...Annual Report Analysis Gina Tovar The Legal Environment March 3, 2016 Table of contents Introduction…………………………………………………………………………………………………..……3 Auditor…………………………………………………………………………………………….…………….3-4 Subsequent Events, Errors and Irregularities, Illegal Acts, or Related-party Transactions…………………………………………………………………….....................................................4 Trend Analysis: Assets and Liabilities…………………………………..………….……………...…………...5-6 Largest Assets…………………………………………………………………......................................................6 Largest Liabilities…………………………………………………………………………………………………7 Stocks……………………………………………………………………………………………………………7-8 Income Statement-Multiple Step and Single Step………………………….……………………………………..8 Separately Reported Items………………………………………………………………………………………...9 Trend Analysis-Net Income……………………………………………………………………………………….9 Other Comprehensive Income………………………………………………………………………………....9-10 Cash Flow Statement………………………………………………………………………………………….....10 Cash Operations Trend Analysis…………………………………………………………………………….….11 Largest Investing Activities……………………………………………………………………………………...11 Conclusion……………………………………………………………………………………………………….12 References………………………………………………………………………………………………………13 Introduction My favorite place to go shopping is Ross, you can find pretty much everything that a household needs in one store and there is a variety of things to look over. My love for this store is the reason I chose to do my analysis on Ross’s annual report. Ross has been offering...
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...………………………………………………………………………………….……………9 Diversity ……………………………………………………………………………..….………….9 Equal Opportunity Employer ……………………………………………………….….……….10 Ethical Standards/code of conduct ………………………………………………….….….……10 Suppliers ……………………………………………………………………………………………11 Strategic Management & Board…………………………………………………………………13 Corporate Governance……………………………………………………………………………15 Board of Directors…………………………………………………………………………………17 Global Footwear Industry ………………………………………………………………………28 Family Clothing Stores …………………………………………………………………………30 Porter’s Five Forces………………………………………………………………………………33 Industry Overview…………………………………………………………………………………40 Organization Structure …………………………………………………………………………48 Financials …………………………………………………………………………………………49 Financial Ratios …………………………………………………………………………………58 Altman’s Z-Score …………………………………………………………………………………71 Tobin’s Q……………………………………………………………………………………………72 DuPont Analysis …………………………………………………………………………………73 SWOT Analysis ……………………………………………………………………………………77 Market Share ………………………………………………………………………………………80 Focal Points for Action …………………………………………………………………………83 TOWS Matrix………………………………………………………………………………………83 Boston Consulting Group Matrix ………………………………………………………………84 Rumelt’s Criteria …………………………………………………………………………………85 Decisions and Recommendations ………………………………………………………………86 Implementation……………………………………………………………………………………89 Bibliography ………………………………………………………………………………………91...
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...TO: CEO of Gap Inc. FROM: Andre’ Snead I have conducted a company analysis on Gap Inc. and my findings resulted in the following recommendations to improve their sales for the next three years: * Gap Inc. need to produce a better advertisement campaign that relates more to their customers. * Fashion and brand-conscious consumers who shopped at retailers such as Gap tended to be emotionally driven in their purchasing behavior and were influenced by marketing efforts that showcased the store’s latest trends. According to Exhibit 1, buyers bargaining power is strong because they control what they purchase and from what retailer they purchase from. Buyers are more inclined to make wiser purchases because of the state of the economy. By producing a better advertising campaign, Gap Inc. can entice an emotionally driven customer that sees a commercial or a billboard to make a purchase. * Social media have taken over the lives of many consumers in America. This is another area that Gap Inc. should focus its advertisement strategy. By utilizing Facebook and Twitter, Gap Inc. can reach out to millions of their customers and increase their brand image, which is a key success factor in the retailing industry. (See Exhibit 2). * Gap Inc. should focus some of its resources and assets on producing plus-sized clothing in the United States market. * By 2010, the plus-sized segment in the clothing store industry reached 27 billion dollars. The number...
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...Investment Analysis Paper on Apple Inc. Elijah Clark Walden University Investment Analysis Paper on Apple Inc. Apple Inc. (Apple) is a registered publicly traded company established in 1977 and is currently headquartered in Cupertino, California (Apple Inc., 2015a). The company’s products and services include mobile communication and media devices, portable digital music players, personal computers, software, accessories, services, networking solutions, and third-party digital content and applications. The company sells its products and digital services worldwide through online media, direct sales force, retail stores, through third-party wholesalers, and cellular network carriers. The company sells directly to consumers, small and mid-sized businesses, educational institutions, enterprises, and government agencies. The company’s operations are based in the Americas, Europe, Greater China, Japan, and retail. In 2014, the company’s direct and indirect distribution sales channels accounted for 28% and 72% of total net sales (Apple Inc., 2015a). The unit sales, which consisted of the iPhone, iPad, Mac, and iPod products, was 270,446 million units total within the company’s fiscal year (Apple Inc., 2015a). Board of Directors The 2015 proxy statement of Apple stated that the company annually selects its board of directors, which currently has 10 board members (Apple Inc., 2015a). Shareholders elect board of directors and the Board periodically reviews...
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...Assignment Questions for Case 11 Gap 1. What does a five-forces analysis reveal about the strength of competition in the U.S. family clothing stores industry? 2. What factors are critical to success in the U.S. family clothing stores industry? 3. Develop a competitive strength assessment of the four major competitors in the U.S. family clothing stores industry using the methodology presented in Chapter 4. Based on the results, who is in the strongest overall competitive position? Who is in the weakest position? 4. What is Gap Inc.’s strategy? Which of the five generic competitive strategies discussed in Chapter 5 most closely fi t the competitive approach that Gap is taking? What type of competitive advantage is Gap trying to achieve? 5. What does a SWOT analysis of Gap reveal about the overall attractiveness of its situation? 6. What is your overall appraisal of Gap’s financial performance? (Use the financial ratios in Table 4.1 on pages 94-96 of the text as a guide in doing your financial analysis.) 7. What recommendations would you make to Gap senior management to improve upon its turnaround strategy? What actions are necessary to restore the competitiveness of its core Gap, Banana Republic, and Old Navy brands? Hints: You can use a five force model like this one below . And a weighed Key Success Factor/Strength Measure | Importance/Weight | Gap Inc. | TJX Companies | Ross Stores | Abercrombie& Fitch | American Eagle Outfitters | | | Rating ...
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...Gap Inc. Meghan McGowan Simmons College Introduction Gap Inc. is a major player in the family clothing market worldwide. They have locations in the United States, the United Kingdom, Canada, France, Ireland, Japan and franchised locations in Bahrain, Indonesia, Kuwait, Malaysia, the Philippines, Oman, Qatar, Saudi Arabia, Singapore, South Korea, Turkey, the United Arab Emirates, Greece, Romania, Bulgaria, Cyprus, Mexico, Egypt, Jordan, and Croatia, and Israel. In 2009 they had the highest market share in the U.S. family apparel industry. Five Forces Analysis 1. Competition from rival sellers is strong. The rapid introduction of new trends in fashion causes the clothing industry to be in a state of constant change. The myriad of options for consumers of stores to purchase clothing causes switching costs to be low. It is essential the companies are able to respond quickly to new trends in order to appeal to consumers and create brand loyalty due to the high amount of competition in the industry. 2. Competition from potential new entrants is weak. In the apparel industry the barriers to entry is very high. It is imperative for a company to have high brand loyalty, due to the low switching costs. This makes it difficult for new entrants to survive, because they will not have brand loyalty. Consumers tend to stick to clothing brands that they like and to continue to shop there if they trust the company...
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...Short Case Analysis of Gap Inc. in 2010: Is the Turnaround Strategy Working? Author of the article Annette Lohman of the California State University, Long Beach The Gap Inc. In 2010 Case Summary Case Summary This case study describes the business environment of the apparel market and how Gap Inc. tried in this highly competitive market environment to manage a turnaround in the time between 2000 and 2010. The U.S. clothing store sector accounted for approximately $156 billion in the year 2009 and had slightly declined compared to 2008 due to the worldwide recession. Average before-tax profits estimated by IBIS-World were around 3% in the year 2009. The level of globalization in the market is relatively low and made up by a large number of small and few major, domestically owned companies. The family clothing store industry is the most important sector, as it is responsible for more than half of the revenues in the U.S. clothing market. Concerning the gender woman clothes are most interesting, due to their will to spend more. Women clothing accounts for 50% of the market, followed by men and children with market shares of 37% and 13%. Hereby more than one third of the adult population has to be considered obese. According to price sensitivity 65% of the market is value-priced driven and targeted by family stores of companies such as Ross Stores or TJX Companies. They focus on still wanted brand names and discounts by delivering off-season styles. More emotional driven...
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...Wal-Mart's annual report provides a positive outlook on Wal-Mart's financial health. Given the specific ratios and its comparison to other companies in the same industry, Wal-Mart is dominating the retail industry. Wal-Mart Stores, Inc. operates retail stores in various formats around the world and is committed quality merchandise and saving people money with everyday low prices (EDLP) for better living. EDLP is a pricing philosophy under which Wal-Mart price items at a low price every day so that their customers trust that prices will not change under frequent promotional activity (Wal-mart 2010 financial review, 2010). Wal-Mart also encourages a culture that rewards and embraces mutual respect, integrity and diversity. The review of the current ratio, quick ratio, inventory turnover ratio, debt ratio, net profit margin ratio, ROI, ROE, and P/E ratio all indicate an upbeat future for the company. The current ratio, which is defined as current assets divided by current liabilities, is a measure of how much liabilities a company has compared to its assets (Ross, Westerfield, & Jordan, 2008). Wal-Mart in the year of 2009 had a current ratio of .90, and as of January 2010 it had a current ratio of .87 (Wal-mart 2010 financial review, 2010). The quick ratio, which is defined as current assets minus inventory divided by current liabilities, is a measure of a company's ability pay short term obligations (Ross, Westerfield, & Jordan, 2008). Wal-Mart in the year of 2009 had...
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...| Assignment2: GAP INC 1. 5-forces analysis reveal about the strength of competition in the US family clothing stores industry:- US apparel industry is segmented based on gender, age, size and price considerations. Most of the clothing industries focus on women’s segment, because their clothing has a major market value of 50 % and the remaining 50% is shared by men’s wear (37%) and children’s wear (13%).Other than this market share is divided by price point.65 percent of market share is value price clothing industry, other 35 per cent is occupied by higher price items. With the help of 5 force analysis we will study the US family clothing industries competition in detail. i. Threat of rivals As per the above conditions we can say that US clothing industry is highly fragmented. In this market there are many small firms which are fighting to improve their market share along with customer base to have higher margins. However, the four largest (Gap, TJX, A & F, Ross) national chains acquired 39.4% of US market share. In this atmosphere every firm is offering discounts to compete with the discount retailers, because of this the profit margins are becoming thinner. Other than this firms need to customize their designs with regular intervals as per fashion and should be up to date to capture the customer attention and satisfaction. ii. Threat of new entrants. Because...
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...T.J.X. Companies, Inc. Final Case Study Report Nichols College T.J.X. Companies, Inc. is the leading off-price apparel and home fashions retailer in the United States and worldwide, ranking number 115 in the most recent Fortune 500 listings. They have the broadest demographic reaches in retail, all of which have enabled them to achieve successful, and profitable growth year after year, through many types of economic and retail cycles. With over 3,000 stores in six countries, approximately 179,000 associates and a fresh e-commerce presence, and they are growing faster than ever (“About the TJX Companies, Inc.,” 2014). Through T.J.X. Company’s innovative buying and sourcing strategies, they discover and deliver value for shoppers in many ways. Their goal is to provide customers with quality merchandise for the entire family, every day. Value means more than price to T.J.X. Company professionals; buyers are trained to recognize that true value is a combination of fashion, quality, brand and price. T.J.X Companies are known for their brand name and designer fashions at 20-60% off department store prices. They are able to do this by purchasing merchandise from designers when they over produce or other department stores over purchase. They go in during these certain situations and negotiate the lowest possible price to pass on the savings. How they buy is just as important as what they buy. They pride themselves in never having the same selection twice with new arrivals...
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...This paper will benchmark Payless Shoe Source Incorporated and Kmart as well as explain the purpose of cash budgeting. Cash budgeting is the “primary tool of short run financial planning” (Jaffe, J., Ross, S., Westerfield, R., 2005). Payless Shoe Source Incorporated is a large family footwear retailer in the United States. The store is located in Topeka, Kansas and the store strategy was selling low cost high quality family footwear. Payless Shoe Source Company has retained 2.5 billion in sales and has sold approximately 210 million pairs of shoes as well as served over 150 million customers. Payless Shoe Source Incorporated has “ purchased inventory, property, and trademarks, as well as assumed leases of 186 stores from J. Baker, Inc and the purchase price was equal to approximately 28 million in cash, which it funded for the operating cash flows” (Sec.gov). Each of the Payless Shoes Source stores carries 9000 pairs of fashionable shoes for men, women and children with over 600 styles including canvas, leather, sandals, dress, and boots, and the store operates within a variety of shopping malls, freestanding buildings, and strip malls. The styling of the shoes is updated regularly to keep up with fashion trends, and the shoes are sold within the companies stores at average retail prices of $11.35 a pair. The company has a significant market that focuses on its target customers, which are women within the average age range of 18-64. Payless Shoe Source Company believes that...
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...The founders began the home improvement company around their vision of “one-stop shopping for the do it yourselfer” opening their first two stores in 1979 in Atlanta, Georgia in a cavernous warehouses that dwarfed the competition stocking 25,000 stock keeping units (SKUs), much more than the average hardware store at that time, and staffing the stores with knowledgeable experts in home improvement and customer service. From the beginning, Home Depot was able to offer not only the best customer service in the industry by hiring employees knowledgeable and experienced in the business and by motivating the sales associates to develop relationships with the customers instead of seeing sales as a transaction, but by popularizing the concept of “do it yourself” (DIY) offering to homeowners and other individuals trainings workshops and clinics so customers could learn how to do it themselves. The Home Depot revolutionized the home improvement industry by bringing the know-how and the tools to the consumer and by saving them money. In 1980, Home Depot opened two more stores achieving annual sales of $22 million from all its four stores. By 1990, the company had opened 145 stores, employing 21,500 people, generating annual sales of $3.8 billion, and becoming the number one U.S. retailer in the home improvement industry. As supported by Ton & Ross, Home Depot was the youngest retailer ever to reach $30 billion in revenues, a feat that would be repeated as it attained $40 billion, $50...
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...Running head: PROBLEM SOLUTION: LESTER ELECTRONICS Problem Solution: Lester Electronics University of Phoenix Problem Solution: Lester Electronics Lester Electronics is at a turning point in the business world. Bernard Lester has found that they cannot continue to manage the business as has previously been done in the past. The changes in the industry and the possible loss of their largest vendor, Shang-wa, are two of the main challenges facing Lester. One is growth, which represents an essential component of a successful, long-term business strategy. Various internal growth strategies exist; add new and improved products to the portfolio, target new markets, move into additional geographic areas, increase the number of stores. Second being, the number of external growth strategies can also be considered. The main ones is a merger or acquisition. This strategy should be employed when it would be more profitable and efficient for a company to obtain desired characteristics. John Lin, founder and CEO of Shang-wa, is looking to spend less time with his business and more time with his family. John Lin has informally suggested to Bernard that they become partners that would enable both companies to meet the growing demands for their products. Shang-Wa finds that they are on the verge of being taken over, this not what John wants for his company. Transnational Electronics Corporation is making a run to takeover John Lin’s company. John Lin is feeling pressured to sell...
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...Stock Report | October 2, 2012 | NYS Symbol: TJX | TJX is in the S&P 500 TJX Companies Inc (The) 55555 S&P Recommendation BUY Price $45.17 (as of Oct 2, 2012) 12-Mo. Target Price $50.00 Investment Style Large-Cap Growth UPDATE: PLEASE SEE THE ANALYST'S LATEST RESEARCH NOTE IN THE COMPANY NEWS SECTION GICS Sector Consumer Discretionary Sub-Industry Apparel Retail Summary TJX operates several chains of off-price apparel and home fashion specialty stores in the U.S., Canada, Germany, Poland, Ireland and the U.K. Key Stock Statistics (Source S&P, Vickers, company reports) 52-Wk Range $46.67– 26.89 Trailing 12-Month EPS $2.26 Trailing 12-Month P/E 20.0 $10K Invested 5 Yrs Ago $32,954 S&P Oper. EPS 2013 E S&P Oper. EPS 2014 E P/E on S&P Oper. EPS 2013 E Common Shares Outstg. (M) 2.50 2.77 18.1 736.1 Market Capitalization(B) Yield (%) Dividend Rate/Share Institutional Ownership (%) Price Performance $33.250 1.02 $0.46 87 Beta S&P 3-Yr. Proj. EPS CAGR(%) S&P Credit Rating 0.56 17 A Qualitative Risk Assessment 30-Week Mov. Avg. 10-Week Mov. Avg. 12-Mo. Target Price Relative Strength GAAP Earnings vs. Previous Year Up Down Volume Above Avg. No Change STARS LOW MEDIUM HIGH Below Avg. Our risk assessment reflects our view of TJX's leadership position in off-price retail and promising new merchandising and productivity initiatives that could boost sales and profit ...
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...MBA Program McGraw-Hill/Irwin abc McGraw−Hill Primis ISBN: 0−390−55204−6 Text: Harvard Business School Entrepreneurship Cases Corporate Finance, Seventh Edition Ross−Westerfield−Jaffe Harvard Business School Finance Cases This book was printed on recycled paper. Finance http://www.mhhe.com/primis/online/ Copyright ©2005 by The McGraw−Hill Companies, Inc. All rights reserved. Printed in the United States of America. Except as permitted under the United States Copyright Act of 1976, no part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without prior written permission of the publisher. This McGraw−Hill Primis text may include materials submitted to McGraw−Hill for publication by the instructor of this course. The instructor is solely responsible for the editorial content of such materials. 111 FINAGEN ISBN: 0−390−55204−6 Finance Contents Ross−Westerfield−Jaffe • Corporate Finance, Seventh Edition I. Overview 1 1 20 34 34 35 70 98 130 152 152 193 219 219 241 241 275 1. Introduction to Corporate Finance 2. Accounting Statements and Cash Flow II. Value and Capital Budgeting Introduction 4. Net Present Value 5. How to Value Bonds and Stocks 7. Net Present Value and Capital Budgeting 8. Risk Analysis, Real Options, and Capital Budgeting III: Risk 10. Return and Risk: The Capital−Asset−Pricing Model (CAPM) 12. Risk, Cost of Capital, and Capital Budgeting VII. Short−Term...
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