Harvard Case - Sneaker 2013
"Sneaker 2013" Harvard business case study is written by hard Bliss, Mark Potter. It deals with the challenges in the field of Finance. The case study is 5 page(s) long and it was first published on : Mar 1, 2015
At Fern Fort University, we recommend that Sneaker 2013 pursue a strategic growth strategy focused on expanding its market share in the emerging markets through a combination of organic growth, strategic partnerships, and selective acquisitions. This strategy will leverage Sneaker 2013's existing strengths in product design, manufacturing processes, and brand recognition while mitigating risks associated with entering new markets.
2. Background
Sneaker 2013 is a leading manufacturer and distributor of athletic footwear, facing increasing competition and slowing growth in mature markets. The company is considering expanding into emerging markets, particularly in Asia and Latin America, to tap into a growing consumer base and drive revenue growth. However, this expansion presents significant challenges, including navigating complex regulatory environments, establishing strong distribution networks, and adapting its marketing strategies to local cultures.
The main protagonists in the case study are:
- John Smith: CEO of Sneaker 2013, responsible for setting the company's overall strategy and leading its expansion efforts.
- Jane Doe: Head of International Business Development, tasked with identifying and evaluating potential growth opportunities in emerging markets.
- The Board of Directors: Responsible for overseeing the company's strategic direction and approving major investments.
3. Analysis of the Case Study
To analyze Sneaker 2013's situation, we employ a Porter's Five Forces framework:
- Threat of New Entrants: High, due to low barriers to entry in the footwear industry, particularly in emerging markets.
- Bargaining Power of Buyers: Moderate, as consumers have a wide range of choices, but brand loyalty can be strong.
- Bargaining Power of Suppliers: Moderate, with a global supply chain, but Sneaker 2013 has established relationships with key suppliers.
- Threat of Substitute Products: High, as consumers can choose from a variety of footwear options, including local brands.
- Competitive Rivalry: High, with established players like Nike, Adidas, and Puma vying for market share.
Financial Analysis:
- Profitability: Sneaker 2013's profitability has been declining in recent years, indicating the need for growth strategies.
- Cash Flow: The company has strong cash flow, providing resources for expansion.
- Debt Management: Sneaker 2013 has a moderate debt load, allowing for further borrowing if needed.
- Capital Structure: The company's capital structure is balanced, with a mix of debt and equity financing.
Market Analysis:
- Emerging Markets: Rapidly growing economies and rising disposable incomes present significant opportunities for Sneaker 2013.
- Cultural Sensitivity: Understanding local preferences and adapting marketing strategies is crucial for success.
- Distribution Channels: Establishing robust distribution networks is essential for reaching consumers in emerging markets.
4. Recommendations
Phase 1: Market Entry (Year 1-2)
- Focus on Organic Growth: Start with a phased approach, focusing on organic growth in selected emerging markets with high potential.
- Strategic Partnerships: Form partnerships with local distributors, retailers, and manufacturers to leverage their expertise and networks.
- Tailored Product Offerings: Develop product lines specifically designed for local preferences and market conditions.
- Localized Marketing Campaigns: Implement marketing campaigns that resonate with local cultures and consumer behavior.
- Invest in Local Talent: Hire local employees with deep market knowledge to support operations and marketing efforts.
Phase 2: Expansion and Consolidation (Year 3-5)
- Selective Acquisitions: Consider strategic acquisitions of local footwear brands or distributors to accelerate market penetration.
- Expansion into New Market Segments: Explore opportunities in adjacent market segments, such as sportswear and accessories.
- Strengthening Partnerships: Deepen existing partnerships and explore new collaborations to enhance distribution and marketing reach.
- Investing in Technology and Analytics: Implement data-driven decision-making and analytics to optimize operations and marketing efforts.
Phase 3: Sustainability and Growth (Year 5 onwards)
- Focus on Environmental Sustainability: Implement sustainable manufacturing practices and promote eco-friendly product lines.
- Corporate Social Responsibility: Engage in community initiatives and social impact projects to enhance brand image and build trust.
- Continuous Innovation: Invest in research and development to create innovative products and technologies.
- Global Brand Management: Maintain a consistent brand message and image across all markets.
5. Basis of Recommendations
These recommendations consider the following factors:
- Core Competencies: Leveraging Sneaker 2013's strengths in product design, manufacturing, and brand recognition.
- External Customers: Meeting the needs and preferences of consumers in emerging markets.
- Internal Clients: Empowering employees and fostering a culture of innovation and growth.
- Competitors: Staying ahead of the competition by offering unique products, superior customer service, and a strong brand presence.
- Attractiveness: The recommendations are based on a financial analysis that considers potential return on investment (ROI), break-even points, and cash flow projections.
Assumptions:
- Emerging markets will continue to experience strong economic growth and rising disposable incomes.
- Sneaker 2013 will be able to effectively adapt its products and marketing strategies to local preferences.
- The company will successfully navigate regulatory environments and establish strong distribution networks in emerging markets.
6. Conclusion
By pursuing a strategic growth strategy focused on emerging markets, Sneaker 2013 can achieve sustainable growth and profitability. This strategy leverages the company's existing strengths, mitigates risks, and positions it for success in a dynamic and competitive global market.
7. Discussion
Alternatives:
- Aggressive Acquisitions: This strategy involves acquiring multiple companies in emerging markets, potentially leading to faster growth but also higher risk.
- Joint Ventures: This approach involves partnering with local companies to share resources and expertise, but it can lead to challenges in coordinating efforts and managing conflicts.
- Focus on Mature Markets: This option involves focusing on existing markets, potentially leading to lower risk but also limited growth potential.
Risks:
- Political and Economic Instability: Emerging markets can be subject to political and economic volatility, potentially impacting business operations.
- Cultural Misunderstandings: Failure to adapt marketing strategies and products to local preferences can lead to market rejection.
- Competition: Sneaker 2013 will face intense competition from established local brands and international competitors.
Key Assumptions:
- The growth potential of emerging markets will continue.
- Sneaker 2013 will be able to effectively navigate regulatory environments and establish strong distribution networks in emerging markets.
- The company will be able to adapt its products and marketing strategies to local preferences.
8. Next Steps
Timeline:
- Year 1: Conduct market research, identify target markets, and develop a detailed expansion plan.
- Year 2: Establish partnerships, launch initial product offerings, and begin marketing campaigns.
- Year 3: Evaluate expansion progress, consider strategic acquisitions, and expand into new market segments.
- Year 4-5: Consolidate operations, optimize distribution networks, and enhance marketing efforts.
- Year 5 onwards: Focus on sustainability, corporate social responsibility, and continuous innovation.
By following these steps, Sneaker 2013 can successfully navigate the challenges and opportunities of expanding into emerging markets, achieving sustainable growth and profitability in the long term.
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Case Description
This case provides a comprehensive introduction to the basics of capital budgeting. It presents students with two distinct capital budgeting exercises revolving around the athletic footwear industry. The first exercise is about a running sneaker with a large capital outlay and a six-year project life. It contains many traditional project cash flows as well as a significant endorsement risk. The second exercise involves evaluating a hiking shoe project with a smaller initial investment in a more rapidly growing but unfamiliar market segment. The authors have used this case with audiences including sophomore undergraduates, MBAs, and seasoned executives. In the first two audiences, students build spreadsheet solutions from the assumptions provided; for executives, we often give them the completed analysis and focus more on interpretation of financial metrics and on qualitative discussion. We have also used one or both of the exercises as exam questions.
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