Performance Evaluation Presentation: DeGrandis Sporting Goods Projects

This presentation analyzes the performance of DeGrandis Sporting Goods, a major Australian sporting goods retailer. It evaluates three key projects: a new running shoe line, a partnership with the Australian Olympic Committee (AOC), and the Ladybird sporting apparel line. The analysis examines each project's alignment with DeGrandis' strategic goals (doubling revenue, becoming the official supplier to the AOC, and introducing eco-friendly apparel) and ethical standards (prohibiting child labor and bribery). The presentation highlights successes, such as the new running shoe technology, and failures, like the bribery scandal in the AOC partnership and the inferior quality of the Ladybird products. It provides recommendations for improvement, including increased R&D spending, adherence to ethical codes, product testing, and maintaining product quality to preserve brand image. The presentation references several academic sources to support its findings and conclusions, offering a comprehensive overview of the company's project management and ethical performance.

Performance Evaluation
Presentation
DeGrandis Sporting Goods

Introduction
DeGrandis Sporting Goods Project
Portfolio:DeGrandis Sporting Goods is Australia's one of the
largest sporting and exercise equipment retailers. Along with
their own private labelled product range, called DeGrandis,
company sells wide range of popular international brands
including, Nike, Adidas, Puma, ASICS, and more others.
Three Key Projects:
 Project A – DeGrandis Running Shoes
 Project B – Partnership with Australian Olympic
Committee (AOC)
 Project C – Ladybird Sporting Apparel

DeGrandis Strategic Goals
Key Strategic Goals:
 Deliver Brand new shoe under own label for
doubling revenue from sale.
 Become official supplier of sporting equipments
to Australian Olympic Team.
 Introducing environmental friendly sporting
apparel.

DeGrandis Ethical Standards
Key Ethical Standards:
 Prohibits child labour under company's Code of
Conduct (Freeman and Gilbert, 2008).
 Code of conduct prohibits bribery for generating
business.
 Maintaining standards or quality of product.

Project A: Strategy & Ethics
Alignment with strategy:
 Deliver Brand new shoe under own label for doubling
revenue from sale.
 Developed new sole cushioning technology.
 Increased sales and revenue by over $5 million.
Alignment with ethics:
 Project team have not consulted with Board of directors,
before coming with agreement with Chinese
manufacturer and supplier. The Chinese supplier uses
child labour in their factory, which is prohibited under
DeGrandis' Code of Cunduct.

Project A: PPS Snapshot

Project A: Conclusion
 Project A was successful as they have achieved
their goal of introducing new range of running
shoe under their label.
 Within project time-frame, project team
successfully developed new technology in
running shoes.
 Customers loves new products and have
outsold their rivals through promoting
innovation (Singer, 2007).

Project A: Recommendations
 More budgets should be allotted to research and
development (R&D) for more innovation in their
product range (Daniel and Gilbert, 1986).
 Project team must consult with their Directors
before entering into any agreement with suppliers.
 Have to comply on their Code of Conduct for
maintaining ethical standards, for demoting child
labour.

Project B: Strategy & Ethics
Alignment with strategy:
 Becoming official supplier of sporting equipments to Australian Olympic
Team.
 All key stakeholders are identified and consulted.
 Based on stakeholders needs, a comprehensive list for project requirements
were developed.
 Project is running six months over scheduled project time frame.
Alignment with ethics:
 High ranking AOC official was paid incentive payment for approving
partnership.
 This incident have become a public scandal and company have suffered
reputational damage.
 Company's Code of Conduct was breached, as it prohibits payment of bribes
to render business.

Project B: PPS Snapshot

Project B: Conclusion
 Project B for partnership with Australian
Olympic Committee would have made them
official supplier for country's Olympic team.
 Comprehensive list of projects requirements are
to be developed based on stakeholders needs,
after consulting with them.
 For achieving project goals they must follow
company's code of conduct.

Project B: Recommendations
 Every project should be attained using
appropriate ethical medium.
 They should not breach their code of
conduct, and avoid bribery for doing
business (Callahan and Brooks, 2004).
 DeGrandis have to take measures for
correcting their negative reputation created
by the scandal.

Project C: Strategy & Ethics
Alignment with strategy:
 Project C have introduced sporting apparel known as
Ladybird in their DeGrandis Sporting Goods product
range successfully.
 Project requirements such as budgets and timeframe
were met.
 Proper market testing was not done prior product
launch.
Alignment with ethics:
 Inferior quality products were introduced, resulting to
increase in customer complaints.

Project C: PPS Snapshot

Project C: Conclusion
 Project C was introduced Ladybird brand successfully
as environmental friendly sporting apparel.
 DeGrandis have not performed product testing prior to
their launch.
 Due to which customers complaints have increased,
complaining products inferior quality.
 Customer were not satisfied, which resulted in poor
sales and decrease in revenue.

Project C: Recommendations
 Before introducing a new product range it has to
be checked by company itself, as well as also
market tested for getting feedback or opinion
about product.
 For gaining higher profits customers are not to be
provided with inferior products.
 Company can retain their brand image by
maintaining its product quality (Gokman and
Ozturk, 2012).

References
Gokman, A. and Ozturk, A.T. 2012. Issues of Business Ethics in Domestic and International
Business. International Journal of Business Administration. 3 (5).
Resch, M. 2011. Strategic Project Management Transformation. J. Ross Publishing.
Hossenlop, R. 2010. Organizational Project Management: Linking Strategy and Projects. Berrett-
Koehler Publishers.
Ratapol, W. 2016. An efficient resource allocation in strategic management. Journal of Intellectual
Capital. 54 (7).
Kerzner, H. and Kerzner, H.R., 2017. Project management: a systems approach to planning,
scheduling, and controlling. John Wiley & Sons.
Meredith, J.R. and Mantel Jr, S.J., 2011. Project management: a managerial approach. John Wiley
& Sons.
Too, E.G. and Weaver, P., 2014. The management of project management: A conceptual
framework for project governance. International Journal of Project Management, 32(8),
pp.1382-1394.
Killen, C.P., Jugdev, K., Drouin, N. and Petit, Y., 2012. Advancing project and portfolio
management research: Applying strategic management theories. International Journal of
Project Management, 30(5), pp.525-538.

References
Trigeorgis, L. and Reuer, J.J., 2016. Theories in Strategic Management. Strategic Management
Journal. 38(1).
Ponomarenko, T.V. and et. al., 2016. Managing the implementation of Strategic Projects. Journal
of Science and Technology. 9(14).
Urabe, K. Child, J. and Kagono, T., 2018. Innovation of Management. Walter de Gruyter GmBh &
Co KG.
Charles, W.L. Jones, G.R. and Schiling, M.A., 2014. Strategic Management: An Integrated
Approach. Cengage Learning.
Mir, F.A. and Pinnington, A.H., 2014. Exploring the value of project management: linking project
management performance and project success. International journal of project
management, 32(2), pp.202-217.
Söderlund, J., 2011. Pluralism in project management: navigating the crossroads of specialization
and fragmentation. International Journal of Management Reviews, 13(2), pp.153-176.
Marchewka, J.T., 2014. Information technology project management. John Wiley & Sons.

05/10/18