PART I CDI HISTORY AND FACT FILE

I.1 COMPANY INTRODUCTION

Campus Designs Inc was started by some 4 college vendors of collegiate licensed

products located in Alabama. It was started by 4 university entrepreneurs namely:

۞ Seth Chapman

۞ Billy Pittman

۞ Tom Pittman

۞ David Gross

The initial investment was $200 each. One of the members was bought by others due to

lack of contribution to business. The basic idea behind start up of CDI was a new T-shirt

design of Seth’s own. The all three people had different degrees and experiences. Billy

held a dual major degree in graphic design and communications. Tom was doing

bachelors of Arts in advertising.

The first step was set up of a credit account with a local screen printing company in 1986.

In 1989, it grew to a trade mark of logo of college and design of university of Alabama

on T-shirts. Different designs were available for ladies and gents, tank tops, game day

designs and custom designs.

At the start of 1990, The 3 partners set up some new objectives and emphasized on

growth strategy. They wanted to create more trademarked designs for collegiate and

further included a product line for children’s clothing and adult-size apparels. The

financial l position was stronger at the end of 1989. CDI sales boosted up from $10,000

to $329, 548 in 1989. However, t he net income decreased form $18,316 to a loss of $19.

This further included a purchase of space where they could market their products and see

what the competitors were doing. The World Congress Center held a show where all the

displays could be kept. It also helped in bringing out what kinds of new products and

styles were coming into the market place.

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I.2 CDI MISSION STATEMENT

“We want to bring motivation and novelty to every sports person in the world.

We strive to be a leader in the collegiate licensed outfits industry with brands built on an

obsession for sports and a healthy lifestyle.

We are consumer focused. That means we continuously improve the quality, look, feel

and image of our products and our organizational structures to match and exceed

consumer expectations and to provide them with the highest value.

We are innovation and design leaders who seek to help athletes of all skill levels achieve

peak performance with every product we bring to the market.

We endeavor to be a global organization that is socially and environmentally responsible,

creative and value creating for our employees and shareholders.

We are committed to continuously strengthening our brands and products to improve our

competitive position and financial performance.

In the medium term, we will use more of the internal facets of the business and less

reliance on outer aspects. In the long-term, we will build relationships with suppliers as

our success wholly depends on the material they provide."

I.3 CDI VISION STATEMENT

“We want to experience the sensations of winning and overpower the competition. We

desire to be one step ahead in the competition.”

I.4 CDI OLD OBJECTIVES

In 1990, Tom, Seth and Billy had objectives that centered on the development of

additional trade marked designs for more colleges and universities and an extension of

product line of children’s clothing and adult-size apparel.

I.5 CDI CURRENT OBJECTIVES (GOALS)

۞ Provide an environment which develops people to maximize their contribution to

CDI.

۞ Identify focused consumer segment opportunities.

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۞ Provide quality and innovative services and products internally and externally.

۞ Establish and nurture relevant emotional ties with consumer segments.

۞ Maximize profits.

۞ To have a better system of distribution.

۞ To expand staff and less working hours.

۞ To expand the products line more.

۞ To make it recognized world wide.

۞ Continuous improvement

۞ Continuous innovation( New designs)

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PART II CDI ENVIRONMENT

II.1 EXTERNAL MACRO-ENVIRONMENT

II.1.1 Legal Environment

The main problem was existence of unlicensed products. The sale was illegal. Many

cities had implemented infringement ordinances that supplemented existing trade mark

laws. These were carried by enforcement teams. If found unlicensed products, the

merchant was asked to remove all unlicensed product from sale. The business could be

closed down. The merchant could be arrested.

The other issue was copy right infringement. CDI took certain steps to ensure that copied

products were kept away from market and customer.

II.1.2 Socio-cultural Environment

The demographics of consumers were usually sports people in the beginning. The market

comprised college and university people. The children wear was also included. CDI

wants to expand product line to more fashionable licensed products. The changing trend

in the environment was over-sized T-shirts which were becoming popular among

teenagers. Both as sleep wear and daywear. Another trend involved cross-licensing of

cartoon and animated characters like Snoopy and Bugs Bunny. An upcoming trend was

game-day T-shirts displaying the date, location, and names of competing teams in a

multicolored design. There was a huge fall in demand for tank tops.

II.1.3 Technological Environment

The two processes were being followed for screen printing.

@ Manual

@ Automated

The only difference between automated and manual process is that machines could work

for hours whereas workers had to take breaks in manual systems. The other difference

was price. Automated machinery cost from $3,000 to $10,000 while manual equipment

ranges from $200 to $2,000.

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II.1.4 Economic Environment

The only aspect of economics discussed in the case is sectoral growth. The collegiate

licensing industry growth is discussed well in the case. The industry was growing and the

growth was traceable to a number of factors. The main reasons for the growth for

collegiate licensing industry were:

@ A rise in the number of televised collegiate athlete events.

@ Increased regional fan support for college athlete programs.

@ Growing popularity of universities with successful athletic programs.

@ Rising enrollments and growing number of alumni of university.

II.2 EXTERNAL (TASK) MICRO-ENVIRONMENT

II.2.1 Clients

The clients included many customers from sports athletes to females. The main target

market comprises college students, trendy youngsters, females adult and the products

were manufactured for children as well. The new product line of CDI kept adding new

customers.

II.2.2 Competitors

@ Nike

@ Adidas

@ Russell Athletic

@ The Game

@ Artex

@ Champion Products Inc

@ Rah-Rah Sales Inc

Russell Athletic was a fully integrated national supplier. Russell was involved in spinning

the yarn from cotton, making synthetic fibers from cotton, and manufacturing finished

5

apparel in various cutting and sewing operations. It used both automated and manual

processes for printing. Russell also provided private label garments from apparel makers.

National players like The Game and Artex purchased private-label goods from apparel

makers and did their own screen printing. The Game offered a wide range of apparel

items including T-shirts, caps, sweatpants, scarves, gloves and Frisbees. It was not

involved in the production of non-printed apparel items. Champion Products Inc carried

larger garment selections consisting of athletic uniforms, recreational and leisure wear,

cycling clothes, fiber outfits, and athletic shoes. Rah-Rah sales Inc used private labeled

blanks and in-house own screen printing. It was also closing and moving away from

private label merchandise due to loss of business. It planned to move to a totally

differentiated strategy.

II.2.3 Types of Suppliers

Fully integrated manufacturer who

makes their own garments, own designs,

own screen printing and in-house sales

force.

Less than 1 %

Does own designs and own screen

printing on garments having suppliers

private label

5%

Does the same with manufacturer label 75%

Designs only 19%

Table 1: Source Pat Battle, CCI/ICE

II.2.4 Suppliers

@ Promotional Pullovers

@ Hanes INC

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@ Fruit of the Loom

CDI suppliers for blanks included these. The main problem in the industry was cotton

shortage. Prices were high and supplies of all cotton garments were limited. The

agreements led to expensive charges and high COD.

CDI established an account with Hanes Inc but soon discovered that the prices were high.

Other relationships were made with Fruit of the Loom as a back up. It announced

increased prices in 1989 and CDI had to change its suppler. They switched back to Hanes

Inc due to reasonable prices.

II.2.5 Labor

The labor CDI had no special training and experience. Nothing is mentioned about the

type of people working at CDI. Some sales force used to work. They want to engage

more skilled and trained workforce in their organization. They want to reduce working

hours and expand staff. CDI focus is to get more recognition.

II.2.6 Funding Body

Central bank of Tuscaloosa where a joint business account was opened for all the

business operations. The cosigned loan helped the company meet its working capital

needs. (Short-term financing like Accounts Payable, which include loans of less than 1

year maturity, Accounts Receivables, which includes debtors of less than 1 year).

II.3 INTERNAL ENVIRONMENT

Some of the things discussed in the case about the internal environment are:

II.3.1 Organizational Structure

The 4 founders of the business were there. The company did not have any specific job

descriptions. There were no written job descriptions or job titles. The working philosophy

was somewhat different from other companies. The philosophy was explained in a way

that every one was equally responsible and involved in running CDI. The decision

making was group based. Every one was responsible for any business situation that might

come up whether it was a president or CEO or Vice President.

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II.3.2 Communication Network

CDI had a good network of communication. There was no top structure defied as such.

The network inside the organization was good because the 3 founders contributed

equally.

II.3.3 Hierarchy of Objectives

In the beginning, CDI had well defined objectives. It has defined its future objectives as

well. Rather, it has not defined objectives, but goals. CDI must define objectives in terms

of time and quantity. (To achieve a sales growth of $400,000 in 1990 is an objective; to

get higher sales in 1990 is a goal. Though terms are used interchangeably.) The

objectives include:

۞ Provide an environment which develops people to maximize their contribution to

CDI.

۞ Identify focused consumer segment opportunities.

۞ Provide quality and innovative services and products internally and externally.

۞ Establish and nurture relevant emotional ties with consumer segments.

۞ Maximize profits.

۞ To have a better system of distribution.

۞ To expand staff and less working hours.

۞ To expand the products line more.

۞ To make it recognized world wide.

۞ Continuous improvement

۞ Continuous innovation( New designs)

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II.3.4 Market Segmentation

The target market includes youngsters, collegiate, teenagers, females, children and

university going adults. It included all those who had a taste for collegiate licensed

products.

II.3.5 Product

The products were collegiate licensed ones. The industry grew quickly. T-shirts, full line

of male and female designs, game day designs, custom designs for local organizations in

sweatshirts and tank tops. It had a niche strategy.

II.3.6 Advertising

To advertise in sports magazines like Sports Trends and Impression.

II.3.7 Pricing

It is currently charging a full wholesale price to buyers. There were no purchase

discounts.

II.3.8 Financial Performance

The financial condition of the company seems to be weak though there is a lot growth in

sales. But in 1989, the operating losses or net losses were there. It means either the

commissions were high or costs were not handled properly. The cost management

mechanisms were not that efficient. The firm did not show any profitability (Net income).

II.3.9 Production (Use of technology)

The CDI was using manual technology for screen printing. Manual was cheaper and costs

were low.

II.3.10 The Management Style

The management style was democratic and self-governing at CDI. Group decision

making was there. Every one was responsible for his own duty. There were no defined

job descriptions or job dimensions.

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II.3.11 Distribution Network

The distribution network was weak. CDI was changing its suppliers every month. It

picked 30 suppliers every month and lost 10. Various distribution channels were used.

The main disadvantage that CDI had was charging buyers full wholesale price. Larger

suppliers had 3 price advantages which CDI did not have. They were Economies of scale,

purchase discounts (2/10 net 30) and price breaks.

The distribution strategy was through reps. the certain rep groups worked for CDI. Rupp

Bookmeier was the one. However the distribution system was not that efficient and

needed improvement. Figure 1 shows the distribution network of CDI. The pink area

shows manufacturers’ rep of CDI and purple one show products. All of these were

earning a commission of 10%.

Figure 1: Source CDI

Cole Harris

Earl Williams

Pat & DanO Connell

Bonnie Ross

Herman, Thompson and

Wells

Cirle-M, Campus Rapp

Cirle-M, Campus Rapp

Cirle-M, Campus Rapp

Cirle-M, Campus Rapp, Greek Shirts

Cirle-M, Campus Rapp

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II.4 SWOT ANALYSIS

Strengths:

@ Strong interaction with

students and university

because of owners’ personal

tuning.

@ Ability to supply game day

shirts for all University of

Alabama athletic events.

@ Copyrighted designs.

@ No well defined job

descriptions (could be positive

since no red tape and decision

delaying occurred.)

Weaknesses:

@ Weak cost control system

@ Weak inventory management

system

@ Weak collection system(In

1989 Accounts Receivables

increased, cash reduced)

@ Poor distribution system

@ Design similarity

@ Weak pricing system (whole

sale charges)

@ No Economies of scale

@ Capital requirements (could

be financed with short term

loans)

@ No well defined company

hierarchy (can come under

strengths as well). Employees

must know their goals.

@ Inability to compete with

large suppliers in terms of

price, quality and quantity.

@ No use of software programs

for designing (typesetting

done by outside source).

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Opportunities:

@ Collegiate products industry

in boom

@ A rise in number of collegiate

athletic events

@ Growing popularity of

industries with successful

athletic programs

@ Increased regional fan

support for college athletic

programs

@ Changing consumer tastes

Threats:

@ Infringements

@ Knock-offs(copying designs)

@ Cotton shortage and high cotton

prices

@ Suppliers charging high prices

@ Unreliable manufacturers’ reps

Table 2: SWOT matrix

II.5 COMPETITIVE ADVANTAGE

The only competitive advantage that the firm had was direct interaction with the

university market. The psychographics of the young community could be judged well in a

better way as compared to other suppliers. The owners could stay in touch with what

students liked and what was going on in their minds. They could easily make a judgment

of what the students were thinking and what trends were there at the college campus. The

other players in the industry could have launched products without student interaction.

This picture put CDI to quickly respond to changing trends and gave them an advantage

over bigger competitors as well.

It also had a niche in game day shirts which bigger players did not encompass.

II.6 AVOIDING THREATS AND OVERCOMING WEAKNESSES

The company can avoid its threats and overcome weaknesses.

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II.6.1 Monitor Cost Management System

It must change or monitor its cost management/ control systems. (The overhead expenses

and fees, all should be managed properly.) The cost control department must be given

training to reduce overhead and direct costs. The gross profit of 1989 is $ 142,152(an

increase from $85,921 in 1988). But the firm incurred a loss in 1989. Legal expenses are

very high. Royalties paid are very high. The expenses should be cut down.

II.6.2 Inventory Management

It must improve its inventory management system. The inventory in 1989 has increased

from $17,279 to $23, 809. The cash has reduced. The more inventories are sold, the more

cash flows are there.

II.6.3 Collections Management

The debtors’ collection system is weak. Accounts Receivables increased from $42, 292 to

$ 50,511. The incentives like purchase discounts (2/10 net 30) should be given to buyers

so that they have a motivation if they pay early, they will have a discount of 2%. The CDI

cash flows would improve as well.

II.6.4 Having Reliable Reps

The more reliable reps should be found. Rather 2-3 years contracts should be signed

between reps and CDI for a better distribution system.

II.6.5 Changed Designs

They must have altered designs. CDI retailers said “no” to them because they felt that

they had kept a similar design in their shop. The totally changed and highly innovative

designs can motivate retailers to keep CDI products.

II.6.6 Economies of Scale

There are no economies of scale as the bigger players in the industry enjoy. They need to

have economies of scale and scope.

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II.6.7 Graphics Designs Software

Some graphics design software (which is cheaper) should be used by CDI. The software

will improve the design architecture and efficiency. Rather, it should be as such that does

not allow for repeatable designs.

II.6.8 Vendor Development Programs

Due to cotton shortage and high prices, the suppliers announced new prices and charged

high. Some “vendor-development programs” must be introduced. So that suppliers are

given some incentives.

II.6.9 Better Advertising Strategy

Some better advertising strategy needed to be adopted. They must advertise in sports

magazines and magazines read by teenagers or university students. They can introduce

sponsorship program which would give them wide recognition.

II.6.10 Better Promotional Strategy

Different promotional schemes and programs may be used by CDI. Some sports events

sponsorship programs may be introduced. University alumni (benchmarks) may be used

as symbols.

II.6.11 Better Idea Generation

CDI may encourage students at the campus to create as many creative designs in order to

avoid design redundancy. Some suggestion box can be used as a tool.

II.6.12 Tackling Copy Cats

The biggest problem is of “copy cats”. The CDI business had major threats from these

copied businesses. They found a way of copyrighted designs but some better measures

needed to be adopted. The best would have been customer awareness. The customers

must be able to differentiate between an original collegiate licensing product and the

copied ones. So customer awareness programs must be introduced.

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PART III CORPORATE, BUSINESS AND OPERATIONAL STRATEGIES CDI

III.1 CURRENT CORPORATE STRATEGY CDI

The current strategy found at CDI is growth strategy. The Ansoff Matrix growth option is

found at CDI. CDI is making current products for current markets. (Market Penetration).

It is making new products for current markets. (Children’s product line). They want to

expand to other fashionable licensed products as well. They talk of innovation in designs

as well. They talk of totally creative and new-designed products as well. They talk of

diversification as well. (If the demand for any of the product falls, as happened in the

case for tank tops, CDI may have reduced cash flows). They are growing but ways to

meet those growth requirements are limited. They need working capital and loans to meet

the desired growth.

III.2 CURRENT BUSINESS STRATEGY CDI

The current business level strategy found at CDI is differentiated one. The CDI product

(assuming absence of copy cats) is differentiated. By looking at the income statement, it

is obvious that CDI is not a low cost leader. The costs are high and expenses are

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escalating. The focus strategy is found at CDI. They have a little niche and a small target

market segment. They had a market niche for game day shirts for athletic events which

large players did not have. They could retain their little niche.

III.3 CURRENT OPERATIONAL STRATEGY CDI

The operational strategies include all related to the operations of a company and which lie

in line with the corporate and business level strategies. The operational strategies include

that of marketing, financial and human resources as well. The current marketing strategy

is weak. CDI is only advertising in a sports magazine. The financial strategy seems to be

weak as one looks at the income statement and balance sheet of CDI. The proper

financial planning does not seem to exist in order to support the desired growth. The

Human resource strategy is that customer service has many employees, but the 3 owner

would also be found at customer service. The HR strategy has positive and negative

points both. Due to absence of a formal hierarchal structure, the decision-making can not

be delayed, (no power distance and red tapes). But one needs to know what his/her job is.

A company where ambiguity about certain job roles exist, may create problems.

III.4 CURRENT STRATEGY SUCCESS AND PROBLEMS

The collegiate licensing products industry is in boom. CDI needs to know the exact

optimal growth rate. The growth which is beneficial for them. Any limit beyond the

optimal growth rate would impose problems for CDI. It may not offer investment

opportunities if growth is really high. The CDI needs to grow and must determine the

target growth rate. There must be proper financial planning in order to support growth.

Lack of proper financial and human resource planning may lead to problems. Especially

top management approach is essential.

The current business level strategy (focus) has strong plus weak points as well. The

benefit of focus strategy is that the CDI has a market niche in game day shirts for athletic

events, which large firms like Russell does not have. Through specialization and

concentration of its resources, CDI could serve requirements of niche segment better than

even big players in the market.

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The biggest risk or handicap of focus strategy is that tastes of the niche segment could

change over time. (There is an impending taste for game day athletic shirts, but it may

change in future). CDI needs to be well aware of the tastes of the consumer segment

changing tastes. Even if the same market segment is captivated by bigger players with

economies of scale, CDI may suffer.

III.5 IS PRESENT STRATEGY WELL POISED TO MATCH COMING FUTURE OPPORTUNITIES?

NO: Obviously not. The current corporate and business level strategies are not well

matched to meet the current needs even. CDI would need to change the corporate and

business level strategies. The future is dynamic and the current strategies are not well

poised to the requirements. What it must do at the corporate level?

III.5.1 (At Corporate Level) Diversification Strategy

CDI must go for some vertical back ward integration, after careful analysis, with its

suppliers. The high price charged by suppliers is a problem for them. It must also go for

forward integration with retail shops. Since cost is a problem, backward integration with

either (Fruit of the Loom, or Hanes Inc) would make CDI have some competitive

advantage. Forward integration would help CDI gain control over sales and prices of its

existing products.

The CDI suppliers plus distribution channel is weak and this is a time to go for vertical

integration. On the other hand, CDI can go for horizontal diversification as well. It can

merge with any of the big players in the industry. This would give a mutual benefit.

Stability and turnaround strategies can not be adopted. Stability strategy works where

environment is stable. CDI is not in a turnaround condition. CDI may plan to get acquired

by a bigger player in the industry for the sake of benefit.

III.5.2 (At Business level) Low-Cost Strategy

Though focus strategy may work well, but has its own pitfalls. Being a low cost leader,

CDI can get a competitive advantage and outplay competition. This would help CDI gain

a better market share and after tax profits. The low cost could be in overall value chain at

each level of CDI. Low cost does not mean that only overhead costs need to be managed,

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but at each level in the chain, costs should be lowered. The following table illustrates this

point:

Low Cost Value Chain

Support

Activities

Infrastructure Centralized Cost Controls

Human

Resource

Management

Intensive training to emphasize cost saving means; encourage

employees to look for new methods to improve means.

Technology

Development

Economies of scale of technology and R&D;

Learning and experience amortized over large volume

Procurement Strong network with suppliers

Primary

Activities

Inbound

Logistics

Operations Outbound

Logistics

Marketing Service

Large Economies Bulk order Strong Cheap Service

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shipments,

massive

warehouses

of scale;

learning

curve

shipment distribution

channel

facilities

Table 3: Source David Lei: Low cost chain

III.5.3 Differentiation Strategy

CDI can adopt differentiation strategy but it would be a very challenging job. They need

to crate differentiation at every step in the chain. Products could be easily copied and

R&D investment very high. The following table makes it clear:

Differentiated Value Chain

Support

Activities

Infrastructur

e

Tight coordination of activates among functions

Human

Resource

Management

Treat employees as special teams; Encourage innovative

ideas, reword systems that encourage innovation.

Technology

Development

R&D expenditures in making unique product;

Learning and experience amortized over large volume

Procurement Strong network with best suppliers

Primary

Activities

Inbound

Logistics

Operations Outbound

Logistics

Marketing Service

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Using best

Materials, and

components

Extremely

fine quality

made

workmanship

Quick

delivery to

distributors;

Extra care

in

packaging

Special

Distinctive

advertisements

Fast and

Courteous

Customer

service

Table 4: Source David Lei: Differentiated chain

III.5.4 Hybrid Strategy

CDI may adopt hybrid strategies. A combination of both differentiated and low-cost

strategy at business level. CDI may go for “no-frill” strategy which means low product

price, low value added and segment specific. It can go for focused based differentiation

as well. CDI can provide high perceived value to a particular market segment (Game

day).

III.6 THE CDI ENVIRONMENT

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Figure 2: Industry Environment

III.7 MICHAEL PORTER’S 5 FORCES

III.7.1 New entrants

Nothing as such is mentioned about the new entrants of collegiate licensing industry.

III.7.2 Suppliers

The suppliers are really powerful as the success of CDI wholly depends on supply.

@ Promotional Pullovers

@ Hanes INC

@ Fruit of the Loom

Suppliers(Fruit of the Loom,

Hanes Inc, Promotional pullover)

Competitors(Adidas, Nike, Artex,

Rah-Rah Sales, Russell, The Game,

Champion…)

Buyers

Economic environment (Industry in

boom)

TechnologicalManual + automated

technology

Legal environment

infringement laws

Social and cultural (tastes)

International environment

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CDI suppliers for blanks included these. The main problem in the industry was cotton

shortage. Prices were high and supplies of all cotton garments were limited. The

agreements led to expensive charges and high COD.

CDI established an account with Hanes Inc but soon discovered that the prices were high.

Other relationships were made with Fruit of the Loom as a back up. It announced

increased prices in 1989 and CDI had to change its suppler. They switched back to Hanes

Inc due to reasonable prices.

III.7.3 Buyers

Powerful and all those who have a passion for collegiate licensed products.

III.7.4 Substitutes

Nothing is mentioned as substitute for a college licensed product, (in the case, as many

could exist).

Figure 3: Porter’s Five Forces Model

New players

Suppliers

Internal competitio

n

Substitutes

Buyers

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III.7.5 Internal Competition

@ Nike

@ Adidas

@ Russell Athletic

@ The Game

@ Artex

@ Champion Products Inc

@ Rah-Rah Sales Inc

Russell Athletic was a fully integrated national supplier. Russell was involved in spinning

the yarn from cotton, making synthetic fibers from cotton, and manufacturing finished

apparel in various cutting and sewing operations. It used both automated and manual

processes for printing. Russell also provided private label garments from apparel makers.

National players like The Game and Artex purchased private-label goods from apparel

makers and did their own screen printing. The Game offered a wide range of apparel

items including T-shirts, caps, sweatpants, scarves, gloves and Frisbees. It was not

involved in the production of non-printed apparel items. Champion Products Inc carried

larger garment selections consisting of athletic uniforms, recreational and leisure wear,

cycling clothes, fiber outfits, and athletic shoes. Rah-Rah sales Inc used private labeled

blanks and in-house own screen printing. It was also closing and moving away from

private label merchandise due to loss of business. It planned to move to a totally

differentiated strategy. (Many others are mentioned in the case, but nothing about the

strategies of competitors).

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PART IV EVALUATION MODEL

IV.1 STRATEGY EVALUATION MODEL (FOR CURRENT STRATEGIES)

The mathematical models for strategy evaluation can be used. They are:

@ ROI

@ ROA

@ Profit margin

@ Debt/equity

@ Sales growth

@ Asset growth

By looking at the balance sheet and income statement of CDI, two year performance can

be measured.

1988 1989

ROI: 25.78% -0.02%

ROE: 159% -0.172%

Profit margin: 8.10% Negative returns

Debt/Equity: 517% 638%

Sales growth: Unknown 45.91%

Asset growth: 14.22%

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The returns are negative and ROE is negative as well. This means that the current

strategies are not meeting the requirements and would not be effective in future as well.

A better model of strategy evaluation, balanced score card can also be used.

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PART V CASE TERMINOLOGIES

CASE GLOSSARY

Alma mater; old institute

Aphorism; brief statement or principle

Array of; objects range of things

Assortment of themes; range of themes

Boost; raise

Bustle; hurry

Cease-and-detest letter; bring to an end

Christen; give formally a name to something/someone at some ceremony

Contemplating; surveying

Converge; meet

Dart; back

Deafening spectacle; too loud sound

Din; heavy noise

Drastic falloff; immense decline

Echo; sound

Emblems; logos or symbols

Embellished; beautified

Expound; explain in detail

Extravaganza; theatrical production

Fidget; move relentlessly in lines

Fraternity; male university or college society

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Glimmer; shine

Imperative; urgent

Infringe; violate a law

Knock-offs; quickly produce designs

Liaison; network

Litigation; party to a lawsuit

Luminous; sparkling

Lycra-clad; elastic fiber for sports dresses

Maneuver; planned

Mascot adoring it; thing/person adding beauty to it

Muscle-bound; stiff muscles due to tough exercises

Neon ink; shiny ink

Neophyte; newly born

Nestle; public show

Plagued by; poisoned or threatened by

Pretty well; quite good

Roundabout; circumlocutory

Rouse; make excited

Saunter; walk slowly

Show-and-tell; place of knowledge

Soft-goods; textile products

Sorority; female university or college society

Strenuous; tiring

Strobe; lamps shining

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Suavely; sophisticatedly

Ties; relationships

Thunderous roar; rocking noise or music

Unpretentious; no show off

Vendor; supplier

Vibrant; energetic

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