SWOT analysis and corporate level strategy 

Daniels Fund Ethics Initiative University of New Mexico

http://danielsethics.mgt.unm.edu

This material was developed by Alicja Spaulding, Stephanie Fernandez, and Jennifer Sawayda under the direction of O.C. Ferrell and Linda Ferrell. It is provided for the Daniels Fund Ethics Initiative at the University of New Mexico and is intended for classroom discussion rather than to illustrate effective or ineffective handling of administrative, ethical, or legal decisions by management. Users of this material are prohibited from claiming this material as their own, emailing it to others, or placing it on the Internet. Please call O.C. Ferrell at 505-277- 3468 for more information. (2011)

TOMS: One for One Movement

INTRODUCTION

TOMS Shoes is a for-profit business with a philanthropic component. The company was started

after entrepreneur Blake Mycoskie witnessed the poverty among villagers in Argentina, poverty so

extreme that the villagers could not even afford a pair of shoes. Mycoskie returned to the United

States with 200 Argentinean shoes and a mission. He went from one retail store to another with a

unique business proposal. He would start an organization that would provide a pair of shoes for a

child in need for every pair of shoes purchased. Finally, a few Los Angeles boutiques agreed to sell

the shoes. Mycoskie’s idea was picked up by the Los Angeles Times, which ran an article on his

business idea. To his surprise, that weekend garnered him $88,000 in orders. Two years after

officially establishing TOMS Shoes, the business had $9.6 million in revenue.

The TOMS business model is unusual. While many businesses engage in cause-related marketing, at

TOMS the philanthropic component is just as important as the for-profit business. The cost of

providing the shoes to children in need is built into the shoes’ sales price. The customer is thereby

turned into the benefactor, enabling TOMS to become a sustainable organization based on giving

back to the world on a continuous basis. As long as people continue to purchase TOMS shoes,

children in need will receive a pair in return. In the process, TOMS is also able to turn a profit,

support itself, make the world a better place, and educate consumers how they are helping children

in need by providing them with a pair of shoes.

This case will discuss Mycoskie’s revolutionary business model and how it has achieved such

success. It will begin by analyzing the background and origins of the TOMS Shoes business concept.

We then discuss TOMS’ operational approach, including how the organization manages to carry out

its central mission. We also examine the corporate culture—a necessity for the successful operation

of TOMS shoes—and the marketing of TOMS. Next, we analyze how this business model has

impacted both society and other organizations. Since no business is immune from ethical issues, the

following section details some of the criticisms and risks of TOMS Shoes. We conclude by

speculating about the future of this company.

BACKGROUND AND HISTORY

Blake Mycoskie is the founder and Chief Shoe Giver of TOMS Shoes. Before founding TOMS Shoes,

Mycoskie had started five companies that ranged from billboard advertising to laundry services. His

foray into the shoe industry, however, was almost accidental. After participating in the 2002

Amazing Race reality television show, Mycoskie made a decision to return to all the countries he

had visited during the show. One country on his stop was Argentina. Mycoskie traveled to Argentina

in 2006 with no idea that the backwoods of Argentina would be his inspiration for a new

company. Two incidents inspired Mycoskie to create TOMS. First, he noticed that many of the

villagers could not even afford a pair of shoes for their children. Secondly, he discovered the

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comfortable and unique farm shoe worn by the locals (known as the Alpargata). These two

discoveries convinced Mycoskie to take action.

Upon coming back home, Mycoskie sold his online driver education company for $500,000 and

used that money to finance TOMS Shoes. TOMS was derived from “tomorrow,” which was taken

from the original company concept “shoes for tomorrow project.” TOMS Shoes opened for business

in May 2006. TOMS also runs the non-profit subsidiary, Friends of TOMS. The for-profit and non-

profit organizations work in conjunction in operating the enterprise. Since its founding, TOMS has

been widely successful among regular individuals and celebrities. Scarlett Johansson and Keira

Knightley were among the first to become celebrity fans of TOMS products. The non-profit

component is also achieving its objective of providing shoes for those in need. In 2010 TOMS Shoes

distributed its one-millionth pair of shoes.

THE IMPORTANCE OF SHOES

TOMS decided to develop its product line and business model around shoes for several key reasons.

First, many children in impoverished countries live in areas with unsafe terrains. Lack of paved

roads and other hazards can cause injury for children walking barefoot. The second reason involves

health concerns. Children can contract a range of soil-transmitted diseases from not wearing shoes.

For example, soil-transmitted Helminthiasis, an infection developed from intestinal worms, is

common in South Africa. The disease Podoconiasis is also an infection transmitted through the soil

and is common in places like southern Ethiopia. This illness causes the lymphatic system to break

down and the feet to become swollen. Another unfortunate consequence of this disease is ostracism

and ridicule imposed upon infected children in their communities. Many of these diseases can be

prevented simply by wearing shoes.

The third reason involves education. In many nations, shoes are required in order to attend school.

Owning a pair of shoes provides a child with an opportunity to be educated, leading to higher

school attendance. According to TOMS, this combination of education and health provides children

the opportunity for a better tomorrow.

TOMS MOVEMENT: MANAGEMENT AND BUSINESS MODEL

Mycoskie’s organization consists of two parts. TOMS Shoes is a for-profit company that manages the

overall operations and logistics. Friends of TOMS, the company’s non-profit subsidiary, is

responsible for organizing volunteer activities and all shoe drops. Friends of TOMS is not a

corporate-backed foundation that the company supports through donations; rather, it is a

necessary part of TOMS’ distinct business model, One for One TM. The model is simple: for every pair

of shoes that TOMS sells, it donates a pair of shoes to a child in need on behalf of the customer.

Mycoskie dubs this business system “Philanthropic Capitalism” because the company makes a

profit but incorporates philanthropy into its business strategy. The company’s ultimate vision is to

demonstrate the effect of how working together as a society can “create a better tomorrow by

taking compassionate action today.”

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The key for any organization, even nonprofits, is to be sustainable. Nonprofits that depend largely

on donations struggle to remain in operation during economic downturns. By incorporating the

nonprofit component into the business model, TOMS mitigates this risk. The One to One model

enables Friends of TOMS to remain in operation because the shoes sold cover the cost of the extra

shoes and shoe drops. When coming up with the company, Mycoskie recognized that simply

donating money to children would be a one-time deal. However, he felt that creating a sustainable

business would create continual opportunities to provide shoes for those in need as long as the

company remains in business. As long as people keep purchasing shoes, the nonprofit will remain

sustainable.

It might appear that Friends of TOMS depends entirely on the for-profit business. In reality,

however, the relationship between the two operations is interdependent. The philanthropic

component of TOMS likely contributes to its widespread popularity among consumers. One

consumer survey revealed that nearly half of respondents had purchased or would purchase items

during a certain time period if part of the revenues supported charitable causes. Cause-related

marketing is growing, and businesses like TOMS Shoes—where philanthropy is embedded within

the business model—are likely to attract the support of consumers who want to make a difference.

Already, TOMS has developed successful collaborations with recognizable brands such as Ralph

Lauren and Element Skateboard. Ralph Lauren worked with TOMS to develop a co-branded Polo

Rugby shoe, which maintained the One for One premise. Element Skateboard joined forces with

TOMS as well to fashion limited edition TOMS + Element shoes, donating a pair of shoes to a child in

need for each pair sold. To further the One for One movement, Element Skateboard also promised

that for every skateboard purchased, one would be donated to a child participating in the Indigo

Skate Camp in Durban, South America.

Finally, the TOMS Shoes business model does not support any form of traditional paid marketing or

advertising. TOMS does not have a marketing budget. Instead, the company relies on word of

mouth, viral marketing, and social networks for its marketing efforts. Word-of-mouth is one of the

most effective forms of marketing because many consumers believe it to be more trustworthy than

corporate advertisements. The challenge for organizations is how to convince customers to talk

about its products. For TOMS Shoes, many customers are excited that their purchase is going

toward a good cause and are eager to discuss it with others. TOMS Shoes has taken proactive steps

to encourage word-of-mouth communication. Each pair of TOMS Shoes comes with a blue-and-

white TOMS’ flag and a small card asking customers to take pictures of themselves wearing their

new shoes and holding up the flag. The customers are then asked to upload those photos to the

“HOW WE WEAR THEM” section on the company’s website, in addition to other social networking

websites such as Facebook and Twitter. The photos of customers using TOMS products increases

both awareness and the credibility of the brand.

TOMS’ SUPPLY CHAIN: GETTING THE SHOES WHERE THEY NEED TO BE

Due to their lack of knowledge about the shoe industry, Mycoskie and his team initially faced supply

chain management problems. Mycoskie was unaware how fast demand for TOMS shoes would

escalate. Two weeks after Mycoskie began selling his products to retailers, a fashion reporter wrote

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