HABI Footwear: A Written Case Analysis

By:
Alfafara, Rodulfo
Flores, Keano
Gonzales, Jess
Paras, Joaquin
So Chan, Katrina

Table of Contents I. INTRODUCTION 3 Vision and Mission 3 Objectives 3 II. STRATEGIES 3 Market Development 3 Product Development 4 First-Mover and Outsourcing 4 III. EXTERNAL OPPORTUNITIES AND THREATS 4 Competitive Profile Matrix 4 External Factor Evaluation Matrix 5 IV. INTERNAL STRENGTHS AND WEAKNESSES 6 Internal Factor Evaluation Matrix 6 V. STRATEGY MATRIXES 8 Internal-External (IE) Matrix 8 Strengths-Weaknesses-Opportunities-Threats (SWOT) Matrix 8 Space Matrix 11 Quantitative Strategic Planning Matrix 13 Alternative Strategies Advantages and Disadvantages 16 VI. RECOMMENDATION 18 Costs of Implementing Alternative Strategies 19 VII. IMPLEMENTATION 21 Forecasted Ratios and Projected Financials Accounts 22 Specific Annual Objectives and Policies 22 VIII. RECOMMENDED PROCEDURES FOR STRATEGY REVIEW AND EVALUATION 24 IX. APPENDIX 25 X. Sources 26

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INTRODUCTION HABI Footwear, a social enterprise established in 2011, produces espadrilles and other styles of shoes from recycled materials. It utilizes rags as shoe components, which are either bought by the community from garment factories or bought by the company for the community. These are weaved by the community and are then brought to shoe manufacturers in Marikina to produce fashionable shoes and espadrilles. Currently, HABI experiences excess (new and old) inventory of woven rags, insufficient stocks, and inefficiency maintaining its shoe inventory. This case analysis will try to address the current issues of HABI Footwear regarding their supply chain. As of now, their current strategy is outsourcing manufacturing in Marikina and using rags woven by the community in Quezon City.

Vision and Mission HABI