Strategic Analysis Fossil Inc. What vintage are you? Strategic Analysis Fossil Inc. Module Leader : Dr. EMANUEL GOMES Presented by: Pearl Global Consultancy AARATHI A. PANIKKAR DINESH SUBBIAH JAYAKRISHNAN K. NAVEEN KUMAR NEELI SONU SINGH

COMPANY PROFILE Fossil Inc. was founded in 1984 is known for its MD3 Specializes in wrist watches, which are accountable for 65% of its total sales Licensing is a major strength, which accounts for almost 35% of revenue First American watch-maker to bring value and style together Fashionable, innovative and high quality watches based on vintage theme Popular product lines are PHILLIP STARK and FRANK GEHRY First company to develop a fully functional PDA watch 354 retail stores all over the world

PEST ANALYSIS (1/2) Taxation, customs duties and quotas Foreign trade regulations P GDP, inflation Disposable income Unemployment Business cycles New patents and policies Technology Internet E T S Change in lifestyle Consumerism Distribution of income

PEST ANALYSIS (2/2) (1- Least favourable , 2- Less favourable , 3- Neutral, 4-More favourable , 5- Most favourable )

Strategic Group Analysis (1/2) Price range (US$) Fossil brands Competitors 1500-20,000 Michele Cartier, Omega, Rolex, Piaget 300-3000 Armani, Zodiac, Burberry Gucci, Movado, Raymond, Tag Heuer 70-500 Fossil, DKNY, Diesel Swatch, Guess, Kenneth Cole 7-74 Allude, Callaway, Trophy Casio, Timex, Armitron 15-75 (Sports) Adidas Nike, Reebok

Strategic Group Analysis (2/2) Style and design Michele Gucci Omega Rolex Tag Heuer Armani Zodiac Citizen Timex Fossil Swatch Guess DKNY Casio Trophy Price

Lifecycle analysis (1/2)

Lifecycle analysis (2/2) Product range – Watch, Apparel, Jewelry, Footwear 2000 Apparel, 2006 sports with ADIDAS 2005 Taiwan & Sweden, 2007 India & Korea 2007 Cold weather accessories 2009 Men's & women's footwear 2009 SAP Financial Hong Kong

VALUE CHAIN Support activities Primary activities Administrative, finance, infrastructure Warehouse (Texas and Germany), SAP interface (2003), Retail back office, Ability to finance foreign operations – 4 Human resource management 7,900 employees, trade union, work council, long-term plans, work stoppage, acquisitions risk – 4 Support activities Product and technology development Diversified network of products, specialised designers, products offered in airlines, cruise ships, resource planning system – 4 Long-term relationships, Common stock buy back programs, quality specification, forward contracts – 4 Procurement Profit margin Inbound logistics Outbound logistics Sales and marketing Operation Servicing Assembling centre Manufacturing unit in Germany, China, US and Hong Kong – 5 Distribution channels Internal creative team – 5 Delivery system Dispatch system Warehouse Invoicing and finished goods – 4 Diversified market Different segments Growth in sales – 4 Long-term warranty Reliable repair service Brand image and emotional connection -- 5 Primary activities

SWOT Analysis Strengths Weaknesses In-house creative team Licensing Breadth of brands and prices Brand strength Customer service Cost of production Innovation technology New product development New market development Cost control procedures Saturated domestic market Fluctuation in pricing Change in fashion trends Opportunities Threats

RESOURCE AUDIT (1/2) (1- Least favourable , 2- Less favourable , 3- Neutral, 4-More favourable , 5- Most favourable )

RESOURCE AUDIT (2/2) Financial Year 2009 2008 2007 2006 Net Sales ($) 1,548,093 1,583,242 1,432,984 1,213,965 Total Assets ($) 1,276,483 1,087,296 1,122,628 852,597 Total Liabilities ($) 62,791 74,964 66,432 22,914 % Retail Value RSP Company 2009 2008 2007 2006 Timex group 23.7 24.6 26.3 27.6 Fossil Inc 11.9 11.7 11.3 Movado Group 10.5 10.3 11.6 11 Rolex 4.5 5.3 6.3 5.7 TAG Heuer 2.3 3.1 2.7

ORGANISATIONAL PURPOSE Vision The brand which brings value and style together to its customers Mission To create authentic and fashionable products with modern vintage style To be leader in the design and licensing business To expand international business To diversify into new products Analysis Customer – Wants to develop innovative products for customers Products and services – Aspires to create more innovative and vintage style products for the customers Geographic regions – Global business Growth and profitability – Aspires to be leader in its field, spread the business worldwide and improve business and thereby profitability

ORGANISATIONAL PURPOSE Objectives The company's primary objective is to create value by building the FOSSIL brand name. To expand internationally, building brand name recognition, and strategic diversification The recent objective of the company is stock repurchase program Evaluation Achieved by allying Fossil with most popular brand retailer in New York city (Macy's) The objective is achieved through licensing agreement between the companies which made Fossil brand more popular in the market and the distribution channels. By utilizing their strong balance sheet, including $435 million in cash and cash equivalents at the end of the second quarter of fiscal 2010, and future cash flows funding of this program will be carried out

PORTER’S 5 FORCES (1/2) New entrants Substitutes Buyer’s power Supplier’s power Competitive rivalry Licensing strength Wide market range Differentia-tion and design Customer loyalty base High relative price and performance Low switching costs Brand loyalty Product differentiation Low disposable income Willingness of buyers Backward integration by buyers Forward integration of the buyers by the organisation Low switching cost Forward integration by suppliers Backward integration by the suppliers Long-term relationships Buyers of industry becoming customers to suppliers Large number of competitors Price competition Low market growth rate Strong distribution channels Competitor’s differentiation in products Customer loyalty LOW MEDIUM HIGH MEDIUM HIGH

PORTER’S 5 FORCES (2/2) X axis = Competitive forces (1- Highest threat, 2- High threat, 3- Medium threat, 4-Low threat, 5- Least threat )

PORTFOLIO ANALYSIS 10 Stars Question marks Build brand name Watches Accessories 10 Stars Question marks Build brand name Promote the products 5 Cash cows Dogs Harvest -5 Build market share -10 2 1.5 1 0.5 Watches Accessories Year Sales ($m) Growth 2009 1022 -4% 2008 1061 9% 2007 975 Year Sales ($m) Growth 2009 526 1% 2008 522 14% 2007 458

Excellence Premier quality COMPETITIVE STRATEGY High Best Offer Good offer Value for money Excellence Premier quality Good price Too expensive No value for money Low price Nonsense Fossil DKNY Swatch Guess Trophy Casio Timex Zodiac, Michele, Armani, Omega, Gucci, Rolex, Tag Heuer QUALITY Low Low PRICE High Neither pure classic nor ultra trendy Differentiation pertaining to vintage theme Middle positioning attracts more age brackets than Guess and Swatch Compete on value and style

DEVELOPMENT STRATEGY Existing products New products Existing markets 1984  Inception 1988  Department stores 1989  Wooden boxes 1993  Public offering of shares 1995  Outlet stores 1996  Accessories stores 1997  Licensing 2001  Brain (7 alarms, 30 messages, 5 memos) 2001  Titanium 2002  Blue (underwater watch) 2005  Chronograph 2006  Sports watches 2008  Wrist PDA Existing markets Market penetration Product development Market development Diversification 1993  International expansion 1993  ‘Fossil East’ established 1996  E-commerce 2001  Airport &Cruise 2001  Zodiac 2004  Michele 2005  Taiwan and Sweden 2007  India and Korea 2009  Hong Kong 2000  Jewellery 2000  Apparels 2007  Sunglasses 2008  Footwear New markets

CONCLUSION One of the major brands which range from mass market to luxurious market segments Licensing strength with wide variety of brands under its wing New market penetration by acquisitions and company owned stores Stable market share since 2001, during economic downturn and declining watch industry Extensive promotion strategy by advertising through website, catalogues and in-store presentations Brings differentiation in its products by incorporating various designs and innovation with its dials, cases, bracelets and watches Creating value for the customer with its excellent customer service, quality, warranty services, price flexibility etc. Opening 50 company-owned stores in 2010

RECOMMENDATIONS Focus more towards accessories market by investing maximum of the revenues generated by its watches segment into branding of accessories Open more company-owned stores for accessories Try to gain licensing power of more watch and accessory brands to increase its market share in overall industry Effective implementation of promotional strategies like bundling, free returns etc. Invest part of its revenues in diversifying into new international markets as a long-term growth strategy

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