...The current issue and full text archive of this journal is available at www.emeraldinsight.com/1361-2026.htm JFMM 12,1 Attitudes toward domestic and foreign luxury brand apparel A comparison between status and non status seeking teenagers Ian Phau and Yip Siew Leng The School of Marketing, Curtin University of Technology, Perth, Australia Abstract Purpose – The purpose of the current research is to determine if status and non-status seeking Australian teenagers differ in their attitudes toward buying domestic and foreign (i.e. Italy, Japan, China) luxury brand apparel. Design/methodology/approach – A total of 365 teenagers participated in this study through a self-completed questionnaire. Fishbein’s Multi-Attribute Attitude Model was used to measure and compare attitudes toward buying domestic and foreign made apparel. Repeated measure ANOVA and t-tests were utilized to examine whether the groups differed with regards to their attitudes toward buying luxury brand apparel, using a comparison of apparels “Made in Australia” with those “Made in Italy”, “Made in Japan” and “Made in China”. Findings – The research findings indicate that status-seeking teenagers have overall, a more positive attitude toward foreign luxury brand apparel as compared to Australian luxury brands, with the exception of Chinese brands. On the other hand, non-status seeking teenagers reported that they have more positive attitude towards Australian brands than foreign brands, and consider Australian...
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...ACADEMIC PAPERa Longitudinal patterns of comparative advantage in the textile complex – part 1 An aggregate perspective Peter Kilduff and Ting Chi Department of Consumer, Apparel and Retail Studies, University of North Carolina at Greensboro, North Carolina, USA Abstract Purpose – This paper seeks to present a preliminary investigation into long-term patterns of trade specialization among leading textile- and apparel-exporting nations, assessing patterns of comparative advantage across the textile machinery, man-made fiber, textile and apparel sectors of the textile complex to determine whether these conform with both trade specialization and industry evolution theories. A model of evolutionary change in intra-complex specialization is defined and evaluated. Design/methodology/approach – A revealed comparative advantage index is employed to evaluate international competitiveness for 30 nations over a 42-year period. With repeated measures, ANOVA is used, to determine the significance of the observed patterns across five income-defined groups of nations. Findings – Long-term patterns of specialization broadly reflect expectations of factor proportions theory and industry evolution models. Product and income group characteristics combine to influence comparative advantage. Higher income nations generally remain stronger in more capital-intensive sectors, while lower income countries have emerged to dominate labor-intensive sectors. However, inclusion of a more...
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...Financial Crisis the TCF Industry has been affected by the shift in consumer spending behaviour. With high petrol prices and the threat of rising interest rates, consumers became savvier about their spending with private savings rates expected to reach its highest point since 1984 (Lohan, 2011). However, the strong Australian dollar, government stimulus package and falling unemployment rates resulted in an estimated annual growth over the past five years of 0.8% to reach $12.3 billion in 2011. Real household disposable income is also expected to grow by 3.6% in 2010-11 and consumer sentiment is forecasted to increase as a result (Lohan, 2011). Household consumption expenditure is expected to increase by 3.3% over the year and industry revenue is anticipated to grow at a modest rate of 1.0% in 2010-11 (Lohan, 2011). However uncertainty surrounding the global economy suggests that consumers are expected to save 0.3% of their income (Lohan, 2011). Strong job security and an improved local financial outlook should support consumer confidence for the years ahead, reflecting this new climate, industry revenue is expected to grow over the next five years at an annualised rate of 1.7% to reach $13.4 billion in 2015-2016 (Lohan, 2011). 2.1.2 Market segmentation 2.1.2.1 Demographic Segmentation 2.1.2.1.1 Geographic distribution of revenue The geographic distribution of retail industry revenue correlates closely...
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...expand its products into Argentina. RE1 and RE2 were vital preliminary information searches in order to be able to conduct and recommend the most suitable strategies and methods for Tigerlily. Market Segmentation Market Segmentation criteria is made up of 4 key elements; Demographic, behavioral, lifestyle and ethnicity based (refer to appendix for more information) (Fletcher & Crawford 2011). When looking at the demographics of Argentina it shows their population almost doubles to that of Australia, at 42,610,981 people with a significantly large proportion of the population residing in Argentina’s Capital, Buenos Aires (Central intelligence Agency 2013). The age structure for Argentina displays that the average median age of females is 31.8 years with 3,922,391 Females in-between the age group of 15-24 years and 8,187,515 females in the age group of 25-54 years (Central intelligence Agency 2013). The labour force can be divided into 3 main sectors; Agricultural 5%, industry 23% and services 72%(Central intelligence Agency 2013). The behavior of...
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...CASE STUDY 2 : PACIFIC BRANDS : Re Building Brands Module 3: Internal Environment Pacific Brands Limited (Pacific Brands) is an Australia based provider of everyday essential brands. The company manufactures, sources, markets and distributes underwear, hosiery, socks, intimate apparel, workwear, corporate uniforms, bed linen, quilts, pillows, mattresses, foams, footwear, carpet underlay, fashion apparel, and sporting apparel and goods markets. Business Strategy Pre-2009 The company was established with private equity funding and corporate strategy, which was aligned, was to achieve growth by a continuous introduction of new brand with the manufacturing base in Australia. The company was host to over 900 labels, 350 brands and had about 8000 staff. Consequences: $ 800mn debt and market cap. down to $100mn. Due to the globalization the local manufacturing base became redundant. It was far too complex a strategy with the kind of existing capabilities of the company. Pacific Brands was yet another large company that went on a spending spree at the top of the market when debt was cheap. Operationally, Pacific Brands has also demonstrated some peculiar strategies. It was strange that it had retained any manufacturing in Australia as most in this industry decided years ago the economics of producing such goods here did not stack up. Post -2009- major restructuring plan. - Shifted Mfg base to China – to offset high local mfg costs. - Reduced/streamlined...
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...was found by Sally Synnott, who was the head children’s wear buyer in New Zealand. Although Pumpkin Patch was handled by other investors after two years, the brand expanded to a broader influence. Today Pumpkin Patch has its own market in several countries, such as New Zealand, Australia, the United Kingdom and United States. It is not easy for Pumpkin Patch to operate well in such areas, but the company still decides to look for new territories. So it should fully understand its position and create fitting strategic plans. Analysing the external environment The general environment Demographic----high Speaking of the clothing products, population immediate influences customers’ real and potential demands to the brand. In fact, demands always far exceed supply and products are sold out very early in such countries, especially in New Zealand. It can be noticed that the population between newborn and 14-year old are the major customers of its market. Economic----high In terms of each area’s economic, the consumption level should be mentioned. Taking the United States as an example, the whole cloth market earned US$172.8 billion in 2004 which occupied 22 percent of the total sale of global apparel. Because of the growth of each family’s income, the data would also increase year by year which presents a good vista to the cloth profession. Technology----high In order to adapt the market change, the enterprise should sum up the existing management frequently and seek for...
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...was found by Sally Synnott, who was the head children’s wear buyer in New Zealand. Although Pumpkin Patch was handled by other investors after two years, the brand expanded to a broader influence. Today Pumpkin Patch has its own market in several countries, such as New Zealand, Australia, the United Kingdom and United States. It is not easy for Pumpkin Patch to operate well in such areas, but the company still decides to look for new territories. So it should fully understand its position and create fitting strategic plans. Analysing the external environment The general environment Demographic----high Speaking of the clothing products, population immediate influences customers’ real and potential demands to the brand. In fact, demands always far exceed supply and products are sold out very early in such countries, especially in New Zealand. It can be noticed that the population between newborn and 14-year old are the major customers of its market. Economic----high In terms of each area’s economic, the consumption level should be mentioned. Taking the United States as an example, the whole cloth market earned US$172.8 billion in 2004 which occupied 22 percent of the total sale of global apparel. Because of the growth of each family’s income, the data would also increase year by year which presents a good vista to the cloth profession. Technology----high In order to adapt the market change, the enterprise should sum up the existing management frequently and seek...
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...compare to other retail stores. They have market in North America, Canada, New Zealand and Australia. Chip Wilson open and design/ yoga studio in 1998 in Vancouver, British Columbia 1. What is the company vision/ mission and objective? * Vision: The store to be community hub where people could learn and discuss the physical aspects of healthy living form yoga and diet to running and cycling, plus the yoga related mental aspects of living powerful life of possibilities. (Not just selling the products to the customers. Their goals is to let the customers discuss about their physical activities to have a healthier life and wearing their product to exercise. ) * Mission : one of the providing people with the components for living a longer, healthier, and more life. (The purpose of its present business is distinctive community based strategy that enhances the brand and reinforces guest loyalty. The components giving to people help them exercise and become fit with stylish sport wear from Lululemon) * Objective: Assembled a management team with a mix of retail , design , operations, product sourcing, and marketing experience form such leading apparel and retail companies as Abercrombie &Fitch, Limited brands, Nike, and Reebok. (The organization performance targets the specific results management team from Lulu lemon wants to achieve. They want to become the leading sport apparel and retail companies with their competitors. 2. Corporate Strategy and business( or...
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...points to people over the age of 60 who are looking to lead a healthier life and to live longer. This becomes a demand in the market, leaving a space for companies to fill in the supply. There was also an increase in the purchase of athletic wear not only for fitness activities but to simply give a perception of a healthy lifestyle, which in turn increased demand for these products. Technological Factors: Technology plays a key role in the industry and thus drives the creation of new fabrics that lead to a better design for athletic attire. Trademark fabrics such as luon, luxtreme and silverescent all have different specifications that would address the different needs of consumers in the market. Advances in market intelligence allow companies to track trends in the market and consumer behaviours. Changes in shopping habits also become relevant, not only with trends but also with the growth of e-commerce and the convenience of purchasing anything online in the matter of seconds. The desire to be able to shop online has become a growing industry, leaving consumers with the satisfaction to shop at any time and place. Lululemon had reported 10.6 percent of sales to be website based in 2012, and as consumers become tech-savvy, the number is likely to increase. Legal Forces and Factors: The working conditions and labour laws play a huge role in the macro-environment and in the success of a company. Restrictions and regulations in different countries make it important for companies...
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...RETAIL INDUSTRY PROFILE Apparel Retail in Singapore Reference Code: 0116-2005 Publication Date: December 2010 www.datamonitor.com Datamonitor USA 245 Fifth Avenue 4th Floor New York, NY 10016 USA t: +1 212 686 7400 f: +1 212 686 2626 e: usinfo@datamonitor.com Datamonitor Europe 119 Farringdon Road London EC1R 3DA United Kingdom t: +44 20 7551 9000 f: +44 20 7675 7500 e: eurinfo@datamonitor.com Datamonitor Middle East and North America Datamonitor PO Box 24893 Dubai, UAE t: +49 69 9754 4517 f: +49 69 9754 4900 e: datamonitormena@ datamonitor.com Datamonitor Asia Pacific Level 46, 2 Park Street Sydney, NSW 2000 Australia t: +61 2 8705 6900 f: +61 2 8705 6901 e: apinfo@datamonitor.com Singapore - Apparel Retail © Datamonitor. This profile is a licensed product and is not to be photocopied 0116 - 2005 - 2009 Page 1 EXECUTIVE SUMMARY EXECUTIVE SUMMARY Market value The Singaporean apparel retail industry grew by 5.4% in 2009 to reach a value of $1.9 billion. Market value forecast In 2014, the Singaporean apparel retail industry is forecast to have a value of $2.6 billion, an increase of 36.8% since 2009. Market segmentation I Womenswear is the largest segment of the apparel retail industry in Singapore, accounting for 48.6% of the industry's total value. Market segmentation II Singapore accounts for 0.7% of the Asia-Pacific apparel retail industry value. Market rivalry Despite the current global economic downturn, the apparel retail industry...
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...international boycott of the Australian Wool Industry. I go into detail about the issue, ‘mulesing’, the tactical strategies used by PETA to gain support and the success of the campaign. Tara Walters S2892604 1510HUM Introduction to Public Relations | case study PETA “Save The Sheep” Campaign | AbstractCase Study on PETA and their international boycott of the Australian Wool Industry. I go into detail about the issue, ‘mulesing’, the tactical strategies used by PETA to gain support and the success of the campaign. Tara Walters S2892604 1510HUM Introduction to Public Relations | This case study focuses on the People for Ethical Rights and Treatment of Animals (PETA) and their campaign to boycott the Australian Wool Industry and in particular the practice of ‘mulesing’ on the sheep (“Save the Sheep” campaign). Australia is one of the world largest producers of wool, and the last country to inherit ethical agricultural practices in the Wool Industry (AWI). Firstly I cover the research and situation analysis aspects of a 10 point plan, describing PETA, the cruel practice of ‘mulesing’ and the PETA campaigns main focus of phasing it out using boycotting. Then researching and explaining PETAS goals and tactics of the plan, going in to detail on the strategy used by targeting International apparel retailers, which included aggressive advertising...
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... such as Microsoft, Intel, Toyota, General Electric, and Siemens have expanded their investments in affiliates in many nations around the world, they have built global production networks that share technological knowledge across locations to produce increasingly complex goods that could be sold anywhere. Today, a major cultural product, such as a Hollywood movie or a jazz band’s latest compact disk, is likely to employ creative personnel from around the world, with various components of the product recorded, mixed or edited in different locations. The importance of international connections in trade, investment, and skilled services can be illustrated by considering the apparently simple act of making and bringing to market an item of apparel, say a fashionable woolen men’s suit. The initial task is to design the suit, a highly creative activity that generally takes place in the headquarters of a major fashion label, such as Armani or Hugo Boss. Beyond that, the firm must locate reliable suppliers of raw wool, which could be farmers in New Zealand, Argentina, Scotland, or elsewhere. The wool needs to be spun into yarn and then woven into finished fabrics, tasks that are likely to be...
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...Athletica, Inc. Ralph Forgeon Caroline Carlson Robert Livingston Hanz Masood Courtney Fields Bus 475: Seminar in Strategy and Policy Dr. Ybarra May 1, 2014 1 Introduction Lululemon Athletica Inc. designs and retails athletic clothing. The Company produces fitness pants, shorts, tops and jackets for yoga, dance, running, and general fitness. Lululemon serves customers globally through its online and 254 retail stores. Mission and Goals Mission Statement: Creating components for people to live longer, healthier, fun lives. Lululemon has developed a distinctive community-based strategy that we believe enhances the brand and reinforces guest loyalty. The key elements of the company’s strategy is to: - Design and develop innovative athletic apparel that combines performance with style and incorporates real-time guest feedback - Locate stores in street locations, lifestyle centers and malls that position each Lululemon Athletica store as an integral part of its community - Create an inviting and educational store environment that encourages product trial and repeat visits; and - Market on a grassroots level in each community, including through social media and influential fitness practitioners who embrace and create excitement around our brand. 2 Growth Strategy Key elements of Lululemon’s growth strategy are to: ● Grow the Store Base in North America. As of February 2, 2014, the company’s products were sold through 225 corporate-owned stores in North America, including 171...
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...Under Armour: Working to stay on Top of Its Game The following is an in-depth analysis of the company Under Armour. It has been one of the fastest growing productions, along with one of the top runners in the athletic apparel industry. The future of Under Armour remains unclear, but hopeful. There are many questions and issues that founder Kevin Plank and his executive leadership team must consider as the company moves forward; but analysts believe that the demand for Under Armour’s apparel products remain strong. Nike, Adidas, and Columbia Sportswear are all frontrunners against Under Armour in the industry. The first section of this report will cover an overview of the trends in, economics, political/legal, social/cultural-global, technology, and demographics. Economics Under Armour Company has been growing substantially. In 2008 its gross profit was $353,041, in 2009 it was $410,125, and in 2010 it only rose higher to $530,507. Its new income from operating expenses went up as well. In 2008 it was $38,229, in 2009 it was $46,758, and in 2010 it was $68,447. In North America and Canada, Under Armours net revenue in 2008 was $692,388, in 2009 it was $808,020, and in 2010 $997,816. In foreign countries it inclines as well. In 2008 Under Armours net revenue was $32,856, in 2009 it was $48, 391, and in 2010 it was $66,111. If the company follows this trend its profits are simply going to rise. Political/Legal The political and legal environment of Under Armour is greatly...
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...Government of India Ministry of Textiles (International Trade Section) *** Sub: Note on Textiles & Clothing Exports of India. 1. Introduction India’s textiles and clothing industry is one of the mainstays of the national economy. It is also one of the largest contributing sectors of India’s exports worldwide. The report of the Working Group constituted by the Planning Commission on boosting India’s manufacturing exports during 12th Five Year Plan (2012-17), envisages India’s exports of Textiles and Clothing at USD 64.41 billion by the end of March, 2017. The textiles industry accounts for 14% of industrial production, which is 4% of GDP; employs 45 million people and accounts for nearly 11% share of the country’s total exports basket. 2. Milestones i) Exports of textiles and clothing products from India have increased steadily over the last few years, particularly after 2004 when textiles exports quota stood discontinued. ii) India’s Textiles & Clothing (T&C) exports registered a robust growth of 25% in 2005-06, recording a growth of US$ 3.5 billion over 2004-05 in value terms thereby reaching a level of US$ 17.52 billion and the growth continued in 2006-07 with T&C exports of US$19.15 billion recording a increase of 9.28% over the previous year and reached USD 22.15 billion in 2007-08 denoting an increase of 15.7% but declined by over 5% in...
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