Operation Stages For Full Scale Shoe Production (Case Study Sample)

1. OPERATION STAGES FOR FULL-SCALE SHOE PRODUCTION
ASSUMPTIONS:
* The cutting of the shoe layout was perfect that no repetitions we to be conducted.
* Stitching is done by machinery and not human beings thus eliminating the risk of high sources of error.
* Treatment of the shoe soles and the bottom parts of the shoe might not be done to perfection simply because of limited time in the treatment liquid or even overtreatment.
ASSEMBLYIS THE SOLE TREATED WELL?CUTTING OF SHOE LAYOUTTREATMENT OF SOLE AND BOTTOM PARTSSTITCHINGSTARTDISPATCHSTOPNOYES
2. Strengths weakness opportunities and threats analysis for in house shoe production
STRENGTHS
* Affordable products
* Little raw materials are required for the process of manufacturing in house shoes thus rendering it profitable.
* High savings resulting from the economics of scale.

WEAKNESSES
* Many lower financial resources.
* Dependency on footwear sales.
* High pricing of goods.

OPPORTUNITIES
* The products should be more advertised through the various social media and also though television.
* Target markets.
* New products.

THREATS
* The introduction of new and increasing taxes day in day out.
* High competition.
* Regulation of company.

Assumptions:
* The type of shoes produced will only be used for in house purposes.
* On average, not many people do wear this type of shoes thus bringing up the expectation of a small market.
Strengths weakness opportunities and threats analysis for outsourced shoe production.
STRENGTH
* Produce unique and creative shoes.
* Unlike the competitor in the market, should provide something different.
* The price of shoes should be less than competitors.

WEAKNESSES
* Labor costs.
* Private company thus making it difficult to gain investors.
* Very new in the market.

OPPORTUNITIES
* Digital market ventures.
* Have younger generation market.
* Innovation development.

THREATS
* Intense competition.
* The cost of starting can be too expensive.
* Poor management strategies.

Assumptions:
* The goods produced are to be sold on large scale only.
* The shoes produced will be unique and new in the market, good enough to attract as many customers as possible.
The two types of SWOT analyses compare and contrast in that:
* In house production proves to be cheaper than the outsourced shoe production simply because of cheap raw materials used and also cheap labor.
* In house production we have the company itself primarily dealing with the production whereas in outsourcing, the company can extend the production process to other external companies.
* In house, we have creation of new energies as compared to outsourcing simply because the employees deal in the same project face to face.
* For short term projects, many companies do trust in outsourced production as compared to in house production.
3.
The ECCO group aimed at providing most comfortable and modern footwear. Which it managed including casual and outdoor shoes for men, ladies and children as well as semi-sport shoes for two different seasons- summer/spring and winter/autumn. The sales split between different categories for children, men and women.
The sport division produced outdoor, walking, running and golf shoes. ECCO’s golf shoes categories had experienced particularly significant growth. Its development of golf shoes had started as joke between Toosbuy and Kapsparzak, chief executive officer, on the golf course 10 years ago. The joke turned into 300000 pairs sold, sponsorships of international golfers like Thomas Bjorn and Colin Montgomerie, and numerous endorsements in independent tests of golf equipment in the United States.
Having tested ECCO’s Golf shoes, Ranmark , an American company conducted objective analyses of golf product, stated that, ECCO golf footwear was preferred by more than 90% of golfers over their current brands.
ECCO exported more than 90% of its production, with the United States, Germany and Japan being the main markets. Its international profile was reflected in the workforce composition. The same year it employed 9657 employees of which 553 were located to Denmark. The company worked constantly on creating new markets in Asia and Central and Eastern Europe.
The company’s American operations attained 17% in sales when compared to 2003. Later on the ECCO Increased its number of partnerships by 18 to 34 in 2004. The American market was lucrative as selling at high prices.
Hence due to these results the ECCO A/S should very much retain its integrated manufacturing strategy.
4.
PEST analysis- This type of analysis describes the environmental factors that prove to be useful in scanning this component known as strategic management. It entails learning about the external factors affecting the environment. It is an acronym factor.
P- Political
This f...