Pacific Brands
1. How has the organization performed in its implementation of the strategy?
Customer perspective: Low performance
 No detail about customer satisfaction, repeat business, market share, product loyalty in case fact. However, sales in cornerstone brand Bonds fell, Kmart replaced Bond with its home-brand might indicates the decreasing of customer loyalty.
 Troubled footwear, outwear & sport business

Internal process perspective: low to medium performance
 Profit margin and EBITA improved strongly indicate that the focus on simplify business operation and cost saving has delivered results. This is despite Pacific Brands exposed the impact of rising costs for cotton, Chinese labour and freight in the weak sales retail environment.
 Dividend reinstated in the 1st half year of 2011 also indicates ROE has improved. Learning and growth perspective: low to medium performance
 Downsize from 900 labels, 350-odd brands & 8000 staff to less than 100 brands; cut down 1800 jobs with 1200 made redundant in manufacturing
 Recruited talent top management team to ensure strategy capacities are developed to achieve future strategy goals.
 Strong market focus to ensure future sustainability and growth

Financial perspective: low performance
 Debt level has been reduced, dividend has been restated, profit margin & EBITA have improved 30.1% to $104.5m
 3-year restructuring program is on track to deliver net cost savings of $150m.
 However, sales decreased, and the $175m write-down in footwear, outerwear and sport division pushed the company to a loss of $166m, which raised concern whether Pacific Brands has the ability to generate medium-term growth.

Summary
Bearing in mind that Pacific Brands is an ASX listed company, the overall performance is assessed as low.
 PB is two-thirds of the way through its 3-year restructuring program after