...The following essay addresses the issue of fair trade and basic fair trade business strategies of 50 sampled companies which operate around the world. The main emphasis is to assess which fair trade strategies and actions can be found in company reports and to identify best practice approaches. Based on these findings, I will be dealing with the question if the strategies can be worth adapting by German retailers. "Never before have had so many people so much in common, but never before have the things that divide them been so obvious.” Due to the fact that profit maximization and long-term maintenance of a business company are still the main business objectives global trade, free markets and globalization are the talks of today. At the same time organizations, institutions and governments share a vision of people of different nationalities and cultures which are able to trade resources across boundaries. However, it is not easy to maintain that when globalization does not favor those who want to trade fair-minded and reasonable. Besides there is a need for regulations when nation´s own global trading policies together with international corporations´ desire to increase their profits result in manipulated international trade pacts and agreements. Nevertheless fair trade is an effective way of development cooperation and for that reason millions of famers around the world symbolizes this way of participation in global trade relations, kids in school, healthy environment...
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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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...Tesco's international expansion strategy has responded to the need to be sensitive to local expectations in other countries by entering into joint ventures with local partners, such as Samsung Group in South Korea (Samsung-Tesco Home plus), and Charoen Pokphand in Thailand (Tesco Lotus), appointing a very high proportion of local personnel to management positions. It also makes small acquisitions as part of its strategy for example, in its 2005/2006 financial year it made acquisitions in South Korea, one in Poland and one in Japan.[75] In late 2004 the amount of floorspace Tesco operated outside the United Kingdom surpassed the amount it had in its home market for the first time, although the United Kingdom still accounted for more than 75% of group revenue due to lower sales per unit area outside the UK. In September 2005 Tesco announced that it was selling its operations in Taiwan to Carrefour and purchasing Carrefour's stores in the Czech Republic and Slovakia. Both companies stated that they were concentrating their efforts in countries where they had strong market positions. The following table shows the number of stores, total store size in area and sales for Tesco's international operations. The store numbers and floor area figures are as at 23 February 2008 but the turnover figures are for the year ended 31 December 2005, except for the Republic of Ireland data, which is at 24 February 2007, like the UK figures. This information is taken from the 2007 final broker packPDF...
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...territories around the globe, which accounts for 10% of the Groups revenue. M&S sells high quality, exceptional value clothes and food products as well as home products such as electronics, furniture. They also added homeware in 2000. Primarily all of M&S goods were British made, however the retailer faced more challenging times, especially in the last decade and found it hard to compete with other supermarkets and retailers, this caused them to outsource to cheaper labour countries in Asia such as China and India. Marks and Spencer is the largest UK clothing retailer with a market share of 11.7% selling high quality, good value clothes for everyone. It also has a market share of 27.1% for lingerie which makes them leaders in womenswear in UK. 51% of their revenue comes from groceries with market share of 3.9%, the remaining 49% of the revenue comes from clothing and homeware. M&S was the first retailer in the UK to produce a pre-tax profit of £1 billion. M&S core values are: quality, value, service, innovation and trust. These values helped M&S to gain and maintain their leadership in the market, as shoppers are more conscientious nowadays and are looking for more than just good value. Their mission statement is “to make aspirational quality accessible to all” (Marks & Spencer, 2011) was a key to increasing both market share and revenue. Their main competitors are Next and Arcadia group in the clothing industry, John Lewis in homeware and Waitrose...
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...COMPANY PROFILE Burberry Group plc REFERENCE CODE: DD8917D4-EAD4-4F2B-9F00-E3A501BEF3E1 PUBLICATION DATE: 24 Apr 2015 www.marketline.com COPYRIGHT MARKETLINE. THIS CONTENT IS A LICENSED PRODUCT AND IS NOT TO BE PHOTOCOPIED OR DISTRIBUTED. Burberry Group plc TABLE OF CONTENTS TABLE OF CONTENTS Company Overview..............................................................................................3 Key Facts...............................................................................................................3 SWOT Analysis.....................................................................................................4 Burberry Group plc © MarketLine Page 2 Burberry Group plc Company Overview COMPANY OVERVIEW Burberry Group plc (Burberry or 'the group') designs, produces and sells luxury products across women’s and men’s apparel and accessories, and beauty categories. The group operates in Asia Pacific, Europe, Middle East, India and Africa (EMEIA), and the Americas. It is headquartered in London, the UK and employs around 10,000 people. The group recorded revenues of £2,329.8 million (approximately $3,702.8 million) in the financial year ended March 2014 (FY2014), an increase of 16.6% over FY2013. The operating profit of the group was £445.4 million (approximately $707.9 million) in FY2014, an increase of 28.8% over FY2013. The net profit was £322.5 million (approximately $512.5 million) in FY2014, an increase of 26...
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...To what extent is corporate social responsibility a source of competitive advantage Suffering from air pollution and water contamination, citizens gradually demand businesses to take action on social responsibility. As a result, corporate social responsibility (CSR), which came into general use in the late 1960s and early 1970s (Harvard Kennedy School,2008), has become a vital portion in business model. There are a large number of definitions on corporate social responsibility. According to Harvard Kennedy School (2008), CSR is a procedure targeting at embrace responsibility for the company's actions and inspire a positive impact through its activities on the employees, environment, communities, consumers, as well as stakeholders. It seems that CSR is balance between positive social effect and business processes. With the development of CSR, more recent definitions focus mainly on the impact of how the companies manage their core business. In other words, the idea whether CSR serves as a resource of competitive advantage has emerged. In this essay, the author believes that the CSR indeed brings financial profits to the business and is overall beneficial to fashion business development. In the recent years, most high-street brands, such as Primark and Top Shop, including some luxury fashion brands, have worked on sustainability reports and corporate responsibility (CSR) for the sake of their long-term growth. This study will focus on the influence of CSR in the...
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...PROJECT GUIDE: MR. GURPREET SINGH BEDI, AREA SALES MANAGER, REGIONAL OFFICE, BELL CERAMIC LTD. CHANDIGARH. SUBMITTED BY: SHWETA DHIR BELL CERAMICS LIMITED, CHANDIGARH JUNE 27, 2007 MR. GURPREET SINGH BEDI AREA SALES MANAGER REGIONAL OFFICE CHANDIGARH SUBJECT: PRESENTATION OF THE REPORT ON ‘TEST & MEASUREMENT OF RESPONSE FOR NEW PRODUCTS AMONG INFLUENCERS AND CHANNEL PARTNERS’ RESPECTED SIR HERE IS MY REPORT ON MY STUDY ON THE RESPONSE FOR NEW PRODUCTS ZEN AND RETRO AMONG INFLUENCERS AND CHANNEL PARTNERS AS PER THE AUTHORIZATION OF MR. A N RANGASWAMY (PRESIDENT- MARKETING) DATED THE REPORT ALSO CONTAINS THE MENTION OF THE UPCOMING PROJECTS IN THE CITY OF CHANDIGARH AND THE NEARBY AREAS AND STUDY OF THE VARIOUS FACTORS THAT INFLUENCE THE BUYING DECISION OF THE END USER AND HIS NEED AND EXPECTATION FROM THE CERAMIC TILES. ALSO THE ARCHITECTS WERE INTERVIEWED IN ORDER TO MEASURE THE POSITION OF BELL CERAMICS IN THEIR EYES AND PROMOTE ZEN AND RETRO SERIES TO THEM. THE REPORT ALSO CONTAINS THE ANALYSIS OF BELL CERAMICS VIS-À-VIS ITS COMPETITORS IN TERMS OF PRICE, QUALITY, AVAILABILITY ETC...
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...FRANCHISING A Case Study on McDonalds [pic] A Project in Entrepreneurship Submitted To: Ms. Kishori Ravi Shankar Submitted By: Mansi Chanana & Udit Bhatia 4455 & 4447 BBS-III (M) Shaheed Sukhdev College of Business Studies Acknowledgement Perseverance, inspiration and motivation have always played a key role in the success of any venture. It has been a privilege that Shaheed Sukhdev College of Business Studies has given us the opportunity to work on business projects as part of the course curriculum. These projects serve as a stepping stone into the corporate world and to know it inside out. At this level of understanding it is often difficult to understand the spectrum of knowledge without proper guidance and advice. First and foremost we would like to express our gratitude towards Ms. Kishori Ravi Shankar, without whose support and guidance this project would not have been possible. Special thanks to all the people from the various segments explored for providing useful insights that have helped add value to this project. Mansi Chanana & Udit Bhatia 4455 & 4447 BBS- III (M) 1.0 Franchising: An Overview Franchising (from the French for free) is a method of doing business wherein a franchisor licenses trademarks and tried and proven methods of doing business to a franchisee in exchange for a recurring payment, and usually a percentage piece of gross sales or gross profits as well as the annual fees. Various tangibles and intangibles...
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...Detailed Analysis FDI Good or Bad for India Who will benefit in India if FDI is allowed in Multi Brand this is Kirana Business Few days back the Union Cabinet of India overcame years of indecision to allow up to 51% FDI in multi-brand retail. Government also increased the FDI limit in single-brand retail to 100% from 51% Government says it will benefit India. Traders fear the move. Opposition parties oppose the move as they know they will benefit if they support the traders. No one is touching the real issues and accepting the truth that today or tomorrow FDI, big global corporations will enter into India directly or indirectly. Today world is becoming a global village. Foreign Investment in India is governed by the FDI policy announced by the Government of India and the provision of the Foreign Exchange Management Act (FEMA) 1999. The foreign investors are free to invest in India, except few sectors/activities, where prior approval from the RBI or Foreign Investment Promotion Board (‘FIPB’) is required. In franchising and commission agents’ services, FDI (unless otherwise prohibited) is allowed with the approval of the Reserve Bank of India under the Foreign Exchange Management Act. Examples of Such Business - Pizza Hut or Nike or Spencer 100% FDI is allowed in wholesale trading. Wholesalers do the business with the Retailers. Wholesalers never do business with Consumers. Few days back central government of India, Congress Government announced the cabinet...
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...Plagiarism Declaration I certify by my signature/printed name that this is my own work. The work has not, in whole or in part, been presented elsewhere for assessment. Where material has been used from other sources it has been properly acknowledged and referenced. If this statement is untrue I acknowledge that I will have committed an assessment offence. I also certify that I have taken a copy of this assignment, to be made available upon request, which I will retain until after the Board of Examiners has published results. Laura Powell-Odabashy Management of International Business Laura Powell-Odabashy C3245807 Mary Leung Contents Page 1. Executive Summary 4 2. Introduction 5 3. Singapore Analysis 6 4.1. Singapore Country Overview 6 4.2. Singapore PESTLE Analysis 7 4. APEC Analysis 13 5.3. APEC Regional Overview 13 5. Debenhams Analysis 16 6.4. Debenhams Company Overview 16 6.5. Debenhams SWOT Analysis 17 6. Industry Analysis 20 7.6. Industry Overview 20 7.7. Industry Analysis 22 7. FMSS/Mode of Entry Analysis and Recommendation 27 8. Conclusion 30 9. Appendices 31 10. Bibliography 36 1. Executive Summary This report aims to firstly identify a suitable company that can expand overseas into a specific country...
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...Abstract This article presents the role of communication research in the clothing industry in Bangladesh. The aim of our research was to show how these clothing and textile companies use a marketing communication mix for the promotion of products and brands. Our findings suggest that a properly used marketing communication mix is a factor for success in the Bangladeshi clothing industry. The research results address three groups of companies. Companies with a more developed brand name place more importance on advertising in the marketing communications mix, while the second and third groups of companies give more importance to personal selling. Differences between the groups are obvious, and these correlate to the development of a brand name. The ready-made garment (RMG) industry of Bangladesh started in the late 1970s and became a prominent player in the economy within a short Period of time. The industry has contributed to export earnings, foreign exchange, employment creation, poverty alleviation and the empowerment of women. The export-quota system and the availability of cheap labor are the two main reasons behind the success of the industry. In the 1980s, the RMG industry of Bangladesh was concentrated mainly in manufacturing and exporting woven products. Since the early 1990s, the knit section of the industry has started to expand. Shirts, T-shirts, sweaters and jackets are the main products manufactured and exported by the industry. Bangladesh exports its RMG products...
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...Chapter Two The Fashion Market and the Marketing Environment 2.1 Introduction A market is a place for buying and selling, for exchanging goods and services, usually for money. The fashion market is unusual because until early in the twentieth century it was almost solely the domain of kings, queens, aristocrats and other important people. As will be seen, great changes, mainly due to technology and increasing globalization, mean that we now have a fashion marketplace open to everyone. Fashion can be a reflection of the time, from the utilitarian clothing of the war years to the yuppie look of the buoyant 1980s. Fashion also can be a reflection of individuals. Clothes are often chosen to reflect among other factors our age, gender, lifestyle and personality. Because fashion is both a reflective and yet creative discipline, it is necessary for fashion marketers to be aware of the factors surrounding the market and develop a broad understanding of the issues that can affect the garments that are seen in any high street store. 2.2 The development of the fashion market 2.2.1 Origins of the modern fashion market Until relatively recently, fashion had always been élitist and was used by its adopters to show that they were above the common people. Even the inventions of the eighteenth and nineteenth centuries; the spinning jenny, the water frame and the sewing machine have not had as great an effect on the market as have cultural changes and the explosion of the...
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...Splenetic Ogres and Heroic Cannibals in Jonathan Swift’s A Modest Proposal (1729) Ahsan Chowdhury University of Alberta I. Cannibalism: Ethnic Defamation or a Trope of Liberation? In A Modest Proposal for Preventing the Children of Poor People from Being a Burthen to eir Parents and Country, and for Making em Beneficial to the Public () Swift exploits the age-old discourse of ethnic defamation against the Irish that had legitimated the English colonization of Ireland for centuries. One of the most damning elements in Swift’s use of this discourse is that of cannibalism. e discourse of ethnic defamation arose out of the Norman conquest of Ireland in the twelfth century. Clare Carroll points out that “the colonization of the Americas and the reformation as events … generated new discourses inflecting the inherited discourse of barbarism” in early-modern English writing about Ireland (). Narratives of native cannibalism were an indispensable part of these new discourses and practices. For the English authors as well as their continental counterparts, the cannibalistic other of the New World became a yardstick by which to measure the threat posed by internal enemies, be it the indigenous Irish, the French Catholics, or the Moorish inhabitants of Spain.¹ us, it was against the backdrop of the reforma Carroll demonstrates that while continental authors like Bartolomé de Las Casas and Jean de Léry could treat the Amerindians and their cannibalistic practices ...
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...Syllabus MGT 496 Strategic Management and Policy, Spring 2016 Instructor: | Dr. Jim Sundali | Office: | 401D Business Administration | Class: | MW 1:00 & 4:00 in AB 102 | Office Hours: | MW 11:00-12:45 | Phone: | 775-682-9176 | E-mail: | jsundali@unr.edu (best way) | Web Site: | http://www.business.unr.edu/sundali/ | WebCampus: | http://wcl.unr.edu | Catalog Description Emphasis on the application of knowledge from all functional areas of business to organizational problems and the formulation and implementation of organizational strategies. (Major Capstone course.) Prereq(s): CH 201; ENG 102; FIN 301; MGT 323; SCM 352; junior or senior standing. Course Overview The theme of this course is the development and implementation of strategic missions, plans, objectives and tactics. You will develop strategic plans and engage in strategic management. We will integrate the knowledge you have acquired to this point in order to develop an understanding of how an entire organization functions and give you an opportunity to develop and exhibit your management and leadership abilities. Prerequisites: IS 301, FIN 301, MGT 323, SCM 352, and MGT 325 or ACC 460 Course Learnings Objectives MGT 496 is a University Capstone Course and will also serve as the coordinating course to satisfy the Ethics component of the Silver Core Curriculum. As such this course will satisfy the following three Core Objectives (CO): * CO12 Ethics: Students will...
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...HKU774 CATHY ENZ ALI FARHOOMAND BANYAN TREE: SUSTAINABILITY OF A BRAND DURING RAPID GLOBAL EXPANSION Within the next five years, if we play our expansion card right and we manage our growth properly, we have a reasonable, credible opportunity to become one of the top two or three dominant players in a global space which is very niche but nevertheless very global. - K.P. Ho, CEO of Banyan Tree Holdings Limited1 On 14 August 2006, exactly two months after its initial public offering (“IPO”), Banyan Tree Holdings Limited announced second-quarter results for the period ending on 30 June. Revenue had more than doubled to S$71.42 million, largely due to recovery following the 2004 Indian Ocean tsunami. The company felt that this was only the beginning, however, and had earmarked part of the IPO proceeds to finance an ambitious expansion plan. At the core of its business development plan was a proposal to open 21 new resorts3 over four years that would span non-Asian territories from Greece to Mexico. Banyan Tree CEO Ho Kwon Ping’s vision was to “string a necklace [of Banyan Tree properties] around the world”. The Asian Financial Crisis of 1997, the SARS crisis of 2003 and the Indian Ocean tsunami of 2004 had taken their toll on the travel and tourism industry [see Exhibit 1]. Although recovery was on the horizon, Ho understood the need to diversify risks across geographical regions and the IPO provided the finances to venture out of familiar territory. Two...
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