Ife Matrix
SAMPLE REEBOK CASE STUDY
Reebok Case Study Sample for CIPS
Questions to: Stephen Ibaraki, sibaraki@cips.ca
Executive Summary
Overview
Reebok, ranked second in revenues, is a profitable global company selling products such as footwear, apparel, and accessories.
Performing a careful analysis ensures Reebok’s continued growth and profitability in an environment with strong competitive forces, weak economies, and nine years of flat growth. The analysis summary appears below with the conclusion.
EFE: External Factor Evaluation Matrix
The EFE indicates there are significant revenue opportunities in meeting the needs of aging leisure-oriented Baby-boomers (BBs), and the young Generation-Y (GY), who desire fashionable sportswear and are Internet savvy. Two significant threats to the industry are the disruption in product supply from foreign manufacturers such as Indonesia where there is political unrest and not keeping pace with rapid changes in consumer preferences.
CPM: Competitive Profile Matrix
Nike is a stronger competitor overall. Reebok is weaker in R&D, product breadth, and production location. The critical success factors of R&D for product innovation, and marketing research to keep pace with consumer preferences, need Reebok’s attention.
IFE: Internal Factor Evaluation Matrix
Reebok receives great value from their brand image. Their contracts with the NBA/NFL increase brand visibility, promote sales, and provide licensing revenues. In the short term, there is risk from Reebok’s global restructuring activities which could negatively affect their internal operations and financial position. Reebok declining R&D expenditures is a weakness since they must keep pace or stay ahead of innovations from competitors.
Objectives
During 2002 to 2004, Reebok must decrease their dependency upon potentially unreliable suppliers, develop successfully marketed product innovations, and anticipate changes in consumer
Reebok Case Study Sample for CIPS
Questions to: Stephen Ibaraki, sibaraki@cips.ca
Executive Summary
Overview
Reebok, ranked second in revenues, is a profitable global company selling products such as footwear, apparel, and accessories.
Performing a careful analysis ensures Reebok’s continued growth and profitability in an environment with strong competitive forces, weak economies, and nine years of flat growth. The analysis summary appears below with the conclusion.
EFE: External Factor Evaluation Matrix
The EFE indicates there are significant revenue opportunities in meeting the needs of aging leisure-oriented Baby-boomers (BBs), and the young Generation-Y (GY), who desire fashionable sportswear and are Internet savvy. Two significant threats to the industry are the disruption in product supply from foreign manufacturers such as Indonesia where there is political unrest and not keeping pace with rapid changes in consumer preferences.
CPM: Competitive Profile Matrix
Nike is a stronger competitor overall. Reebok is weaker in R&D, product breadth, and production location. The critical success factors of R&D for product innovation, and marketing research to keep pace with consumer preferences, need Reebok’s attention.
IFE: Internal Factor Evaluation Matrix
Reebok receives great value from their brand image. Their contracts with the NBA/NFL increase brand visibility, promote sales, and provide licensing revenues. In the short term, there is risk from Reebok’s global restructuring activities which could negatively affect their internal operations and financial position. Reebok declining R&D expenditures is a weakness since they must keep pace or stay ahead of innovations from competitors.
Objectives
During 2002 to 2004, Reebok must decrease their dependency upon potentially unreliable suppliers, develop successfully marketed product innovations, and anticipate changes in consumer
References: David, F. (2003). Strategic management: Concepts & cases (9th ed.). Upper Saddle River, NJ: Prentice Hall. Sorli, G. (2003). Goals, objectives, and visions, (p. 3). Retrieved August 04, 2004, from the Centre for Innovative Management.