Financial Management Case Study: Pima's Financial Crisis

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I. Statement of the Problem PUMA’s breaking point throughout 2007-2012 and how they cope up with it. II. Background of the Case Throughout the years, PUMA faced drastically many crises that arises in different segment or part of the company. One of this crisis are the ups and downs of the Economy, In the second half of 2009 there were a Heavy drop in the Global Economy that has taken over a whole new dimension with exacerbation the of financial crisis. Industrial countries have become a more significantly pronounced downward dynamics and the indicators point to a severe slowdown in the world economy. Other countries, saw the slowdown as a result of correction in macroeconomic imbalances. Financial sector led to deteriorating financing conditions to hinder the transmission of monetary policy impulses of private actors. In the coming months, industrial countries are expected to gain momentum from the economic downturn. In the view of the strong deterrent factors,…show more content…
Strengths PUMA’s goal is to be “The Most Desirable Sportlifestyle Company”. Along its charted course PUMA makes use of the opportunities offered by the sportlifestyle market to strengthen its position in all categories and regions as one of the few multi-category brands. Selected categories and divisions are being developed with a view to achieving permanent value increases through unique brand positioning. PUMA is a sportlifestyle brand where product categories originate in Sport before being continued in Lifestyle and on through to Fashion. They had an increased in terms of their gross profit margin. In 2007 they had an increase from 1,199.3 million euros to 1,241.7 million euros to be exact it was 3.5 percent. In terms of their gross profit margin in foot wears it increased starting from 50.3 percent to 52.3 percent. In terms of their clothing it increased from 50.7 percent to 52.2 percent. In terms of their accessories the gross profit margin decreased from 53.3 percent to 52.8

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