Collective Brands, Inc. (Collective Brands) is a specialty retailer, engaged in selling footwear and related accessories. It is also engaged in wholesaling of footwear. It operates through its subsidiaries including Payless ShoeSource, Inc., The Stride Rite Corporation and Collective Licensing, LP. The company’s product portfolio includes athletic footwear, casual and dress shoes, sandals, work and fashion boots, slippers, children’s footwear and accessories such as handbags, jewelry and hosiery. It owns the brands such as Stride Rite, Sperry Top-Sider, Saucony, Keds, Robeez and others. Collective Brands provides its merchandise through 4,877 stores and website. Collective Brands, Inc.

Collective Brands, Inc. - Financial and Strategic Analysis Review is an in-depth business, strategic and financial analysis of Collective Brands, Inc.. The report provides a comprehensive insight into the company, including business structure and operations, executive biographies and key competitors. The hallmark of the report is the detailed strategic analysis of the company. This highlights its strengths and weaknesses and the opportunities and threats it faces going forward.

Scope

- Provides key company information for business intelligence needs.
- The company’s strengths and weaknesses and areas of development or decline are analyzed. Financial, strategic and operational factors are considered.
- The opportunities open to the company are considered and its growth potential assessed. Competitive or technological threats are highlighted.
- The report contains critical company information – business structure and operations, the company history, major products and services, key competitors, key employees and executive biographies, different locations and important subsidiaries.
- The report provides detailed financial ratios for the past five years as well as interim ratios for the last four quarters.
- Financial ratios include profitability, margins and returns, liquidity and leverage, financial position and efficiency ratios.

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