Download presentation
Presentation is loading. Please wait.
Published byDuane McKinney Modified over 8 years ago
1
MGMT 495 Summer 2011: Kelly Bossolt Marta Kovorotna Sarah Smith
2
Financial Analysis: How big is the apparel industry? IPO Inditex compared to competition External Analysis: Competition, who and where Global Retailing Trends (QR) Internal Analysis: JIT Telecommunications Backward Integration Each brand, separate entity MGMT Vertical Integration
3
How big is the world apparel trade market?? http://www.teonline.com/industry-overview.html
4
Company:Operating Margin: EBITD:Current Ratio: Inditex (ITX.MC)18.0723.20B1.66 H&M (HMb.ST)19.9823.61B2.36 Gap (GPS)12.91EBITDA 3.48B2.33 http://uk.reuters.com/business/quotes/financialHighlights?symbol=ITX.MC http://uk.reuters.com/business/quotes/overview?symbol=HMb.ST http://finance.yahoo.com/q?s=GPS&ql=0
5
End of 2001 €340 million net income on revenues of €3,250 million 1,284 stores 515 outside of Spain generated 54% of revenue Capital Expenditure split 80%, 10%, 10% 2002 €510-560 million of CAPEX: 230-275 was spent on new stores (across all chains)
6
May 2001 Launch of IPO (26% of shares sold to public) Stock price increased 50% by 2002 Market valuation of €13.4 billion
7
2001 Largest and most internationalized of all 6 chains 507 stores, 282 of which were in 32 countries outside of Spain €1,050 million of company’s capital (72% of the total) EBIT at €441 million (85% of total) on sales of €2,477 million (76% of total)
8
Net Sales: €2,960m Gross Profit: € 1,741m Net Income: €332m 78 countries 5,154 stores
9
Apparel trade 1990s China – export powerhouse, Japan European Union: Turkey, North Africa, sundry Eastern Europe United States: Mexico, Caribbean Basin Multi-Fiber Arrangement (MFA), since 1974 2002, post-MFA world 2005, reduced tariffs (7-9%)
10
Li & Fung, Hong Kong’s largest trading company Multinational supply chain: Jacket: Filling- China, outer fabric-Korea, zipper-Japan, inner lining- Taiwan, elastics and label–Hong Kong – shipped to US. Liz Claiborne, 1976 Outsourced production 1990s, restructure of suppliers Backwards Integration vs. pure middleman
11
1990s, the increasing concentration of apparel retiling Retail chain’s sales: 85% U.S., 70% Europe, 40% Latin America and East Asia, 10% China and India Promotion of Quick Response (QR) Reduced forecast errors and inventory risks Probing the market Compression of cycle times Improved information technology Globalized apparel retailing 2000, spending on apparel €900 billion Per capita spending Local variation in customers “get big fast”
12
The Gap 1969, San Francisco 90% international production 1987, international expansion: UK, Germany, Japan 1990s, Banana Republic, The Gap, and Old Navy Frailer to repositioning Hennes and Mauritz (H&M) 1947, Sweden All production outsourced Quick to internalize Lower price than Zara Expensive advertising Fewer designers
13
Benetton 1965, Italy Investment in controlling subcontractors’ production activities Little downstream investment Narrowing product lines 1990, hit saturation World Co. of Japan Comparable cycle times Integrated backward into manufacturing Depressed Japanese market Comparable cycle times
14
Retailers to aristocracy Home to thousands of small apparel workshops Sophisticated local demand Spanish consumer vs. Italian buyer Quality fabric from local suppliers 1980 Vertical integration Sourcing from Far East 200 external suppliers
15
Third party delivery services KLM & DHL Customers know the delivery day “Buy now because you will not see this item later” Market entry via franchising and joint ventures Cyprus, 1996 Turkey, 1998 49:50 split
16
Just in Time (JIT) Manufacturing Enabled a Quick Response Improved Coordination Faster market shifts with increased flexibility Reduced forecast errors and inventory risks Compressed cycle time Telecommunications Supply, production, sales locations Tracking system Preferences Repeat orders
17
Backwards Integration Manufacturing of most time-sensitive items Ship directly from the central distribution center to stores Fast cycle times New design to finished good in 4-5 weeks Modifications in 2 weeks Industry had 3-6 month cycle times Reduced working capital and enabled continuous manufacturing Bulk of products out much later than competitors with more time to prepare
18
Each brand was its own separate entity Different Strategies, Product Designs, Manufacturing, Distribution, Image, Personnel, etc. Group management Strategic Vision, coordinated concepts, administrative services Learning by doing Created item daily, only about 1/3 was produced Failure rate was 1%, industry was 10%
19
Store Manager Responsibilities Hiring and Training Small business feel Salary Incentive to earn up to half with performance Training 15 day training Corporate for managers and overseas management
20
Value Zara Name Well known, scarcity, attractive ambience, fresh Vertical Integrated Control the supply Quick turnover (no more than 3 days in warehouse) Short supply chain and lead times Organization Organized to exploit their resources Similar products in all stores
21
Remain consistent Hold up with European expansion: Greece Keep investing in technology Advertise! Increase the awareness
Similar presentations
© 2024 SlidePlayer.com Inc.
All rights reserved.