A sample of my latest presentation template design used at the Spring 2015 Foster Strategy Development Case Competition.

1. zoom into focus
a case analysis for zulily
Ferris45 Consulting: Jordan Faralan, Louisa Meng, Rachel Burch,
Coral Zekri, Yuki Seki

2. when we think zulily…

3. …we think
the modern family

4. refocus
the target market
redefine
the brand
match zulily’s technological innovation with
customer evolution…

5. here is our agenda to bring this vision for zulily into
focus SWOT Analysis
Root Cause
Targeting Strategy
Implementation
Financials

6. SWOT
strengths weaknesses
mobile interface (47% of sales)
in-house media content
large product selection daily
narrow target market
no return policy
slow shipping
high transaction costs
poor customer service
opportunities threats
refocus the target market
the modern family
smaller age gap - 26-36
merge w/ another company
customer loyalty programs
competition from amazon.com
flash sale site mergers
SWOT Analysis Root Cause Targeting Strategy Implementation Financials

7. root cause
SWOT Analysis Root Cause Targeting Strategy Implementation Financials
declining +
unsustainable
growth
poor macro-
economic conditions
ineffective target
marketing
consumer psychographics
are evolving
advanced
technology
more modern,
unconventional
householdsshopping behaviors
changingsocially conscious,
feminism
parents are dual
income providers
interchangeable
roles btwn mom +
dad
single, same-sex,
multiracial
parents
increased
household
income
improved
economy
decreased
demand for
flash sales
cross generational
values (gen x and y)

8. decision matrix
Criteria Priority Option A - Redefine target market Option B - Merge with William
Sonoma Inc.
Option C - Expand global market
High ROI High + Comparatively low investment for high
potential revenue
+ High initial merger costs but long term
costs decreased and revenues increased
- Extremely high costs with uncertainty of
profitability
Low cost Med + Marketing and content development
sourced internally
0 depends on the merger agreement - Extremely expensive to expand globally
Easy
Implementation/
integration
High + Will not change current product offerings
or operations
- Complex and highly involved
implementation and integration with
merging two companies
- Complex and highly involved
implementation to execute a global
company expansion
Incr. market
share/growth
Med + Significantly increase market share and
create sustainable growth
+ Opp to capture William Sonoma’s market
share and customer base
+ Potentially increase market share and
growth significantly
Low Risk High + Low cost and easy implementation - Integrating company cultures, scale,
customer base is high risk
- Very risky and many unpredictable
variables involved
Employee morale Low + Challenging and exciting work for zulily
team to refocus on marketing initiatives
- Could lead to layoffs and disrupt team
dynamic
- Employees could be overworked,
potentially high turnover
High shareholder
value
Med 0 no significant impact - Conflict of interests, legal complications 0 unpredictable
Summary +6 -1 -4

9. a new target market
SWOT Analysis Root Cause Targeting Strategy Implementation Financials

10. 54%
U.S. kids under 18 years old are not living in a home with two married
heterosexual parents in their first marriage.
SWOT Analysis Root Cause Targeting Strategy Implementation Financials

11. 34%children today are living
with an unmarried parent
SWOT Analysis Root Cause Targeting Strategy Implementation Financials

12. 60%Among married couples
with children under 18,
dual-income households
are now the dominant
arrangement.
SWOT Analysis Root Cause Targeting Strategy Implementation Financials

13. the modern family
SWOT Analysis Root Cause Targeting Strategy Implementation Financials

14. implementation
SWOT Analysis Root Cause Targeting Strategy Implementation Financials
PHASE 1 PHASE 2
zulily family vendor relationships dads campaign men’s line launch eval & expansion

15. phase 1:
for the family
months1-6
SWOT Analysis Root Cause Targeting Strategy Implementation Financials

16. video campaign
months1-6
SWOT Analysis Root Cause Targeting Strategy Implementation Financials
Different families.
Same values.

17. phase 1: family centered marketing
They grow up fast.
Good thing you shop
faster.
Download the app today!
months1-6
SWOT Analysis Root Cause Targeting Strategy Implementation Financials

18. phase 1: family centered marketing
drive awareness
bloggers, opinion leaders,
build community
months1-6
SWOT Analysis Root Cause Targeting Strategy Implementation Financials

19. phase 1: menswear merchandising
hire buying team
months1-6
SWOT Analysis Root Cause Targeting Strategy Implementation Financials
curate men’s apparel

20. transition phase:
dads countdown
month 5
SWOT Analysis Root Cause Targeting Strategy Implementation Financials

21. month 5
introducing zulily menswear in…
transition phase: adding merchandise
month 5
SWOT Analysis Root Cause Targeting Strategy Implementation Financials

22. month 5
introducing zulily menswear in…
transition phase: website/mobile countdown
month 5
SWOT Analysis Root Cause Targeting Strategy Implementation Financials

23. phase 2: menswear introduction
months 6-12
SWOT Analysis Root Cause Targeting Strategy Implementation Financials

24. phase 2:
dads campaign
months 6-12
SWOT Analysis Root Cause Targeting Strategy Implementation Financials

25. the numbers
SWOT Analysis Root Cause Targeting Strategy Implementation Financials

26. financials
SWOT Analysis Root Cause Targeting Strategy Implementation Financials
NPV Analysis 2015 2016 2017 2018 2019 2020 TV
Cash Out Flows $20,261.07 $21,294.39 $22,380.40 $23,521.80 $24,721.41 $25,982.21
Cash In Flows $-1,200.08 $10,079.46 $35,971.59 $79,252.53 $143,491.73 $233,249.26
Net Cash Flows $-21,461.15 $-11,214.92 $13,591.19 $55,730.73 $118,770.32 $207,267.06 $3,904,224.89
NPV $2,135,781.05
Discount Rate 0.105742284
Terminal Growth Rate 0.05
Cost of Sales $195,506.30
Profits $1,940,274.75

27. financials
SWOT Analysis Root Cause Targeting Strategy Implementation Financials
-20%
0%
20%
40%
60%
80%
100%
2015 2016 2017 2018 2019 2020
Cash Flows
In Flows
Out Flows

28. financials
SWOT Analysis Root Cause Targeting Strategy Implementation Financials
$-100.00
$-50.00
$-
$50.00
$100.00
$150.00
$200.00
$250.00
2015 2016 2017 2018 2019 2020
Millions
NPV Analysis

29. refocus
the target market
redefine
the brand
match zulily’s technological innovation with
customer evolution…

30. Q&A

31. appendix

32. appendix

33. appendix

34. appendix
strengths weaknesses
mobile interface (47% of sales)
in-house media content
large product selection daily
narrow target market
no return policy
slow shipping
high transaction costs
poor customer service
opportunities threats
refocus the target market
the modern family
smaller age gap - 26-36
merge w/ another company
customer loyalty programs
competition from amazon.com
flash sale site mergers

35. appendix
declining +
unsustainable
growth
poor macro-
economic conditions
ineffective target
marketing
consumer psychographics
are evolving
advanced
technology
more modern,
unconventional
householdsshopping behaviors
changingsocially conscious,
feminism
parents are dual
income providers
interchangeable
roles btwn mom +
dad
single, same-sex,
multiracial
parents
improved
economy
decreased
demand for
flash sales
cross generational
values (gen x and y)

36. appendix
Criteria Priority Option A - Redefine target market Option B - Merge with William
Sonoma Inc.
Option C - Expand global market
High ROI High + Comparatively low investment for high
potential revenue
+ High initial merger costs but long term
costs decreased and revenues increased
- Extremely high costs with uncertainty of
profitability
Low cost Med + Marketing and content development
sourced internally
0 depends on the merger agreement - Extremely expensive to expand globally
Easy
Implementation/
integration
High + Will not change current product offerings
or operations
- Complex and highly involved
implementation and integration with
merging two companies
- Complex and highly involved
implementation to execute a global
company expansion
Incr. market
share/growth
Med + Significantly increase market share and
create sustainable growth
+ Opp to capture William Sonoma’s market
share and customer base
+ Potentially increase market share and
growth significantly
Low Risk High + Low cost and easy implementation - Integrating company cultures, scale,
customer base is high risk
- Very risky and many unpredictable
variables involved
Employee morale Low + Challenging and exciting work for zulily
team to refocus on marketing initiatives
- Could lead to layoffs and disrupt team
dynamic
- Employees could be overworked,
potentially high turnover
High shareholder
value
Med 0 no significant impact - Conflict of interests, legal complications 0 unpredictable
Summary +6 -1 -4

37. appendix
Industry Research
http://clients1.ibisworld.com.offcampus.lib.washington.edu/reports/us/industry/default.aspx?entid=5438
http://www.gartner.com/technology/research/digital-marketing/digital-marketing-spend-report.jsp
http://www.fathomdelivers.com/blog/seo/how-much-does-online-marketing-cost-digital-marketing-roi/
http://seekingalpha.com/article/3207016-zulily-targeted-customer-and-acquisition-shift-strategies-bring-risk
http://www.marketingsherpa.com/article/chart/ecommerce-acquisition-cost-per-customer
http://www.ibisworld.com/industry/online-fashion-sample-sales.html
Mobile Shopping Trends
http://www.businessinsider.com/the-surprising-demographics-of-who-shops-online-and-on-mobile-2014-6
http://www.smartinsights.com/mobile-marketing/mobile-marketing-analytics/mobile-marketing-statistics/
http://searchenginewatch.com/sew/how-to/2389159/why-mobile-web-still-matters-in-2015
http://www.statista.com/statistics/201182/forecast-of-smartphone-users-in-the-us/
http://www.babycentersolutions.com/docs/BabyCenter_2014_US_Mobile_Powers_Moms_Life.pdf
Gen Y Shopping Habits in Digital Age
http://uli.org/wp-content/uploads/ULI-Documents/Generation-Y-Shopping-and-Entertainment-in-the-Digital-Age.pdf
https://medium.com/brian-honigman/how-millennials-are-shopping-20-interesting-statistics-figures-c76fb1231fbb
http://www.forbes.com/sites/danschawbel/2015/01/20/10-new-findings-about-the-millennial-consumer/
Gen Y Parents
http://www.millennialmarketing.com/2013/07/new-research-the-millennial-generation-becomes-parents/
http://www.mediapost.com/publications/article/245600/dont-forget-about-dad-millennial-parents-on-mark.html
http://researchindustryvoices.com/2014/11/18/millennial-dads-are-leading-the-digital-way/
Gen X Shopping Behaviors
http://yourbusiness.azcentral.com/generation-x-consumer-behavior-9585.html

38. appendix
Cross Generation Online Shopping
http://www.businessinsider.com/the-age-demographics-of-who-shops-online-and-on-mobile-2015-4
http://www.crwgraphics.com/blog/2012/02/09/generational-spending-an-indepth-look-at-major-three-generations/
Flash Sale Industry Trends
http://www.businessnewsdaily.com/470-flash-sales-websites-help-shoppers-save.html
http://www.retailtouchpoints.com/features/industry-insights/flash-sales-and-daily-deals-a-passing-fad
Traditional Families
http://www.pewresearch.org/fact-tank/2014/12/22/less-than-half-of-u-s-kids-today-live-in-a-traditional-family/
“Less than half (46%) of U.S. kids younger than 18 years of age are living in a home with two married heterosexual parents in their first marriage. This is
a marked change from 1960, when 73% of children fit this description, and 1980, when 61% did, according to a Pew Research Center analysis of
recently-released American Community Survey (ACS) and Decennial Census data.”
“34% of children today are living with an unmarried parent”
Research on Dads
http://www.pewresearch.org/fact-tank/2014/06/12/5-facts-about-todays-fathers/
“Among married couples with children under age 18, dual income households are now the dominant arrangement (60%). In 1960, only one-in-four of
these households had two incomes; 70% had a father who worked and a mother who was at home with the kids.”
As the share of dual income households has risen, the roles of mothers and fathers have begun to converge.
In 1965, fathers’ time was heavily concentrated in paid work, while mothers spent more of their time on housework or childcare. Over the years, fathers
have taken on more housework and childcare duties, and women have increased their time spent in paid work. Significant gaps remain, but there is
clearly a more equal distribution of labor between mothers and fathers these days.
American Moms
http://www.pewresearch.org/fact-tank/2014/05/09/5-questions-and-answers-about-american-moms-today/
“85 million moms in the U.S."