
(a) On July 6, 2015, Dollar Tree acquired Family Dollar Stores, Inc. The results of operations for Family Dollar are included in Dollar Tree’s results of operations
beginning on July 6, 2015.
(b) The 2014 results include interest and expense totalling $75.2 million related to the acquisition of Family Dollar Stores, Inc. The impact of these expenses
represented $0.22 per diluted share.
(c) The 2012 results include the impact of a 53rd week, commensurate with the retail calendar, and a gain on the sale of our investment in Ollie’s Holdings, Inc.
The extra week contributed $125 million of revenue and $0.08 diluted earnings per share. The gain on the Ollie’s sale amounted to $0.16 diluted earnings
per share. All other fiscal years reported in the table contain 52 weeks.
(d) Reflects 2-for-1 stock split in June 2012.
(e) Family Dollar was not included in the determination of these items.
(f) Family Dollar was only included in the determination of these items for the year ended January 28, 2017.
2016 2015(a) 2014(b) 2013 2012(c)
Income Statement Data:
Net sales $20,719.2 $15,498.4 $ 8,602.2 $ 7,840.3 $ 7,394.5
Gross profit 6,394.7 4,656.7 3,034.0 2,789.8 2,652.7
Selling, general and administrative expenses 4,689.9 3,607.0 1,993.8 1,819.5 1,732.6
Operating income 1,704.8 1,049.7 1,040.2 970.3 ...
Managing Marketing Communications for Francesca'sAkanksha Jain
This plan deals with an in-depth analysis of Francesca's present marketing efforts, and suggests pointers to help make the marketing communication efforts more integrated. Topics covered are:
1. Background/Situation Analysis
2. Customer Groups
3. Program Objectives
4. Channels & Contact Points
5. Content & Message Strategy
6. Measurement and ROI
7. Budgeting & Organization Considerations
It’s never too early to start preparing for Christmas in ecommerce! That’s why Nosto is helping brands jingle all the way to success for their most lucrative peak season yet. Learn about winning strategies that you can count on to optimise the user experience, captivate your customers and maximise on the additional traffic that Q4 brings.
2. 1
Forward-Looking Language
Our discussion includes forward-looking statements which are subject to and protected by the Safe Harbor
statement. These forward-looking statements are subject to a number of factors and uncertainties that
could cause actual results to differ materially. The company does not undertake to publicly update or revise
its forward-looking statements, even if experience or future changes make it clear that projected results,
expressed, or implied by such statements, will not be realized.
3. 2
A Strong Foundation…. …With Clear Operating Improvement Opportunities
1. Priority: Evolve our customers’ experience
2. Priority: Strengthen our brands’ positioning
3. Priority: Leverage actionable retail science
4. Priority: Sharpen our financial principles
Three powerful, differentiated brands that serve
attractive consumer segments with moderate to
high income levels
Loyal customer base we know well through
capturing customer information on over 90% of
our transactions
Unparalleled service that is unique and nearly
impossible to match
Leading omni-retail capabilities
Renewed financial discipline
Shareholder value creation through capital
return
First 120 Day Observations
1
2
3
4
4. 3
Powerful, Differentiated Brands that Serve Attractive
Consumer Segments
1 % of total sales excludes Boston Proper.
Comfortable, relaxed fit and modern
style. Accessories coordinate for an
individualized, outfitted wardrobe
Founded in 1983 as a boutique selling Mexican
folk art and cotton sweaters from a store on
Florida’s Sanibel Island
Iconic brand with a cult-like following of
loyal customers of women 45 years and
older
2015 Sales: $1,358mm (53% ofTotal Sales)1
>600 boutiques across the U.S., Canada, Mexico
and Puerto Rico
>100 outlets
5. 4
Powerful, Differentiated Brands that Serve Attractive
Consumer Segments
1 % of total sales excludes Boston Proper.
Feminine and affordable alternative to
designer fashion. Primarily in black and white and
seasonal color splashes
Aspirational and sophisticated styles fill a
niche for fashionable women 35 years and
older
2015 Sales: $871mm (34% ofTotal Sales)1
>434 boutiques across the
U.S., Canada and Puerto Rico
>72 outlets
6. 5
1 % of total sales excludes Boston Proper.
Powerful, Differentiated Brands that Serve Attractive
Consumer Segments
Beautiful and sensuallingerie, loungewear
and beauty. Embracing women with
luxuriously soft fabrics, innovative fashion,
and an always perfect fit in
sizes 32A-44G and XS-XXL
Enviable position that caters to a vastly
underserved market focusing on
women 35 years and older
2015 Sales: $332mm (13% ofTotal Sales )1
>260 boutiques across the U.S.,
Canada, Mexico, and Puerto Rico
>15 outlets
7. 6
Leading Omni-Retail Capabilities
Long before anyone else, we were tying
purchases directly to specific customer
names
— Customer information databases
— Converted paper customer books to
digital (iPad)
— Drove incremental appointment sales and
ADS by expanding associates’ visibility of
customers’ category of loyalty
Improved Store Technology
— Rollout of a new POS system
— Introduction of the customer book to
allow store associates visibility to past
customer behaviors
– >90% of revenues were derived from
customers in loyalty programs
Chico’s FAS Customer Analytics
9. 8
Reduced Promotions & Better Inventory Management Disciplined Capex
Commitment to Financial Discipline
Result: Increased Gross Margin
Result: Improved Cash Flows
29% Reduction in Capex
Commitment to financial discipline served us well during 2015 — we achieved record sales and gross margin in the first
half of the year, and continued to improve gross margin leverage in the second half, despite a slowing sales environment
$ 120
$ 85
2014A 2015A
Capex Spend Declined (29)%
38.5 %
38.8 %
2014A 2015A
Gross Margin Improved +30 bps1
1 Pro forma for reclassification of shipping and occupancy expenses. Excludes Boston Proper.
10. 9
Significant Return of Capital
Source: Company filings and Capital IQ
$334 million returned to shareholders through dividends and share repurchases over the last year, representing nearly 3x
free cash flow. $1 billion returned to shareholders through dividends and share repurchases since share repurchase
program began in the 3Q10
Since 2010, over $1.1bn has been
returned to shareholders
~140% of free cash flow
$ 28 $ 34 $ 35 $ 38 $ 46 $ 44
$ 19
$ 183
$ 112
$ 252
$ 18
$ 303
$ 48
$ 217
$ 146
$ 290
$ 64
$ 347
2010A 2011A 2012A 2013A 2014A 2015A
Dividends Share Repurchases
11. 10
Realignment of Marketing and DCOM to Reduce Costs and Optimize
Shared Services
In 1Q, we launched a comprehensive review of the Company’s cost structure
On April 25th, we announced the realignment of Marketing and Digital Commerce functions
— Brings marketing decision making and accountability back to brands, closer to consumers
— Reduces complexity while improving execution
— $14 million of annual cost savings
Marketing realignment is just the start. More to come
We are examining every part of the business to reduce costs and improve efficiencies, while also ensuring we do not
compromise the brand and service differentiators that are pillars of our success
12. 11
A Strong Foundation…. …With Clear Operating Improvement Opportunities
1. Priority: Evolve our customers’ experience
— Integrate our digital and physical retail
environments to have the agility to meet our
customers’ expectations as their relationship
with digital evolves
2. Priority: Strengthen our brands’ positioning
— Leverage the connection we have with our loyal
customers, attract new customers, and
continue to deliver unparalleled service
3. Priority: Leverage actionable retail science
— Develop algorithms and models to drive and
enable real-time decision-making to improve
how we go to market, stock our product, and
interact with our customers
4. Priority: Sharpen our financial principles
— Drive further savings through leveraging our
shared services model, optimizing our
occupancy costs and ensuring a high ROI on
marketing spend
Three powerful, differentiated brands that serve
attractive consumer segments
Loyal customer base we know well through
capturing customer information on over 90% of our
transactions
Unparalleled service that is unique and nearly
impossible to match
Leading omni-retail capabilities
Renewed financial discipline
Shareholder value creation through capital return
A Leading Retailer Well Positioned for Growth and Value Creation
1
2
3
4
