financialAnnual Financials for Nike Inc. Cl B View Ratios Fiscal year is June-May. All values USD millions. | 2009 | 2010 | 2011 | 2012 | 2013 | 5-year trend | Sales/Revenue | 19.08B | 18.96B | 20.89B | 24.12B | 25.31B | | Cost of Goods Sold (COGS) incl. D&A | 10.91B | 10.61B | 11.47B | 13.62B | 14.28B | | COGS excluding D&A | 10.56B | 10.27B | 11.12B | 13.23B | 14.28B | | Depreciation & Amortization Expense | 346.9M | 337.2M | 351M | 395M | - | | Depreciation | 335M
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(History) Gebrüder Dassler Schuhfabrik was established in Germany around 1920 by two brothers Adolf Dassler and Rudolf Dassler whom in 1948 decided to separate and created their own firms. The first one called Adidas (Adolf-Adi) and the second Puma. After the World Cup in 1954 Adidas become in a famous brand when Germany team decided to wear it‚ followed by the sponsoring of sports stars. After the death of Adi Dassler in 1978‚ his Horst son remained to the front of Adidas. Horst was only president
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Maxwell September 3. 2014 Discuss Question 3 An industry’s key success factors (KSFs) are those things that most affect industry members’ ability to prosper in the marketplace-the particular strategy elements‚ product attributes‚ resources‚ competencies‚ competitive capabilities‚ and business outcomes that spell the difference between profit and loss and‚ ultimately‚ between competitive success or failure. KSFs by their very nature are so important that all firms in the industry must pay close
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in KFS. Failure of seat quality management in KFS caused most seat problems such as problematic (wrong‚ missing‚ broken) parts‚ wrinkles‚ no-op of rear seat lock‚ and missing bolster according to the Exhibit 7 and Appendix 2. In addition‚ because KSF inspect 100 % of seats before shipping them‚ these kinds of problematic parts should not be shipped or allocated to the assembly line if the inspection process was appropriately executed. The Exhibit 8 confirmed again that most defects are caused by
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Hsinchu‚ Taiwan. 2 Accepted 3 August‚ 2011 The study researched business key success factors (KSFs) in China and the West. Researchers reviewed 30 prior studies related to business KSFs in China and 30 prior studies related to business KSFs in the West. In addition‚ one focus group and one individual depth interview were conducted to further investigate business KSFs in China. Six business KSFs divided into three levels according to their importance were distinguished in China: leadership
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analysis‚ each faculty is recommended to use the table provided below to identify Key Success Factors (KSFs)‚ assess their relative performance in relation to those of its identified rival(s)‚ determine whether they are superior to or need to be improved‚ prioritize the KSFs according to their degree of importance and weakness‚ craft out the necessary strategies and measures to improve the KSFs‚ and request the necessary resources. Following are the step-by-step procedures of “Weighted Competitive
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• • • • • Company Background Product Strategy Business Strategy Corporate Strategy Giordano’s Current Positioning Strategy Change current Positioning? Proposed Relative Positioning Map Giordano’s Key Success Factors (KSF) Could Giordano transfer its KSF? Giordano enters Indonesia Giordano in Indonesia Company Background • Established in 1981 by Jimmy Lai‚ employing over 11‚000 friendly staff with over 1‚800 shops operating in 30 territories worldwide. Product Strategy
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1 ONCOLOGY INDUSTRY ANALYSIS 1.1 Key trends and characteristics of Cytostatic industry • high growth rate – higher propotion of the global pharma market in the years to come • one of the fastest growing and most profitable therapeutic areas of the next few decades • shift from accute cancer treatment to chronic disease management and prevention • more and more biotech companies enter the market – connections with pharma to help through the maze of regulatory processes and clinical development
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1.0 Gap Analysis I 1.1 Capability Gap Analysis The following Table 1 depicts the capability gap analysis of HP compared against its competitors namely Pharmaniaga‚ Kotra Pharma‚ Hovid and CCM Duopharma. The capabilities of competitors have been identified based on their recent annual reports and content posted in their respective websites. Table 1: Capability Gap Analysis Functional Area 1 Capability 2 Home Pharma Description of Home’s capability 3 Average the Capabilities of Closest two
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33% 210€/inh. Imports 9‚5% 165€/inh. Imports 32%( 20% from Asia and 5% from Europe) 1 – Furniture retailing business analysis and its KSF Macro Environmental Analysis 2 Furniture retailing market Schools‚ hospitals‚ hotels and churches Institutional 10% Office 30% household 60% 1 – Furniture retailing business analysis and its KSF Macro Environmental Analysis 3 Factors Political Economic Socio-cultural Technological Tendência - Decrease of salaries
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