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Sears strategic analysis
Sears strategic analysis
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Sears Updates Segment Reporting; Adopts New Accounting Standard
Resulting In One-Time Non-Cash Charge Of $520 Million In Second Quarter
HOFFMAN ESTATES, Ill., April 12 /PRNewswire/ -- Sears, Roebuck and Co.
(NYSE: S) announced total domestic store revenues for the five weeks ending
April 7, 2001 were $2.56 billion. Comparable domestic store revenues decreased 5.3 percent. Total domestic store revenues decreased 5.1 percent compared with $2.7 billion for the five weeks ending April 8, 2000.
"March retail sales fell below expectations, with the slowing economy and colder than anticipated weather having an impact on both our hardlines and softlines businesses," said Chairman and Chief Executive Officer Alan J. Lacy.
"Weather-related seasonal apparel and lawn and garden merchandise accounted for over one-third of the comparable store sales decline. Among the better performing businesses was Home Appliances, which continues to gain market share. The Great Indoors format and sporting goods businesses also performed well." Sears, Roebuck and Co.
5 Weeks 9 Weeks
2001 Domestic Store Revenues $2,563,400,000 4,530,800,000
2000 Domestic Store Revenues 2,701,000,000 4,697,600,000
Percent Change (5.1)% (3.6)%
Comparable Domestic Stores Percent Change (5.3)% (3.9)%
Preliminary Earnings Announcement
The company anticipates that earnings per share for the first fiscal quarter of 2001, ended March 31, will be approximately $0.53, versus $0.65 in the first quarter of last year.
In the first quarter, the credit business performed in line with expectations, reflecting continued strong portfolio quality. However, operating income from the credit business for the first quarter will be slightly below last year, mainly due to lower revenues. The domestic retail business did not meet the company's expectations in the first quarter due to sales and margin shortfalls resulting from the slowing economy and cooler than expected spring weather in much of the country.
Sears Revises Segment Reporting
FASB Statement No. 131 prescribes accounting guidance for segment reporting and requires that a company's externally reported segments be consistent with its internal management structure. Consequently, effective for the first quarter of 2001, Sears is modifying its externally reported segments to reflect the company's integrated retail and related services strategy and to align externally reported business segments with changes that have occurred in the company's internal structure over the past several months. The company's four new segments are as follows:
- Retail and Related Services -- This segment consists of merchandise sales and related services, including service contracts, delivery and product installation and repair services. It covers all Sears selling channels, including specialty and full-line stores as well as direct-to- customer operations which includes online, catalogs and clubs and services. - Credit and Financial Products -- This segment includes Sears domestic credit business and the company's related financial product offerings.
- Sears Canada -- Formerly named the International segment, this segment
Televisory analysed and compared the results of September 2015 quarter with September 2016 quarter. The EBITDA per square foot decreased by 6.8% from USD 12.56 to USD 11.70 as can be seen from the below EBITDA bridge. This decline was still better than the sharp decline at a CAGR of 8.8% over the past 5 years. However, the EBITDA per square foot decreased, the revenue per square foot increased by USD 9.60. The chart beneath shows that the average number of employees per store has increased. This will result in a better customer experience. The inventory turnover period improved from 103 days to 95 days. The below chart depicts that the average revenue per store has also improved. This shows that Finish Line rightly identified the underperforming stores. This, in turn, also improved the cash conversion cycle from 72.1 days to 57.1 days. The EBITDA margin decreased, however, this decrease would have been more if the underperforming stores were still
Corporations keep various types of financial records and it is the responsibility of managers to make sure that the records are maintained and resolved at the end of the fiscal year. Most company has shareholders that want a year-end account on how the company has done and with a projection of what the company is capable of doing in the future. The shareholders have a vested interest and want to be kept informed on how the company is doing financially. Financial records for major corporations are public knowledge and this paper is comparing Target and Wal-Mart and their financial standings.
And those trends have been going on for more than a year. Whatever role nonstore retailers are playing in the decline of department store sales, looking at the two together shows just how dramatic the downward trend in department store sales is compared to a segment with which those stores often compete.
Wal-Mart represents the sickness of capitalism at its almost fully evolved state. As Jim Hightower said, "Why single out Wal-Mart? Because it's a hog. Despite the homespun image it cultivates in its ads, it operates with an arrogance and avarice that would make Enron blush and John D. Rockefeller envious. It's the world's biggest retail corporation and America's largest private employer; Sam Robson Walton, a member of the ruling family, is one of the richest people on earth. Wal-Mart and the Waltons got to the top the old-fashioned way: by roughing people up. Their low, low prices are the product of two ruthless commandments: Extract the last penny possible from human toil and squeeze the last dime from its thousands of suppliers, who are left with no profit margin unless they adopt the Wal-Mart model of using nonunion labor and shipping production to low-wage hellholes abroad." (The Nation, March 4th 2002 www.thenation.com/doc.mhtml?i=20020304&s=hightower).
Assets turnover growth is impressive considering other competitors in the industry have closed many stores from losses caused by Amazon market share growth and Costco and Walmart low prices.
The author of “Shopping at J-Mart with the Williams”, Lindsay Coleman, discusses race, ethnicity, and belonging in South Park. She talks about how South Park joins the “long tradition of decidedly impolite, racially charged comedy” (Coleman 131) through rhetoric. Coleman goes on to give specific examples of racially based actions in different episodes to show the commonality of this rhetoric in South Park. She explains how typical black stereotypes are portrayed in some episodes to help highlight South Park’s use of racial comedy. She also explores the role reversal of race through “social condition” (Coleman 131). In America, most people associate wealth with white men/women, but in South Park, the black men and women are the wealthy people.
On January 22, 2002, Kmart filed for Chapter 11 bankruptcy protection becoming the largest retailer ever to do so in U.S. history. Most industry analysts attributed the immediate cause of the company's bankruptcy filing to a dull holiday season and stiff competition from WalMart and Target as the chain's more fundamental problem. But competition wasn't the root cause of Kmart's consistently poor performance. The real reason for Kmart's poor performance is that Kmart never had a marketing strategy. Kmart completely misunderstood its market and was positioning itself in the wrong direction. Also, on the strategic side, there are issues of where stores were located. On the whole, Kmart stores did not seem to be sited as well as the stores of the competition. Then there was the issue of technology. While Wal-Mart was becoming the relentless efficiency engine that we know today by investing in technology and streamlining the supply chain, Kmart held back. As Wal-Mart developed an infrastructure that enabled it to lower prices, Kmart slipped into a price disadvantage. This paper discusses these strategic problems that led to Kmart's poor performance.
We are using October 2006 as the base for our forecasted sales due to the many changes that have occurred in the last year. Several product lines have been ...
Our Strategic Issue for SHC is, "How can Sears Holdings Corporation strengthen Kmart's position and regain its competitive advantage? Our recommendations are as follows: 1. Differentiation Strategy: Appeal to low and middle income families with children, Quality clothing and decorating store. 2. Stable & Effective Management: Retention, Value Chain Analysis: Supply Chain, Inventory Control (Product Selection), Technology (Reserve), Overall Consistency, Continue Value Adding Strategic Alliances, Similar to alliance with Joe Boxer. 3. Continue to Evaluate Store Portfolio, Focus on owning more/ Premium space. 4. Meet Customer Expectations, Customer Service, and Continuous Research & Development.
Financial Accounting Standards Board. (1985). Statement of Financial Accounting Standards No. 86. Norwalk. Retrieved April 7, 2014, from http://www.fasb.org/cs/BlobServer?blobkey=id&blobnocache=true&blobwhere=1175820922177&blobheader=application%2Fpdf&blobheadername2=Content-Length&blobheadername1=Content-Disposition&blobheadervalue2=189998&blobheadervalue1=filename%3Dfas86.pdf&blobcol=url
JCPenney is a chain of American mid-range department stores that is based out of Texas that started over 100 years ago. JCPenny has been successful for most of its time up until the last three to four years. The company is trying relentlessly to overcome the lingering effects of the makeover that former CEO, Ron Johnson, had implemented in order for the company to take a new direction in hopes of increasing sales. The new CEO, Myron Ullman, has taken a close look into the markets demographic segmentation along with the income segmentation in order to attempt to return the retailer back to its old self, which is to appeal to middle-market customers. A couple issues of major concern for the company are the dissolving of Johnson’s Boutiques, the price of their products, and overall revenue.
Walton grew up in a rural area in the United States. He tried lots of things such as running variety stores before founding Walmart. Walton believed that discount stores could succeed in smaller markets based on the success of many Ben Franklin stores which were located in smaller markets. From the beginning, Walmart focused on small-towns, in rural or suburban areas. In 1962, Walton started his first Walmart store in the small town of Rogers, Arkansas. Then, Walmart grew up by following Walton’s expansion strategy in which new stores should be adjacent to existing Walmart markets and distribution lines. (Ortega, In Sam We Trust) Besides the concern about geographic location, Walmart also understood customers’ shopping habits - they preferred
Target Corporation being a retail industry, the structure by product grouped to a functional level practices works the best. This is necessary for the other functional levels to collaborate as a single team to produce a positive customer shopping experience. Target Corporation further divided the functional level into a geographic area to exercise management tasks effectively with the given authority. Each structure of the management at the geographic level has a strategy discussion, a line of communication, growth, and progress reporting according to the corporate reporting plan. Jana Potts who manages Target Corporation store has closer to 300, 000 employees working for her and the effective can be improved if the role is broken within domestic into channels, stores into broader segments and a separate global position. The rapidly growing online channel and global expansion are necessary to support Target Corporation's strategy of internal growth and sustain it for long term sustainability. These structural changes will allow Target Corporation to connect with its employee at a functional level and bring changes faster, track and monitor the
Walmart operations comprise three business segments, namely: Walmart U.S., International and Sam’s Club. The Walmart U.S.
Sears has seen many different changes in business and has had to adjust to t...