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Please analyze the case "Fabulous Footwear", found on pp. 515519 in your text, using the following case briefing format: - Identification of Issues: - Problem Identification Statement: - Development of Alternatives to Address the Problem Statement: - Evaluation of Alternatives, and Recommend One: - Implementation Plan of Chosen Alternative: - Evaluation of Chosen Alternative for Effectiveness: Fibulous Footwear produces a line of wumen's shoes that advantage of the flesitility of a small oteanimation to cre. sell in the lower-price tharket for $27.99 to 529.99 per atr desiges that appral to cuntomern. This, demand can ago, but according to the president and the controllet, he created and a phice se high enough to make a peofit. labor and materials covts bave risen wo much in the imter. Alihon, incilentalle, appeare to bave an artistic talent in vening period that profits today average only 25 cents to chy ing and a troard of nacersfol pudgments in approving 30 cents per paic puirs per day. The two factories are located wishin a radios Large competitor, Alliwen has said: of 60 miles of Chicagon one at Centerville, which a radias You ine, lirmien and letimathoesat shme Company both prom 4,500 pairs per day, and the other at Meadowvale, which dece thesdreds of thourande of the same pair of shoer. They produces 8,000 pairs per day. Company beadquarters is atore theme in anvitury ot dieir factories. Their austomeri, ber of items in the company's product line. Shoe the num- and sond in orders. Tbey do mot have to dhange srylei mearly in style perhaps more rapidly than any onher shoes change as offon as ue do. Sormetime I avid we could do that, foo. act, including garments. This is chiefly becther style prod. It mater for a mwob more ashle and orderly isitem. There ble to change production processes quickly and boss- is aluo leas frictron betueen people imuide she compamy. The historically, each company, in attempting to and because, Saleif eople aliunss know what they're lelling? the produccomperitors, gradually made style changes more frread of fion prople knowe we sart is expected of them. The plamt per. At present, including both major and minot style changes, moming and tanopering with thedr machine lites or their Fabulous Footwear offers 100 to 120 different products to shedules. The syling people are not sbonk up so offen by customers each year. A partial organizational chart, showing the depart- want it. ments involved in this case, appears in Exhibit 129. To help Fabulows Footwear be more competitive agains larger firms, Allison recently created an e-commetce Competitive Structure of the and social media department. Although his main interest Industry was in marketing over the lnternet, he also hoped new technology would help reduce some of the internal fricVery large general shoe houses, such as International and invested in sophiunicated new information tethnology and Brown, carry a line of women's shoes and are able to hired consultants to set up a company intranet and proundercut prices charged by Fabulous Footwear, principally vide a few days' training to upper and middle managers. because of the policy in the big companies of producing Katherine Olsen came on board as director of e-commerce, large numbers of "stable" shoes, such as the plain pump charged primatily with coordinating Internet marketing and the loafer. They do not attempt to change sryles as rap- and sales. When she took the job, she had visions of one idly as rheir smaller competitors. Thus, without constant day offering consumers the option of customixed shoe changes in production processes and sales presentations, designs. However, Olsen was somewhat surpeised to learu they are able to keep costs substantially lower. that most employees still refused to ure the intranet even Charles F. Allison, the president of Fabulous Footweat, for internal communication and coordination. The process feels that the only way for a small independent company for deciding on new sryles, for example, had not changed to be competitive is to change styles frequently, taking since the 1980