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Gianni & Sons buys T-shirts in bulk, applies its own trendsetting silk-screen designs, and then sells the T-shirts to a number of retailers. Gianni wants to be known for its trendsetting designs, and it wants every teenager to be seen in a distinctive Gianni T-shirt. Gianni presents the following data for its first two years of operations, 2016 and 2017 E: (Click to view the data.) Administrative costs depend on the number of customers Gianni has created capacity to support, not on the actual number of customers served. Gianni had 3,600 customers in 2016 and 3,500 customers in 2017. Read the requirements .... Requirement 1. Is Gianni's strategy one of product differentiation or cost leadership? Explain briefly. Gianni & Sons follows a V strategy in 2017. Gianni's T-shirts are its competitors and generally regarded as competitors' products. To succeed, Gianni must continue to X Requirements Data table 1. 2016 2017 2. Is Gianni's strategy one of product differentiation or cost leadership? Explain briefly. Describe briefly the key measures Gianni should include in its balanced Scorecard and the reasons for doing so. 215.000 245,000 15,000 20,000 225,000 $ 200,000 30.00 $ 15.00 $ 31.00 Print 1 Number of T-shirts purchased 2 Number of T-shirts discarded 3 Number of T-shirts sold (row 1 - row 2) 4. Average selling price 5. Average cost per T-shirt 6. Administrative capacity (number of customers) 7. Administrative costs 8. Administrative cost per customer (row 7 : row 6) Done $ 13.00 4,500 4.250 $ 1,593,750 1,633,500 $ 363 $ $ 375

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