The document is an agenda for "The A Team" discussing the company's financial and strategic performance, strategic vision, and targets. It outlines goals such as becoming the low-cost industry leader through cost savings, increasing market share in Asia-Pacific and North America, and keeping production rates high while lowering reject rates to reduce manufacturing costs. It also discusses monitoring closest competitors and learning lessons like realizing a cost leadership strategy sometimes requires spending money to achieve higher profit margins.

1. The “a Team”Kelli Oshanek, Kristen Storer, Tara Rose, Jessica Vink

2. AgendaFinancial and Strategic PerformanceStrategic VisionPerformance TargetsEvolvement of StrategiesBranded and Private LabelProduction and Workforce StrategyFinance StrategyClosest CompetitorsBranded and Private LabelCompeting against rivalsLessons Learned

3. Financial and Strategic PerformanceNet RevenuesEarnings Per Share

4. Financial and Strategic PerformanceReturn On EquityCredit Rating

5. Financial and Strategic PerformanceStock PriceImage Rating

6. Financial and Strategic PerformanceGlobal Unit SalesGlobal Market Share

7. Strategic VisionTo be the industry leader in low cost strategy allowing our company to save on costs and therefore provide our customers with reasonably priced quality shoes.

8. Performance Targets for Next 2 Years

9. Evolvement of Competitive Strategy in Branded ProductionPriceFew ModelsProduction CapacitySocial Corporate ResponsibilityAdvertising Budgets and Rebate OffersUse of Superior Materials Styling Features, TQM and Compensation

10. Evolvement of Private Label Competitive StrategyRe-enter Market Increase SQ RatingSuperior material usageEnhanced Features and Styling Clear inventoryIncrease Market Share in Asia-Pacific and North AmericaMonitor close Competitors

11. Production & Workforce Compensation StrategyKeep production rates high to reduce manufacturing costs per pairExcellent compensation to ensure productivity and low reject ratesSignificant spending on TQM/ Six Sigma Quality ProgramLowered reject rates from as high as 5% to as low as 1%.

12. Finance StrategyUse minimal external financingCurrent balance sheet shows we have a ten and five year long-term liability These loans were taken to finance the construction of an additional plan, and plant upgradeKeep retained earnings in the company to finance investments for improvements or upgrades

13. Closest Competitors in Branded Label Footwear

14. Closest Competitors in Private Label Footwear

15. Actions to Outcompete RivalsMonitor Inventory LevelsFocus on models we are offeringContinue with best practice methods that align with our strategyMonitor close competitors

16. Lessons LearnedEven with a cost leadership strategy, sometimes you have to spend money to achieve higher profit marginsMonitor only those that are your closest competitorsFocus on the markets where there seems to be the most response (demand)Utilize your resources- research, the player’s guideKnow what attracts your buyers- a low price may not be convincing enoughDon’t rely solely on the next years projected performance

17. ConclusionQuestions?