5. Analysis Alternatives Decision Action Plan
Goals Increase Sales Growth
Maintain Company Image
Set Company for Success and
Future Sale
6. Economic
Growing Industry – 3.4%
Social and
Technological
Shift towards Social Media
Analysis Alternatives Decision Action Plan RisksAnalysis Alternatives Decision Action Plan
24. Analysis Alternatives Decision Action Plan Risks
Value White Clothier’s Expertise
Willing to Pay for Quality
Not Brand Loyal Yet
Best Option for Company Growth
WHY?
Analysis Alternatives Decision Action Plan
25. Analysis Alternatives Decision Action Plan
Increasing
Sales
Growth
Premium
Products
and
Experience
Attract
New
Customers
Earn
Customer
Loyalty
26. Analysis Alternatives Decision Action Plan
Increasing
Sales
Growth
Premium
Products
and
Experience
Attract
New
Customers
Earn
Customer
Loyalty
27. Analysis Alternatives Decision Action Plan
Increasing
Sales
Growth
Premium
Products
and
Experience
Attract
New
Customers
Earn
Customer
Loyalty
28. Analysis Alternatives Decision Action Plan
Increasing
Sales
Growth
Premium
Products
and
Experience
Attract
New
Customers
Earn
Customer
Loyalty
40. Least amount of HR
Lost Potential
Does Not Match Wants
Analysis Alternatives Decision Action Plan RisksAnalysis Alternatives Decision Action Plan
2012 2013 Growth
Net Sales $993, 300 $1, 025, 550 3.2%
Net Income $53, 473 $66, 552 24.5%
41. Analysis Alternatives Decision Action Plan RisksAnalysis Alternatives Decision Action Plan
Enhances Experience
Promotes Loyalty
Lucrative
Renovations
2012 2013 Growth
Net Sales $993, 300 $1, 077, 630 8.5%
Net Income $53, 473 $81, 102 51.7%
42. Analysis Alternatives Decision Action Plan RisksAnalysis Alternatives Decision Action Plan
Enhances Experience
Promotes Loyalty
Lucrative
Renovations
Cannibalization
Largest Investment
Payback: 1.82 years
43. Analysis Alternatives Decision Action Plan RisksAnalysis Alternatives Decision Action Plan
Enhances Experience
Promotes Loyalty
Lucrative
Renovations
Cannibalization
Largest Investment
Payback: 1.82 years
44. Possibility to Expand
Potential to go International
Market Capitalization
Analysis Alternatives Decision Action Plan RisksAnalysis Alternatives Decision Action Plan
45. Possibility to Expand
Potential to go International
Market Capitalization
Large Amount of HR
No Barber Shop
Analysis Alternatives Decision Action Plan RisksAnalysis Alternatives Decision Action Plan
2012 2013 Growth
Net Sales $993, 300 $1, 073, 550 8.1%
Net Income $53, 473 $71, 862 34.4%
46. Eventually Retiring
Sales Growth Declining
Losing Market Share
Lost Potential
Good Reputation
Does Not Match Wants
Analysis Alternatives Decision Action Plan RisksAnalysis Alternatives Decision Action Plan
47. Analysis Alternatives Decision Action Plan RisksAnalysis Alternatives Decision Action Plan
Economic
Appraisal
$199, 761
Current
Net Book
Value
Capitalization
of Earnings
$420, 493 $532, 416
48. Analysis Alternatives Decision Action Plan RisksAnalysis Alternatives Decision Action Plan
Economic
Appraisal
$199, 761
Current
Net Book
Value
Capitalization
of Earnings
$420, 493 $532, 416
49. Analysis Alternatives Decision Action Plan RisksAnalysis Alternatives Decision Action Plan
Economic
Appraisal
$199, 761
Current
Net Book
Value
Capitalization
of Earnings
$420, 493 $532, 416
50. Analysis Alternatives Decision Action Plan RisksAnalysis Alternatives Decision Action Plan
Economic
Appraisal
$199, 761
Current
Net Book
Value
Capitalization
of Earnings
$420, 493 $532, 416
51. Analysis Alternatives Decision Action Plan RisksAnalysis Alternatives Decision Action Plan
Economic
Appraisal
$199, 761
Current
Net Book
Value
Capitalization
of Earnings
$420, 493 $532, 416
59. Analysis Alternatives Decision Action Plan
Status Quo Showroom + Executive
Net Sales $1, 025, 550 $1, 125, 630
Net Income $66, 552 $85, 413
Capitalization of
Earnings
$532, 416 $768, 717
60. Analysis Alternatives Decision Action Plan
Renovations Time Input
Non Interfering
Within HR
Limitations
Made to
Measure Suits
61. Jan Feb Mar Apr May June July Aug Sept
Social Media
Website
Look Book
Executive
Clothiers: -Post Ad
-Hire and Train
Showroom
Movember
Oct Nov
62.
63. THANK YOU!
Presentation:
PEST
Consumer Analysis
Target Market
Competitive Analysis
Alternatives
Decision/Action Plan
Extra Slides:
Movember Campaign
Showroom + Executive Clothiers
Online Marketing Plan
Financials
Why Not Other TM?
Contingency Plan
64. Account David E. White Status Quo Showroom Executive Clothiers Combo
Statement of Earnings
for the Year Ended December 31, 2013
Amount ($) Amount ($) Amount ($) Amount ($)
Revenues
Clothing 811,550.00 863,630.00 859,550.00 911,630.00
Tailoring 71,910.00 71,910.00 71,910.00 71,910.00
Barbershop 142,090.00 142,090.00 142,090.00 142,090.00
Net Sales 1,025,550.00 1,077,630.00 1,073,550.00 1,125,630.00
Cost of goods sold
Cost of goods sold 530,209.00 562,055.00 565,249.00 597,095.00
Gross Profit 495,341.00 515,575.00 508,301.00 528,535.00
Operating Expenses
Advertising 3,996.00 3,996.00 8,596.00 8,596.00
Amortization 3,839.00 5,839.00 3,839.00 5,839.00
Interest 22,936.00 22,936.00 22,936.00 22,936.00
Insurance 2,051.00 2,155.00 2,147.00 2,251.00
Legal and accounting 2,051.00 2,155.00 2,147.00 2,251.00
Office expense 20,511.00 21,553.00 21,471.00 22,513.00
Rent 98,301.00 98,301.00 98,301.00 98,301.00
Travel 11,281.00 11,854.00 11,809.00 12,382.00
Utilities 9,230.00 9,699.00 9,662.00 10,131.00
Wages 242,849.00 242,849.00 242,849.00 242,849.00
Total Operating Expenses 417,045.00 421,337.00 423,757.00 428,049.00
Net Income before tax 78,296.00 95,238.00 84,544.00 100,475.00
Income tax expense 11,744.00 14,136.00 12,682.00 15,073.00
Net Income 66,552.00 81,102.00 71,862.00 85,413.00
66. Increase Social
Media Activity
148 Likes
375 Followers
45 Followers
TIME
LIKES
+
FOLLOWERS
1 YEAR
1000
Worst Case
Scenario
Increase Social Media
Activity
Paid
Advertising
67. • Bad ExpenseUnable to Hire
• Bad ExpenseNo Sales
• Restructure TrainingNegative Brand
Recognition
• Upsell in Store
• Online Promotions
• Incentives/Discounts
Does Not Meet Sales
Projections
Executive Clothiers Threats
Custom Showroom Threats