Extrait
Content
1.Abstract
2.Introduction
3.The Case - An Overview
3.1.the German clothing industry
3.2.The Companies
3.2.1. Target company: JIL SANDER AG
3.2.2. Selected competitors: HUGO BOSS AG ESCADA AG
4.Qualitative Analysis
4.1.Broad Context: Pest Analysis
4.1.1. The political environment
4.1.2. Economic environment
4.1.3. Social factors
4.1.4. Technology
4.1.5. Impact Analysis
4.2.Industry / Sector Analysis: Five Forces
4.2.1. Intensity of rivalry
4.2.2. Supplier power
4.2.3. Distribution channels
4.2.4. Potential entry
4.2.5. Substitute products
4.3.Company Analysis: Ansoff Matrix
4.3.1. Current products for current markets
4.3.2. New products for existing markets
4.3.3. Current products introduced to new markets
4.3.4. Diversification of new products for new markets
5.Quantitative Analysis
5.1.Choosing the benchmarks
5.2.First glance on the financial statements of Jil Sander
5.3.Common Size Statements
5.3.1. Vertical analysis
5.3.2. Horizontal analysis
5.3.3. Cross-sectional analysis
5.4.Time Series Analysis and Financial Ratios
5.5.Operating Ratios
5.5.1. Overall performance
5.5.2. Working capital
5.6.Financial Ratios
5.6.1. Debt ratios
5.6.2. Liquidity ratios
6.Scenario Recommendations
6.1.Do nothing (Short-Term
6.2.Push Sales in Europe (Mid-Term)
6.3.Outsourcing production (Long-Term)
7.Bibliography
8.Annex
- Citation du texte
- Almut Stielau (Auteur), 1999, Competitive Strategy and Business Performance. A Case in the German Clothing Industry, Munich, GRIN Verlag, https://www.grin.com/document/299255
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