1916011/1

Anglia Ruskin University

International Business Management
London-UK

BSG reflective Report

Emerging Technologies on the Footwear Industry

Module Code: MOD003337

Module: Business Strategies

Author Id: 1916011/1

Submission Date:18/12/2022

Word count:3285
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Executive Summary
This is a business report structured in two sections. The first part analyses company B's top
business strategy games from FY10 to FY16. To illustrate it, this section explains the major
decision by breaking down the three main layers of business strategies.

The first reflection illustrates the effect of the corporate strategies taken in Company B and
how introducing a new business model helped the company gain awareness and won first
place as the best company with SCR strategies. Moreover, the use of the environment
framework helped the company analyse the competitive environment and make significant
decisions.

The second reflections aim to explain how business strategies from management helped the
company to gain competitive advantages. Moreover, how decisions from the HR and
Marketing team were crucial to creating business awareness and reducing the cost of
rejection rate.

The third reflection illustrates the effect of operational strategies on the business and how
changes in decisions can cause the failure of some business objectives by reducing the sales
and increasing the cost of stock holding as the sales were affected due to the use of standard
material instead of superior.

Lastly, the second part of this report is a critical report about the effect of robotic atomisation
on the Footwear Industry. Therefore, present a set of recommendations for company B's
current board of directors to maximise the advantages of the technological advances and
minimise the challenges of it.

In conclusion, this report aims to demonstrate that a business without clear strategies cannot
succeed in a competitive business environment. Therefore, business strategies at the three
levels are fundamental to promoting a healthy working environment, competitiveness and
profitability for the long term.

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Table of Contents
Introduction..............................................................................................................................5
I Part..........................................................................................................................................7
1. Reflective analysis of the Business Strategy Game on Company B.............................7
1.1. Corporate Strategies....................................................................................................7
1.1.1. Business statements drive consistency and productivity............................................7
1.1.2. Analysis of the business environment can help managers make the best
decisions and be competitive in the market...........................................................................8
1.1.3. Missing information on the Macro and Micro environmental tools can cause
changes in the business strategies...........................................................................................9
1.2. Strategies at the business...........................................................................................11
1.2.1. Business strategies can help organisations to strength the market and build
competitive capabilities..........................................................................................................11
1.2.2. Tangibles and intangibles reward can lead productivity and reduce the
rejection rate of the business.................................................................................................13
1.2.3. Marketing strategies at the business level can help companies to grow and
increase brand image.............................................................................................................14
1.3. Business strategies at operation level.......................................................................15
1.3.1. Operational strategies provide specific managerial plans for the correct
management of the operations and drive support to functional departments.................15
1.3.2. The failure of operation strategies can lead to the failure of the chain supply
management and therefore increease cost related with business failure..........................16
II Part......................................................................................................................................17
2. Critical analysis of the emerging technologies impact on the footwear industry.........17
2.1. Emerging Technologies (ET) definition........................................................................17
2.2. Robot for automatization in the Footwear industry....................................................17
2.3. Reconmendation..............................................................................................................18
Conclusion...............................................................................................................................19
Bibliography...........................................................................................................................20

Table of Figures

Figure 1, Company B, Business Model..................................................................................6

Figure 2, Company B, performance highlight from FY11-FY16........................................7
Figure 3, Company, B TOWS Matrix adapted from Thompson et al. (2022) and Anglia
Ruskin University (2022).........................................................................................................7
Figure 4, Year 11 and 16 positioning of company B, -4 places from FY11........................9

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Figure 5, differentiation strategies at business level boots brand reputation adapted

from (Anglia Ruskin University, 2022) and (Oxford, College of marketing, 2022)........11

Figure 6, BSG FY10, FY13, FY16 Production statistic, benefits of tangibles and
intangibles rewards. (Thompson, et al., 2022).....................................................................12
Figure 7, SCR award, (Thompson, et al., 2022)..................................................................13
Figure 8, EPS statistic of Company B, (Thompson, et al., 2019)......................................14
Figure 9, distribution and warehouse facilities, starting inventory FY16........................15

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Introduction

This is a business report that aims to illustrate the importance of business applied
to Company B from FY11th to FY16th and some of the result obtained over the sic year of
strategical decisions.

Firstly, our vision is to enable people to use our brand to live a healthy lifestyle and save
money. Additionally, through our SCR tactics, promote the neighbourhood by
encouraging athletic participation and healthy lifestyles.

Our company's Mission is to be the most inclusive brand on the planet. By encouraging a
healthy lifestyle through sporting activities where everyone participates in comfortable
footwear without discrimination, we want our customers to benefit from the brand.

Thirds, the company values:

Finally, the corporate objectives established by the board of directors of Company B over the
six years:

1. Using marketing techniques to grow market share in the wholesale, private label, and
online markets with a strong b2b and b2c focus to improve brand recognition, sales,
and customer satisfaction success.

2. Expand our presence in a cutthroat market like Europe, Africa, or Latin America to
establish ourselves as a global brand. To do this, the company plans to open facilities
in Latin America and Europe-Africa. This will allow it to increase branded production

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and raise the number of footwear units produced from 8,000 (FY10) to 20,000
(FY16), as well as the number of jobs and income generated.

In addition, this report aims to critically analyse the impact of robotics implementation in
the footwear industry by explaining the main benefits and challenges and giving
recommendations to Company B's current board of directors.

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I Part
1. Reflective analysis of the Business Strategy Game on Company B

1.1. Corporate Strategies

1.1.1. Business statements drive consistency and productivity

Figure 1, Company B, Business Model

The new board of director have taken the direction of the Company B over the FY11 to
FY16. The first decision was building the business model based on the company vision,
mission, and values previously explained in the introduction section of this report. Moreover,
this strategy helped the board of directors to engage with all stakeholders by communicating
the long-term objectives through a business model (see figure 1) focused on increasing
business profitability, brand image, and long-term business sustainability. According to
OPEN LIBRARIES (2022), mission, vision, and values help organisations to communicate
their purposes to all stakeholders, inform strategies developments to the operation levels and
provide the degree of success for the company by measuring the results against objectives.
For example, one of the major objectives was to become an international brand, as well as
that, became an inclusive brand by creating a new business model. As a result, corporate,
business, and operational strategies driven profitability and positive results. Moreover, as

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figure 2 shows, earnings per share increased from $2,00 FY10 to $11.09 FY16, and the net
revenues on internet, wholesale, and private label markets increased from $432,646,000.00
(FY10) to $1,131,881.00 (FY16), that means +61.77% compared with FY210. As a result, by
comparing the financial performance of FY10 over the following six years, we can deduce
that corporate strategies were fundamental to achieving the business objectives. Therefore,
the communication of a new business model helped managers drive consistency, and
productivity to gain positive results over the years.

Figure 2, Company B, performance highlight from FY11-FY16

1.1.2. Analysis of the business environment can help managers make the
best decisions and be competitive in the market.

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Figure 3, Company, B TOWS Matrix adapted from Thompson et al. (2022) and Anglia
Ruskin University (2022)

Firstly, creating the TOWS matrix was essential for understanding the business's threats,
opportunities, weaknesses, and strengths. According to Oxford College of Marketing (2022),
"A TOWS analysis enables an organisation to match its internal strengths and external
opportunities to develop greatest potential for success". For example, as figure 3 shows, the
Towns analysis helped the board of directors understand that one of the business's main
opportunities was the projected growth in buyer demand for Asia-Pacific and Latin America
(Thompson et al., 2022). Therefore, The board of directors in FY11 decided to invest in
company expansion in L.A and open a facility for 2,000 pairs of shoes in Brazil. As a result,
in FY12, the investment of $37,050.00 in facilities helped the organisation to increase the
operating profit in Latin America from $21,878,000(FY11) to $46,341,000 (FY12). However,
by FY16, the facility in L.A was able to produce 4,000 units of shoes and have an operating
profit of $90,158,000. That means analysing internal strengths was a valuable tool for
understanding the market opportunities in L.A. Therefore, based on the company's mission,
we were able to commit to our business objectives and support the economy in Brazil by
creating job opportunities and exceeding consumers' expectations with good quality shoes at
accessible prices.

1.1.3. Missing information on the Macro and Micro environmental tools can
cause changes in the business strategies

If the internal or external environment is not monitored and adapted to the following years, it
can affect the result, as missed information can convert opportunities into threats. As Frue
Kiesha (2018) discussed, Swot analysis can help with one stage of the company or a single
decision. Therefore, managers must rely on something other than this for the long term; solid
business strategies should be backed up with a business plan or well-designed business
operation process. This represented a challenge for the company because opening a new
structure in L. A based only on the labour cost and market demand opportunity reflected on
the TOWS MATRIX (Figure 3. It represented a difficult challenge to keep the cost of
operation low as the different marketing strategies, cost of facilities, and operating costs were
higher, like the cost in North America and Europe.
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Moreover, following the effects of the market erosion, the operation manager has decided to
apply retrenchment strategies in FY15 to reduce the financial challenges caused by the poor
profits in L.A due to the high cost of operations. According to Anglia Ruskin University
(2022), it refers to the managerial strategies that aim to redirect business objectives when the
competitiveness of firm results is affected by wrong decisions. For example, Company B
reduced the S.Q. rating from 7.2 stars in FY15 to 5.1 stars, which helped the company reduce
the production cost from $28.58 in FY12 to $16.42 per shoe in (FY16). This strategy was not
considered before, but it helped the organisation to increase the margin over the cost from $
+0.86 in FY10 to $+19.00 in FY16. However, as figure 4 shows, the missing monitoring of
the environmental factors in L.A causes continuous change in strategies; it does not help the
organisation compete with other businesses. As a result, it decreases its market position from
second place in FY11 to sixth place in FY16. In conclusion, internal and external
environments must be monitored continuously. Otherwise, they can be helpful only in the
initial stage and, as a result, increase the risk of business failure if further changes are not
noticed on time.

Figure 4, Year 11 and 16 positioning of company B, -4 places from FY11

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1.2. Strategies at the business

1.2.1. Business strategies can help organisations to strength the market and build
competitive capabilities.

Strategies at the business level are the set of decisions taken by the head of functional
departments; in the case of Company B, functional departments like HR and Marketing
played an essential role in building business awareness. Moreover, these strategies helped the
organisation to maximise the capability of tangibles and intangible resources and position the
company in the market. According to (Thompson, et al., 2019), business-level strategies are
represented by decisions that aim to deliver value to the end consumers. That means
managers of the functional department may take decisions based on corporate strategies to
drive productivity and exceed stakeholders' expectations. As a result, business strategies can
positively influence company results if those are compatible with the business model
implemented by corporate governance.

Furthermore, in Company B, functional strategies were created by following differentiation

strategies of Porter's Generic strategies (Figure 5, next page). As the University of
Cambridge (2022) discussed, this is a decisional support tool that can help businesses
position themselves in the industry. Moreover, creating a sustainable competitive advantage
with the manager's scope to create value for their stakeholders and use this attribute to
compete in the market. Some examples are below:

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Figure 5, differentiation strategies at business level boots brand reputation adapted from (Anglia Ruskin University, 2022) and (Oxford, College
of marketing, 2022)

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1.2.2. Tangibles and intangibles reward can lead productivity and reduce the rejection
rate of the business

Figure 6, BSG FY10, FY13, FY16 Production statistic, benefits of tangibles and intangibles
rewards. (Thompson, et al., 2022)

One of the major strategies followed by the HR manager was the increment of intangible and
tangible rewards to decrease the rejection rate, flag the operation managers and increase
productivity. This strategy leads to positive results by creating a sustainable working
environment that boosts motivation and productivity and increments the quality rate. The lack
of training, incentives and tangible rewards can lead to human demotivation (Ongalo & Tari,
2015). Therefore, considering that the average rate of rejection in FY10 was 8.6%, the HR
director has decided to implement tangible rewards like increment of salaries of 1% every
year over the minimum wage, + $1 for every pair of shoes well produced, best training
practices and increment the number of supervisors. As a result, as figure 6 shows, the
application of tangibles and intangible rewards helped the organization to reduce the rejection
rate from 8.6% in FY10 to 3.3% in FY13.

Moreover, the production capacity increased from 8,000 pairs to 13,000. As a result,
differentiation strategies on the business level can help companies increase their ability to

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attract creative personnel and improve their business brand. Investments in SCR, like staff
facilities, good salaries, and incentives, helped the company improve the work environment's
quality and achieve the award as a best practice on SCR in FY2016 (figure 7). On the
contrary, in FY16, the finance department decided not to pay incentives to the staff, which
caused the rejection rate increment from 3.3% in FY13 to 4.5% in FY16. This demonstrates
how strategies to boost productivity can lead to positives benefit.

Figure 7, SCR award, (Thompson, et al., 2022).

1.2.3. Marketing strategies at the business level can help companies to grow and
increase brand image

Marketing strategies taken by Company B in FY16 helped the business to create awareness
and gain more market share. According to Mustafa, et al. (2007), advertisements have diverse
purposes, and they can help companies to survive, compete or increase sales by helping
consumers to choose the correct product. Moreover, the higher the amount allocated to
marketing purposes, the more the probability of increasing brand awareness and reaching
targeted consumers. For example, in Company B, the investment of $30,000,000 in North
America helped the company to increase the market share in the internet market to 11.9% and
12.2% in the wholesale segment. Moreover, it helped the organization to attract more outlets
to sell the brand; it increased from 1000 outlets in FY11 to 1735 outlets in FY16. Moreover,
the brand image increased, and the surplus of shoes left from the FY15 was sold without
issues. As a result, marketing strategies and investment in celebrity appeals can help the
organization boost its brand reputation and be more visible from a consumer's and seller's
perspectives.

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1.3. Business strategies at operation level

1.3.1. Operational strategies provide specific managerial plans for

the correct management of the operations and drive support
to functional departments

The strategies of the operational level in the business helped Company B to achieve positive
financial results and maximise the production of the facilities by using the tangibles resources

Figure 8, EPS statistic of Company B, (Thompson, et al., 2019)

of the company. According to Thompson et al. (2019), operational straties are delegated to
the front line managers and aiming to the targets proposed in regard of volumen of
production, unit cost and distribution of the final product. these can help organization to
achieve its goals and must be aligned with the business model and vision. For example, one
of the major operational strategies from the operation manager on year 11 was to maximise
people abilities and use the production capabilities to exceed the demands of private label. As
a result, the company was able to increase it sells on private label by paying overtime and
using the manufactures capabilities of the compay facilities. As a result, the company
managed to increase the private label market shares in all the continents, for example I
America it increased from 8.3% FY10 to 15.6% FY16, with a marging of profit over 45%.
That means, operational strategies helped to achieve financial results like the increment of
earnign per shares over the years. In fact as the figure number 7 shows, the profiability of the
company increased due to operating stratgies that helped to reduce the cost and increase the
profiability of the company. This is important because the EPS is an financial measure that
attract investors and external stakeholders interest over the company and it cann help the
company to have a sustainable financial status to survice in the market over the years.

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1.3.2. The failure of operation strategies can lead to the failure of the chain
supply management and therefore increease cost related with business
failure

Figure 9, distribution and warehouse facilities, starting inventory FY16

Operational strategies are the foundation of the three levels of business strategies. Therefore,
the failure of business strategies at the operational level can cause the failure of the business,
as operation managers play an essential role in the designing, controlling and intervention of
supply chain management. As discussed by Slack & Alistair (2019), operational manager
strategies are essential to achieve the objectives of the company as these need to align with
the corporate strategies and, at the same time, with the functional department that is working
on adding value to the final service or product to the end consumer. As a result, by the end of
FY15, the ending inventory was 5376 units, which means 50% more than in FY14. This data
confirms that the reduction implementation of standards material reduced the quality of the
shoes from 7 to 5.9 stars, and at the end consumer were not attracted by the product offered.
It resulted in loose profits and increased expenses to hold the stocks.

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II Part

2. Critical analysis of the emerging technologies impact on the footwear

industry

2.1. Emerging Technologies (ET) definition

E.T. is a term used to define a new technology expected to emerge in the next five/ten years.
As well as it can refer to the development of existing technology. According to Day &
Schoemaker (2000) and Srinivasan (2008), cited by Halaweh (2013), the term E.T. refers to
"the sciences-based innovation" with huge potential to create a new industry or renew the
existing one. For example, DVDs were replaced by MP3 back in the XX century. However,
in the XXI century, cloud-based streaming services changed the music industry by replacing
DVDs with mobile phone apps for music streaming, like Spotify.Therefore, it is expected that
E.T. will produce positive changes in the life of many users by simplifying daily tasks,
improving people's living standards, and simplifying the manufacturing process. As a result,
it can positively affect profitability, competitive advantages, and social development with
political, economic, technological, and environmental changes.

2.2. Robot for automatization in the Footwear industry

The introduction of robots in the footwear industry is one of the competitive advantages that
can boost businesses' competitive advantage to produce, package and distribute at economies
of scale. Moreover, it can replace the manual process that characterises the traditional
footwear industry by reducing the rejection rate and improving the profitability of the
operating process. According to Maurtua, et al. (2012), the footwear industry is mainly a
manual process; exceptionally high-quality shoes are still handmade. Therefore, introducing
robotic automation can help companies to break down complex manufacturing processes that
involve cutting, assembling, packaging and distribution operations. For example, Brightwood
athletic footwear manufacturing in Florida can produce 1,800 pairs of shoes in eight hours
(Solereview. 2022). That means the use of robotics in any of the footwear industry's
operating processes can help companies reduce production time as pieces of machinery can
perform repetitive tasks faster. Moreover, as human activities require a high degree of
coordination, machinery can help companies to reduce the cost of errors caused by manual
processes. As a result, automatisation can boot cost-saving advantages, reduce the number of
hazards caused by the handling of chemicals, glue or standard materials, and, in the long

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term, help companies position themselves on the market by exceeding customer expectations
through the use of technological advances.

However, the implementation of technological advances requires a massive capital

investment. Moreover, technological investment can only cause failure with a well-defined
business operation process. The production process can be affected if the business is not
ready to introduce new technologies. According to (teffen Fuchs, 2022). More than the
injection of capital is required to ensure the company's success if businesses are ready to
manage the business transformation process with straightforward strategies. That means the
capital investment in new technologies can only succeed if staff is trained to use the
technology. Therefore, the advantages of technological advances will be met. Moreover, it
will require well-designed operation managers' strategies to ensure that new business
transformation processes are in place, that the final product is produced correctly, and that the
chain supplier network is well managed.

2.3. Reconmendation

Firstly, to ensure that the advantages of the introduction of ET can be maximised, the board
of director is recommended to align the Corporate Business strategies with the new project.
The inclusion of new technology should be addresses as a opportunity of the company to
maximise their potential and not used to replace the human labour by the machine.
Otherwise, it can cause failures on SCR strategies and the company can lose brand image.

Secondly, business strategies should be well designed to ensure that the implementation of
new machine do not cause the interruption of the business operation process. Functional
departments like HR should be focused in a new strategies to train staff member through
L&D strategies. While finance department should allocate necessaire budget for the
investment on the new machines and layout modifications.

Lastly, operation manager should re-design new business transformation process to ensure
that new policies are on place and everyone following polices and procedure to maximise the
potential of the new technologies and avoid the risk of hazards. For example, new H&S
training, risk and hazard training and new SOP to introduce the new operation process. In
addition, operation manager should contact supplier and ensure that correct supply chain
network is created to ensure that resources are delivered and products are valuable for the end
consumer.

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Conclusion
This section summarises the key finding of this report. Firstly, Business strategies are
essential resources to ensure business sustainability for the long term. The analysis of the
sixth year of business operation decision on Company B shows that corporate objectives and
the communication of the business model to the rest of the business are crucial to ensure that
all the stakeholders are working toward the same objectives. Moreover, it can drive success
and business profitability.

Secondly, the finding in this report demonstrates that strategies at the management level
(business strategies) can help functional departments exceed the company's objectives. For
example, HR and marketing strategies played a vital role in increasing business awareness.
As a result, marketing campaigns and tangibles employees reward helped the company to win
the awards as an SCR citizen. On the other hand, business strategies need to be created based
on frameworks and tools to clearly understand the macro and micro environmental factors
that may challenge company objectives. Otherwise, if the company does not rely on analysis
tools frameworks, managers will be not are aware about their competitors or about economic,
political, social, technological or environmental factors that may challenge the organization.

Thirdly, operation managers play an essential role in the company's direction as their
strategies must be aligned with the objectives of corporate governance to bring valuable
products for the end consumer and all the stakeholders. Moreover, the latest technological
advances can be beneficial for the company. However, to guarantee it, operational strategies
must be in place to maximise the benefit of ET and reduce the challenges that theses it may
cause.

In conclusion, a business without strategies cannot succeed in a competitive environment.

Therefore, corporate governance should be clear to helps business managers and operation
managers to run the business with the best decisions and achieve the objectives of the
company.

Module Code: MOD003337

Module: Business Strategies

Author Id: 1916011/1

Submission Date:18/12/2022

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Word count:3285

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