• NPAT* excluding sass & bide put option revaluation $129 million, down 5.1% • Strong cash flow supports final dividend of 8 cps, full year dividend 18 cps, fully franked “Continued execution of five-point plan” * Excludes sass & bide put option revaluation: FY2012 ($3.0 million gain) and FY2013 ($2.2 million expense) Image: TBC (TBC) Image: Orla Kiely DELIVERING OUR PLAN / 3 Full year highlights • Sales and gross profit growth in key categories • Myer Exclusive Brands now 20.0% of sales mix • sass & bide double-digit sales and profit growth • Increased recognition of our customer service journey • Ongoing investment: new stores, refurbishments, brands, online • MYER one strengthened with Platinum tier, app launched • Online sales, page views and average monthly visits doubled • Net debt down 11.2%, lending facilities refinanced Image: sass & bide OVERVIEW / 4 12 September 2013 2 MYER Full Year Results 2013 • • • • • Overview Financial update Delivering our five-point plan Investing for the future Outlook Image: Wayne by Wayne Cooper (Myer Exclusive Brand) Financial
Case Study I Giant Consumer Products: The Sales Promotion Resource Allocation Decision Oct. 29, 2013 Table of contents Executive Summary..................................................................................................................2 I. Key Issues..............................................................................................................................3 II. SWOT Analysis....................................................................................................................3 III. Alternatives & Recommendation........................................................................................4 IV. Implementation & Action Plan...........................................................................................7 V. Conclusion............................................................................................................................8 Executive Summary Giant Consumer Products, Inc. (GCP) is a multi-million dollar consumer products manufacture.
Could Hubspot not hire and assign a proportional split of internal software engineers, and sales support staff each dedicated to the market segments Hubspot serves? Verizon offers solutions, products, updates, and customer service for individual users, small businesses and large corporations, all across a multitude of products. I believe the argument that Hubspot should focus on either Marketer Marys or Owner Ollies entirely is a fallacy. Although Marketer Marys (MM) have a higher CLV, lower churn rate, and appear to be growing faster compared to Owner Ollie, (OO) it does not mean that OO’s aren’t profitable and should be ignored. In fact, it is entirely possible that OOs could be more profitable given the market size of OOs is much larger, and ‘Small-size businesses’
Globalization Globalization is one of the biggest trends in today’s business world. Through the advancement of technology the world has gotten much smaller and as a result it is easier to do business across enormous distances. This is a trend sure to continue to grow. Leadership within Verizon is a challenge because it employs people across the globe. It is true this becomes easier with technology but when demands of all the different markets of the world are measured this can led to a much more complex puzzle.
Verizon SWOT Analysis Introduction Verizon Communications Inc. as it is known today is one of the largest mobile providers in the world and came about in 2000 from a merger between two telecommunications giants, GTE and Bell Atlantic. Both companies had strong histories with mergers and acquisitions, and this merger was amongst the largest in business history. GTE had revenues of around $25 billion, and Bell Atlantic had revenues of nearly$33 billion, making the newly formed corporation worth more than $52 billion (Verizon, 2012). Today, Verizon employs more than 193,000 employees, mainly in the United States and is headquartered in New York City. In 2004, Verizon Communications Inc. (VZ) was added to the Dow Jones Industrial Average, which was an extremely powerful move for Verizon, and for the telecommunications industry (“Marketwatch,” 2012).
Threat of New Entrants is weak. Entry barriers are high because of the economy, significant experience-based cost advantages, other cost advantages held by industry members (e.g., access to inputs, favorable location), brand loyalty (which comes from membership and other services), strong network effects and high capital requirements. 5. Substitute Products or Services is moderate. Warehouse clubs like a magnet for customers and pulling them away from other traditional retail channels such as supermarkets, department stores, drugstores, office supply stores, consumer electronics etc… All three warehoused club rivals - Costco, Sam’s and BJ’s – have similar strategies: Low prices, low operating costs, geographic expansion – Costco; Sam’s Club concept is to sell merchandise at low profit margins, which means at low prices to members; and BJ’s offers brand-name merchandise at prices that were significantly lower than the prices found at retail, supermarkets, dept.
12 (Chapter1) 3. Search the web. How are these managers and their companies currently performing? EBay is the world’s leading ecommerce company that enables people to buy, sell and pay online. Also, in 2011 the total value of goods sold on EBay was $68.6 billion more than $2100 every second.
, Walton, who died in April 1992, had built Wal*Mart into a phenomenal s u c c ~ with a 2 0 - par , a venge return on equity of 3376, a nd compound average s a l e growth of 35%. At the end of 1993, WalSMart had a market value of $57.5 billion, and its sales pcr square foot were nearly R O O, c ompard with the industry average of $210. It was widely believed that WalDMart had revolutionized many aspedv of retailing, and it was wcll known for its heavy investment in information technology. David Class and Don Soderquist faced the M e r g e of following in Sam Walton's footsteps. Glass and SoderquLt, CEO a nd COO, had been running thc company since February 1988, when Walton, retaining tlic chairmanship, turned the job of CEO over to Glass.
such as Wal-Mart, target, best buy. • more variety of features. they warehouses have a smaller variety when in comes to the same product Suppliers: Weak bargaining power • many suppliers • low switching cost • many substitutes exist • large quantities are needed Competing Sellers: Fierce competition • buyers demand is growing • buyers switching cost is low • quality better Buyers: weak bargaining power • large membership base • best value Potential New Entrants: low threat • small pool of entry candidates • high barriers to entry • expanding market 3. All three of the warehouse club have similar strategy. Each of the warehouses corporate strategies is growth-concentration, grow and build.
Outsourcing brings proven benefits in the form of economic leveraging, increase in the quality of products and it provides a number of opportunities to less developed countries. For example in recent times, Americans are overwhelmingly supporting the major retail stores like Wal-Mart, Target and K-Mart. The reason behind this consumer loyalty is that it has become much easier to shop at these locations rather than the local mom and pop stores located on the corner of most neighborhoods. The benefit is that you can purchase everything on your shopping list from one location, saving you time, money and gasoline. In a highly competitive business world, on a firm’s priority list is the subject of increasing profit and reducing cost.