Vertical And Horizontal Analysis: DICK S Sporting Goods
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1. Net Sales: The 6.5% increase of net sale from 2013 – 2014 comes from the opening of new DICK’S Sporting Goods stores, the continuous enhancement of the e-commerce platform and redesign of the mobile app. Besides, the laid plans to expand distraction center in Georgia also contributes to the increase in the total sales. By comparison, the 9.7% increase of the net sale of 2014 - 2015 demonstrates that opening Filed & Stream specialty stores, reallocateing space within the stores towards high growth categories the company contribute to the profitable growth and an elevation of net sales.
2. Cost of Goods Sold: The cost of goods sold is greatly influenced by the occupancy cost. The 6.8% increase in the cost
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Dick’s Sporting Goods has many strengths throughout their business from their marketing scheme to their equiptment. For starters Dick’s cost advantage is outstanding. They push for the best possible product designed for serious athletes. Dick’s carries high end brands such as Nike and Under Armor. Buying there products in there own store gets grossly expensive.
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They did a great job on shifting categories continuously to meet customers’ needs. In most recent years, they put a lot of money in Field and Stream marketing. It shifted many of those traditional sales to Field and Stream specialty stores that first opened in 2013 and has since slowly expanded. In addition, the retailer acquired the naming rights from the iconic Field and Stream magazine, seeing it as a way to compete with other sporting goods
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The company's gross profit margin rose to 30.3% from 28.3% the previous year. This expansion was attributable to high demand for athletic gear and equipment, as well as efficient cost-cutting techniques. To satisfy the changing needs of its clients, the company has been increasing its online presence and investing in omni-channel capabilities. To compete with larger e-commerce competitors, the company has concentrated on providing superior online shopping experiences, such as same-day delivery and curbside pickup. However, the company has also encountered difficulties as a result of supply chain interruptions and shortages, which have had an impact on inventory levels and product availability.
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Richard “Dick” Stack founded Dick’s Sporting Goods in 1948 in Binghamton, New York. It is a large Fortune 500 retail company that sells sporting equipment, athletic apparel and assorted accessories from leading brands. The company owns and operates specialty stores Golf Galaxy, Field & Stream, and True Runner that serve both beginners and athlete enthusiasts. i. Major competitors 1) The Sports Authority 2) Big 5 Sporting Goods 3) Wal-Mart Stores Inc. ii.
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Although the Company sells products both in store and online, its primary sales come from its retail stores. Each of its Dick's stores unites several sports specialty stores under one roof these stores include, Footwear, Team Sports, Outdoor Lodge, Golf, Fitness and Athletic Apparel. The Company’s primary prototype Dick's store is a single-level store of approximately 50,000 square feet. The Company also has a prototype two-level store of approximately 80,000 square feet for those areas that have sufficient customers to support it. The Company’s primary prototype Golf Galaxy store is a single-level store that generally ranges from 13,000 to 18,000 square feet.
Dick’s Sporting Goods expanded fairly well by producing more volume and having a higher retained earnings this year. Last year they had 1.47 million in retained earnings but this year they had an increase and managed to retain 1.71 million.
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Innovation and Competitive Advantage "Dick's Sporting Goods is America's hottest retailer. " This was the title of an article published on CNN Money (2016), referring to the sporting goods giant after several of its competitors went bankrupt, or are on the verge of going bankrupt. But what makes Dick's Sporting Goods so good; is it their leadership, their products or is it just pure luck. According to the reading, "Being competitive is very different than achieving sustainable competitive advantage" (Hisrich & Kearney, 2014, p.69). This is generated by Dick's Sporting Goods ability to produce and sell their products at a more commercial value than its competitors.
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