It concludes that the company has more than enough production capacity to produce the needed pairs of branded footwear and based on its projections, determines that the company's profitability can be increased by competing for and winning private-label contracts.

Global demand for branded and private-label footwear is so far below global plant capacity that it will be Impossible for most all companies to profitably operate their plants at full capacity for many years to come.(Ahh yes, this is it, if the forecast shows that global demand is far below global capacity, then it isn't possible for everyone to sell everything. In this case the most liquid and solvent company will come out ahead, perhaps a company could hold onto capacity and fiercely hold onto market share. But of the answers here, this is the one that most fits.

Company managers each year should seek to search out a combination of base pay increases, incentive pay per non-defective pair produced, total compensation, and expenditures for best practices training at each production facility that is projected to yield the lowest feasible labor cost per pair produced.

The biggest possible competitive advantage a company can achieve in a given region's internet Segment is to offer free shipping and thereby capture the biggest number of pairs sold and the biggest market share of any company in that region's Internet Segment.