Core problems There are several issues for Eddie Bauer‚ Inc. to tackle‚ low profit margin ratio‚ high sales return and high inventory level‚ and brand positioning. Analysis of the problems Eddie Bauer yielded the lowest net income among its competitors like The Gap‚ A & F and Land’s End. It achieved similar gross profit margin but got a poor performance on overall net income at 1% because it suffered from high expenditure on SG&A in both retail and catalog operations which accounted for 37%
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Eddie Bauer Analyzes High Value Customer Segments Marketing Plan Executive Summary In 1999 Eddie Bauer was a $2 billion apparel retailer‚ generating 25% of its revenue from its catalog operation and the remainder through its 600 stores. Eddie Bauer operated in the textile clothing industry in the United States‚ Canada‚ Japan‚ UK and Germany. The company sold causal and office wear clothing to men and women‚ which is what we will be focusing on. Moreover‚ they also had eyewear
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1. Exhibit 3 shows a “super segment analysis” of the apparel market. Eddie Bauer positions itself mostly to the “Durable Quality Classics” segment. (What apparel brands target the other segments in the table?) Based on the buying behavior and sales data described in the case‚ how would you distinguish between Eddie Bauer customers who buy in the store by catalog in both the store and by catalog? The “super segment analysis” table has four quadrants that are: “Quality-Timeless‚” “Quality-Newest
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Case 1.8 Crazy Eddie‚ Inc. Case Summary: At age of 16‚ in 1978‚ Eddie Antar opened Crazy Eddie Inc in New York City. This was an electronics store where leadership positions were assumed by family and relatives. Their excellent advertising techniques through radio and their cut rate prices allowed the company to become “transhipper”‚ selling goods to other electronic retailers in NYC area. Crazy Eddie Inc went public in 1986 in order to finance expansion program and in that year‚ it was
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FNCE 201 Corporate Finance Prof. Fu Fangjian Due: the class in 4th week (10-14 Sep) UST Inc. is considering a debt-for-equity recapitalization. In the deal‚ UST will issue $1 billion debt to buy back stocks. In class we argue that an important determinant of a firm’s debt policy is the tradeoff between the tax benefits of debt and the costs of financial distress and bankruptcy. Mature firms generating positive and stable operating income are more likely to take advantage of the debt tax shields
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Eddie Blinkov Lean On Me In the movie called Lean On Me‚ Joe Clark the principal uses methods to establish authority in the school and these are the ways he did that. Firstly‚ he comes off as a very strict and disrespectful man to establish dominance in the school with the teachers and students. An example of this is when he first came into the school and yelled at all the teachers for doing a bad job to educate the students. This shows that Joe really cares for these children and wants the teachers
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1) The following table provides key financial ratios for Crazy Eddie during the period 1984-1987: | |1987 |1986 |1985 |1984 | |Current Ratio |2.41 |1.4 |1.56 |0.93 | |Quick Ratio |1.4 |0.6 |0.77 |0.15 | |Debt Ratio |0.68 |0.66 |0.64 |0.83 | |Debt-to-Equity |2.16
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Crazy Eddie‚ Inc. Common Size Balance Sheets March 1‚ 1987 March 1‚ 1986 March 1‚ 1985 May 31‚ 1984 Cash 3.17% 10.47% 33.99% 3.76% Short-term investments 41.36% 21.14% 0.00% 0.00% Receivables 3.68% 1.77% 4.18% 7.12% Merchandise inventories 36.99% 47.16% 40.51% 63.83% Prepaid expenses 3.61% 1.86% 0.98% 1.41% Total current assets 88.81% 82.40% 79.66% 76.12% Restricted cash 0.00% 2.64% 10.77% 0.00% Due from affiliates 0.00% 0.00% 0.00% 15.69% Property‚ plant and equipment
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CASE 1.8 Crazy Eddie‚ Inc. In 1969‚Eddie Antar‚ a 21-year-old high school dropout from Brooklyn‚ opened a consumer electronics store with 150square feet of floor space in New York City 1 Despite this modest beginning‚ Antar would eventually dominate the retail consumer electronics market in the New York City metropolitan area. By 1987‚Antar’s firm‚ Crazy Eddie‚ Inc.‚ had 43 retail outlets‚ sales exceeding $350 million‚ and outstanding stock with a collective market value of $600 million. Antar
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CRAZY EDDIE ANALYSIS In 1969‚ Eddie Antar‚ a 21-year-old high school dropout from Brooklyn‚ opened a consumer electronics store with 150 square feet of floor space in New York City. In spite of this modest beginning‚ Antar would eventually dominate the retail consumer electronics market in the New York City metropolitan area. Crazy Eddie Inc. was a retail consumer electronics store in New York City‚ by 1987; Crazy Eddie Inc. had 43 retail outlets‚ sales exceeding $350million‚ and outstanding stock
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