DSpace Collection: Washington College Business Management Senior Capstone Experience

Cabela’s Inc.

Tue, 12 Feb 2008 20:59:18 GMT

Title: Cabela’s Inc.

Authors: McPoyle, Brendan M.

Abstract: The intention of this study was to assess Cabela’s Inc. strategic and operational success in the sporting goods stores industry. In order to determine success within the sporting goods industry several primary statistics were focused upon. The compound annual growth rate compared to the industry, the market share over a five year period, and the success of Cabela’s recent, rapid domestic growth are all factors considered in determining Cabela’s strategic success, or lack of. Cabela’s is affectionately known as the “the sportsman’s Disneyland”1 and currently has fourteen destination retail stores throughout the United States; there are many more retail stores planned for the United States, and one planned for Canada. Cabela’s through its retail stores, website, and catalog offer the consumer an immense variety of hunting, fishing, camping and related outdoor merchandise2. Because of how many products Cabela’s offers their competition within the industry is intense and often the listed competition is not even comparable to Cabela’s. In recent years, especially after Cabela’s went public in 2004 (CAB: NYSE), it adopted a domestic strategy of rapidly expanding its retail stores in an attempt to create more familiarity with consumers. Rapid expansion with massive stores has caused tourist frenzies where stores have been placed, but are responsible for possibly overextending company resources. Looking at effects of expansion will be an overriding focus in the study of Cabela’s strategic and operational effectiveness.

Strategic analysis: Nike Inc.

Tue, 12 Feb 2008 17:04:18 GMT

Title: Strategic analysis: Nike Inc.

Authors: Ward, Kristin

Abstract: Nike Inc. designs, develops, and markets footwear, apparel, and accessories. The firm is represented in over 160 countries around the globe and sells its product primarily through retail accounts and other licensees. The footwear industry is highly competitive and has little product differentiation. In 2006 Nike’s sales were dispersed with footwear accounting for 53%, apparel 27.9%, and accessories 18.8%. Revenues accounted for $14, 954.9 million in 2006, approximately a 12% increase from 2005. The strategic analysis shown for Nike and its competitors examines financial data from 2001-2005. Nike’s three-year and five-year growth rates were 13.33%, and 9.7% respectively, higher than the industry’s average. Nike has utilized its capabilities and resources effectively to create efficiency for the firm. Nike should evaluate the acquisition of Quiksilver, a company that designs, produces, and distributes clothing accessories and other products. Acquiring Quiksilver, Inc. is a bold business decision. The acquisition gives Nike the chance to exploit a new market with the potential for enormous growth. Nike is capable of purchasing the company and it will create more options for Nike to expand its portfolio of businesses, which is one of its’ primary goals.

Description: April 23, 2007

Senior capstone: Walgreen Co.

Tue, 12 Feb 2008 16:51:54 GMT

Title: Senior capstone: Walgreen Co.

Authors: Todd, Josh

Abstract: The content of this examination provides a close analysis of Walgreen Co. business strategy, along with its performance over the five-year period from 2002 to 2006. This examination starts with a discussion of the current business model of Walgreen and explains the pharmaceutical industry surrounding it. The analysis then moves its focus towards analyzing the top competitors in the pharmaceutical industry. Walgreen’s business strategy has been to remain the industry leader in revenue and market share by exhibiting top management skills along with growth through structure. Walgreen has been able to provide their customers with a great product along with outstanding service. For Walgreen to continue its success it must keep thinking of innovative ways to keep customers coming back. Many of these ideas are turning Walgreen stores into a one-stop shop, which is another reason for its immense success. One area of Walgreen’s strategy that needs attention is the idea of having all its stores located in one area. Walgreen needs to continue its expansion throughout the country and perhaps go international. Walgreen has made a significant presence along the East Coast, but needs distribution centers and many more store locations in the central part of the U.S. so that it can continue to gain market share.

American Eagle Outfitters Inc. senior capstone

Tue, 12 Feb 2008 16:48:26 GMT

Title: American Eagle Outfitters Inc. senior capstone

Authors: Soper, Colin

Abstract: The following is a study of American Eagle Outfitters Inc. American Eagle Outfitters is a casual clothing retailer, which has a target market of young men and women. Differentiation is the strategy that is used by almost every firm in the benchmark. Presenting a dynamic approach to stay ahead of the social trends is crucial in order to be effective in this industry. American Eagle’s generic strategy is to sell high quality merchandise at more reasonable prices then their major. The perceived quality of an item at American Eagle is higher then some of its competitor and very similar in quality to others. Their generic strategy is very similar to Target Corp strategy. Except American Eagle boasts high quality merchandise at a slightly lower price. As the company stands today, American Eagle is a very simple casual clothing retailer. Their business is very straightforward with little to no exceptions. American Eagle sells only clothing and accessories for the clothes that they sell. They have seen recent success because their differentiation strategy has finally paid off. They are staying ahead of the social trends and it shows on both their income and balance sheets, as well as in the ratios.

Description: April 23, 2007