Discuss how the economic environment in the US culture was changing. How did the changes affect the toy industry and Gilbert? There was a higher demand for low cost, low quality toys that A.C. Gilbert couldn’t compete, until the point where the company introduced 50 new toys for different age groups and toys for girls and preschool children. Although the company tried to change and adapt to the rapidly changing industry, their low quality toys hurt the company a lot, because of the high return rate on some of the poorly built toys. 5.
JC Penney was named on this list for its disappointing stock price relative to the retail industry. Its stock price was down almost 45% from January 1 1995 to December 31 1999, while the S&P Retail Department Stores Index increased by almost 43%. Due to declining sales and a deteriorating customer base, CalPERS believes the market has lost confidence in Penney's management.
$3,000,000 of the inventory happened secondary to a reversal of a previous write down, which was incurred in 2002. There may be questionable tactics involved and the account warrants further analysis. k) The overall decrease in sales and gross profit was due to a new player entering the market. With the entrance of “Stampy”, Elite had to cut their prices, in order to maintain their current market share. This would explain the difference in gross profit and sales revenue.
Mergers, acquisitions, and bankruptcies among manufacturers brought about by declining demand for carpet and rugs, excess manufacturing capacity, and dwindling profit margins reduced the number of carpet and rug manufacturers from more than 300 in the mid-1980s to about 100 companies in early 2000. By 1999, it was estimated that 10 companies in the industry produced 91 percent of carpet and rug sales in the United States. Three companies: Shaw Industry, Mohawk Industries, and Beaulieu of America accounted for about 85 percent of U.S.
The company’s net cash from operations also decreased from 262.69 million to 233.58 million in 2005, a difference of 29.1 million. This decrease in operational cash flow was largely attributed to a significant increase in inventories to 164.41 million from 43.63 million. In addition, Tiffany posted operational losses of 12.03 million and increased prepaid expenses of 16.34 million in 2006. However, the company effectively managed its accounts payables for the year at 17.79 million, a significant change from the prior year. In addition, Tiffany increased ‘other non-cash’ items within its operations to 67.01 million.
Total asset turnover for SciTronics in 2008 can be calculated by dividing $ 244,000 into $ 159,000. The turnover deteriorated from 1.58 times in 2005 to 1.53 times in 2008. 2. SciTronics had $ 66,000 in accounts receivables at year/end 2008. Its average sales per day were $ 668.49 during 2008 and its average collection period was 99 days.
In May of 2011 The SEC filed suit alleging massive fraud against Brooke Corporation’s senior management. The SEC suit alleges that during the fiscal year of 2007 and the first and second quarters of 2008 senior management at Brooke Capital misrepresented the health of their business and its subsidiaries. Brooke Corporation’s business growth strategy relied heavily on its finance subsidiary and franchise fees. The average franchise fee was $165,000 which would have been financed through Brooke Credit Corporation; in the first quarter of 2007 a third of Brooke Corp’s operating revenue was from interest and franchise fees (Phillips, 2007). The same store sales for the first quarter of 2007 were down 3% from the previous year and in the fourth quarter of that year the recession officially started.
Part of what happen with the film industry in 1980s is that the business might be reaching the decline state as it stated that about 60% of all movies lost money. However, under Eisner managing, Disney has been releasing 18 new films per year and later attempt to release 68 films in 1994. Apart from Touchstone Disney also owned 2 more filming companies, Hollywood and Miramax. Due to this increasing number of films, no wonder why Disney finally had some shares in box office. Starting since 1952 Disney was getting into a habit of owning, the company had to either acquired or opened up a new business/divisions almost every year.
The LEGO Case Study 2014 Dimensions of Strategy from John Ashcroft and Company experience worth sharing The LEGO Case Study - New for 2014 About the Author In 2003 and 2004 LEGO announced losses of over $400 million dollars on annual sales of just over $1 billion. The reorganisation plan announced in 2001 had begun to falter. The company was forced to take a hard look at every facet of the operation including costs, overheads, margins, sales, marketing and the product offer. John Ashcroft is an economist and expert in Corporate Strategy. The LEGO case study was developed in 2014 following the success of the Apple Case study.
Until mid of 2004, the company faced a lot of problems which included declining in sales, falling revenues, failing franchisees, closing stores, having problems with the U.S. Securities and Exchange Commission over false and misleading financial statement, and law suits. These leaded KKD to hold back the expansion plans that had been projected. In late 2005, the stock traded around $6 per share, down almost 90% from its all-time high of close to $50 per share. The new strategy had been executed which focused more on a specialty retail strategy than a wholesale bakery strategy, promoted sales at company’s own retail stores and used the ‘hot doughnut experience’ as marketing tactic with customers . An additional strategy is to expand the number of outlets nationally using both company owned stores and area franchisees.