策略行銷個案研究-7
腳踩喜瑪拉雅山—
Cima Mountaineering,Inc.
組別：第2組
組員：雅惠、小燕、美貴、韻惇、玉如
日期：101年11月12日
大綱
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•
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•
•
公司背景
SWOT 分析
現況說明
主要議題
方案選擇
Background
• Hoback Boot Company, founded in Jackson,
Wyoming
• Began as a Western-style boot company
• Inherited from parents (president- Margret &
VP- Anthony)
• Company was refocused to increase revenues
• 1981 Hoback was renamed to Cima
Mountaineering
財報分析
• 損益表(比較1994、1995)
銷售淨額、營運所得、淨利均成長，但淨
利率略有下降。
• 資產負債表(比較1994、1995)
資產、負債及業主權益均增加
※公司獲利不高，淨利率僅約4.3%，且1995
年較1994年下降，確有提高營收以及降低
成本的必要。
鞋子構造
SWOT
STRENGTHS
• Test hiking boots on trails
• Discuss marketing strategies to increase profits and
increase sales
• Sales & Profits have grown steadily
• Anthony & Margaret (owners) grew up learning the
boot business
• Quality emphasized throughout product line
• Each line has different styles & features to cover
many of the important uses in the market
SWOT
WEAKNESSES
• Growth has slowed down as a result from
foreign competition & a changing market
• Market wants more casual, stylish boot for
weekend hikers
• Not much modification to the current boots
SWOT
•
•
•
•
OPPORTUNITIES
Market wants more casual, stylish hiking boot
for a variety of uses
Ideas to extend the line & expand distribution
Make boots at lower prices
Light weight hiking boot for less experienced
hikers
SWOT
•
•
•
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THREATS
Risk in new line of boots
New boots = new set of marketing,
competitive issues, and financing a new line
Asolo, Hi-Tec, Salomon, Raichle, Reebok, Nike,
Vasque, and Merrell
Rocky Mountain Sports & Great Western
Outfitters dropped Cima and picked up their
competitors (more to come?!)
競爭者摘要
公司
區位
登山( 類型)
健行( 類型)
男性
女性
孩童
價格
Raichle
瑞士
是( 7)
是( 16)
是
是
是
高
Salomon
法國
是( 1)
是( 9)
是
是
否
中
Asolo
義大利
是( 4)
是( 26)
是
是
否
高
Tecnica
義大利
是( 3)
是( 9)
是
是
否
中/ 高
Hi-Tec
英國
是( 2)
是( 29)
是
是
是
中/ 高
Vasque
明尼蘇達州
是( 4)
是( 18)
是
是
是
中/ 高
Merrell
佛蒙特州
是( 5)
是( 31)
是
是
是
中
Timberland
新漢普郡州
否
是( 4)
是
否
否
中
Nike
奧瑞崗州
否
是( 5)
是
是
是
低
Reebok
麻州
否
是( 3)
是
是
是
低
Cima
懷俄明州
是( 3)
是( 5)
是
是
否
高
資料來源:Published literature and company product brochures,1995.
Current Situation
• Revenues are increasing but at a slowing rate
• Cima is looking to expand but they can’t decide which
alternative to choose
• Losing business due to high prices
• Competitors are becoming increasingly popular with a less
expensive weekender style of boot
• Cima currently only focuses on more expensive boots for a
medium to advanced level of hiker and climber
• Cima only sells using personal selling to specialty retailers
while their competitors sell through mail order companies
and chain sporting goods stores
Problems
• Distribution
• Price
• Competitors
– Foreign
– Domestic
• Promotion
Problems
• Distribution
– Currently, Cima boots are only distributed in Western Canada
and the Western United States
– Cima Mountaineering only sells their boots to retailers that
specialize in mountaineering, backpacking, and hiking
equipment
» Do not use catalogs
» Do not use sporting goods chains
» Do not use internet
Problems
• Competitors
– Foreign
• Foreign companies exporting their boots aggressively into the
United States
• Asolo, Hi-Tec, Salomon, Raichle marketed on performance and
reputation, usually to the mountaineering serious hiker and
weekender segments of the market
– Domestic
• Vasque and Merrell market boots that compete with Cima, but are
offering products for segments of the market where prospects for
growth are better
• Reebok and Nike new entry to boot market-- appearance and
durability of hiking boot with the lightness and fit of athletic
shoes-- expanding into markets that demand lower levels of
performance
Problems
• Price
– Current prices are too high to reach some of the
market
– Losing retailers due to high prices
• Great Western Outfitters replaced Cima with Merrell
due to customers asking for lower-priced boots
Problems
• Promotion
– Cima needs to expand their promotion techniques
•
•
•
•
Personal selling
Print advertising
Trade shows
Point of sale displays
– Only have 10 sales reps
• All independent and sell complementary equipment
– Print advertising is only placed in backpacking magazines
• Summit, Outside, Backpacker
Key Issue
• How to expand the company in order to
increase growth and keep up with competitors
– Management is torn on which expansion
approach to take
• Expand existing Line
• Develop new line
提案1:進入「週末旅行者」健行鞋市場
所需投資:
產品研發與測試
更新生產設備
合
計
35萬美元
15萬美元
50萬美元
提案2:擴充目前登山鞋和健行鞋產品種類
所需投資:
產品設計與發展
生產設備
合
計
2016/7/13
40萬美元
15萬美元
55萬美元
18
年度
2001-02
2000-01
1999-2000
1998-99
1997-98
售價
利潤1%
資本支出
回收期
WX550
164,420
14,104
8,420
5,590
4,050
WX450
24,590
21,115
12,605
8,430
6,160
$89
$69
以20%逐年UP 1%
35+15=50萬
1999~2000/ $774,713
2001~02 / $2,215,220
MX350
2,249
1,778
897
538
414
$219.99
成長利潤
投資
回收期
HX100
15,420
13,285
10,078
5,470
4,049
HX50
12,897
11,733
9,169
5,049
3,813
$119
$89
以毛利20%逐年UP 1%
40+15=55萬
1999~2000/ $968,180
2001~02 / $2,560,505
結論 :
提案1 與提案2支回收期皆為 3年；
經評估，提案2利潤較佳。
提案1
提案2
＜
1999 ~2000
$774713
2001~ 02
$2215220 ＜
$968180
$2560505
建議 :
採行提案2。
2016/7/13
20
簡報完畢 敬請指教