For the Assignment, please refer to Case 13 on Yeti
You have been hired as a business consultant to prepare a report for the CEO of an organization. Using strategic models, you have learned, your report should contain detailed and convincing reasons to support each one of your recommendations. It is imperative that the conclusions offered by your recommendations are analysis-based and drawn from the concepts and analytical tools discussed in the text.
The length of the section should be roughly
5 pages. Please format the paper to use Times New Roman
with double spacing and 1-inch margins. The paper’s format should include headings, and subheadings as required for identification of topics you are discussing.
The case analysis must address the following questions, based on the information in the case.
Do not do any research beyond the case information! Your analysis format should address the questions in sequence based on the information in the case.
Part 2: Internal Analysis:
7. Assess the strength of the companies relative to each other in the industry using a Competitive Strength Assessment (CSA) Matrix. What conclusions can be made concerning the ability of the companies to compete based upon your CSA matrix?
8. Conduct an in-depth financial analysis with regards to profitability, liquidity, and growth, and then provide an assessment of the overall health of the firm’s finances. Include a detailed analysis of the Company’s Dupont Formula.
9. Assess the Company’s value chain compared to key rivals to identify best practices and/or areas needing improvement.
10. Use the resource-based view to identify the competencies and skills the firm has that provide the organization with a competitive advantage. Summarize the impacts of the company’s resources in providing a competitive advantage (Be Specific).
11. Conduct a SWOT analysis on the company and include pertinent financial assessment aspects revealed by your answer to question 7.
If further information on these strategic models is required, please let me know
Competitive Strength Assessment (CSA)
Can Brand Name and Innovation Keep it Ahead of the Competition?
In early 2020, Matthew Reintjes, president and CEO of Yeti, contemplated the company’s fiscal 2019 operations. Although the company had shown a 17 percent increase in revenue over fiscal 2018, with sales of $914 million, and profit of over $50 million, there were uncertainties ahead for the fast-moving company. Yeti’s coolers and other products had captured the number one position in the United States, and awareness in the domestic markets had risen from two percent in October 2015 to 10 percent in July 2018 according to the company’s own brand tracking survey. Yeti had become a cult icon for the hunting, fishing, boating and outdoors sports communities, and was rapidly expanding beyond those groups. On almost every outing, one would see people wearing Yeti T-shirts and caps, and Yeti stickers on the rear windows of pickups and SUVs.
Yet despite the meteoric rise increase in revenues, market share, and profits, there were storm clouds on the horizon. First, the recent tariff controversy between the United States and China, and the European Union had the potential to increase prices and thus reduce sales of Yeti products. Second, the COVID-19 global pandemic that began in early 2020 and its economic fallout could certainly have a negative impact on the sales of all Yeti products, both domestically and foreign, for an extended period. Third, and perhaps most concerning, was the large and increasing number of competitors across the entire product line, ranging from large well-known brands such as Otter Box, Tervis, Igloo, and Pelican to numerous small brands.
Yeti’s management was aware that although the company’s products were high quality, there were many equally high-quality competitor products available in the market: the market value of Yeti appeared to be the market value of its brand. The management team recognized that the path to continued success for Yeti was to maintain and increase the value of the brand, and to position the brand to have increased value with larger numbers of consumers. Mr. Reintjes resolved to craft a strategy that would reestablish and maintain the upward trajectory of profits for the company.
Two Brothers and a Cooler: From Dream to Icon
After graduation from college, Roy (Texas Tech University) and Ryan (Texas A & M University) Seiders began searching for business plans in the outdoor field. Their father had been a successful entrepreneur in the fishing tackle industry and the boys were determined to follow his lead. Ryan started a custom fishing-rod business and Roy began building fishing boats. Roy’s boats included three coolers, one of which was in the bow of the boat and used as a fishing platform. The coolers were the least satisfactory part of the boat, and Roy began looking for better options. Brother Ryan identified an imported Thai cooler at a trade show th
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