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" There's an entire back- end operation that has to be working right for that Web shopping experience to be successful," Fegley notes. Meanwhile, the Simple brand continues to enjoy rising customer adoption and acceptance as the green movement takes root. " We've been committed to this since 2003, and it gets easier for us as more companies become involved in the market," says DeVreese. " When we first started talking about making sneaker midsoles from recycled bike tires, people laughed at us and said, ' What are you thinking?' Now it's much more accepted. We like to think we're also helping consumers by showing them that buying sustainable products doesn't mean they have to be ugly or uncomfortable. You can be green and have fashion and fun all at the same time." 148 www. bus- ex. com October 08 Deckers Outdoor Corp. them to smile and feel good about supporting our brand." Throughout Deckers, there is a growing sense that the supply chain can become a competitive weapon in the marketplace. " My personal view is that it can certainly be a competitive differentiator," Fegley says. The company is currently revamping the distribution and business model used for the Deckers sandal line of products, seeking to rapidly reduce the time it takes to bring new models to market. While most Deckers brands have typically brought new product to market each season, a more robust supply chain could help reduce that time frame to allow new products to be rolled out far more frequently. Likewise, Deckers is about to launch direct online sales in the European market for the first time.

W ith over 30 million passengers a year, Toronto Pearson International Airport is the busiest airport in Canada. When the Greater Toronto Airports Authority ( GTAA) was established in 1996, however, the facilities it inherited from the government were nothing less than deplorable. " They were in a dreadful state," says president and CEO Dr. Lloyd McCoomb. " We took over two very old decrepit terminal buildings," he says, " one built to an Aeroquay design back in the ' 60s, which was hopeless in handling large modern aircraft or modern security needs. The second building was a bit of a lash up, a linear terminal building built in the early ' 70s, with bits added on here and there, so whatever the original concept was had been lost." The new company soon found itself facing a $ 4.5 billion project to reinvent the airport. When it took over responsibility for Toronto Pearson International Airport, the Greater Toronto Airports Authority ( GTAA) had a desperate need to rebuild its facilities. Now that has been done, the next phase of strategic development can begin Toronto Pearson International Airport Anewfrontdoor October 08 www. bus- ex. com 149