...there is little research about the firm in English as the majority of publications have been written in Spanish. This paper seeks to address this gap in the literature by examining the internationalisation process of Zara. This study adopts an in-depth case approach based on extensive secondary research. Literature published in both English and Spanish has been reviewed, including company documents such as annual reports. The paper starts with a brief overview of the global textile and clothing industry, followed by the case study of Zara. The main part of the case examines the key aspects in the internationalisation of Zara namely: motives for internationalisation, market selection, entry strategies, and international marketing strategies. In the final section, comparisons are made between Zara and two of its main competitors, H&M and Gap. The global textile and clothing industry The removal of all import quotas in the textile and clothing industry from January 2005, involving the unrestricted access of all members of the World Trade Organization (WTO) to the European, American and Canadian markets is considered a key driving force in the development of the clothing sector (Keenan, et al., 2004). This new scenario has created opportunities for large exporters like China and India 1 that are considerably increasing their market share whilst at the same time creating challenges for European Union member states in order to remain competitive internationally. The major trends...
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...there is little research about the firm in English as the majority of publications have been written in Spanish. This paper seeks to address this gap in the literature by examining the internationalisation process of Zara. This study adopts an in-depth case approach based on extensive secondary research. Literature published in both English and Spanish has been reviewed, including company documents such as annual reports. The paper starts with a brief overview of the global textile and clothing industry, followed by the case study of Zara. The main part of the case examines the key aspects in the internationalisation of Zara namely: motives for internationalisation, market selection, entry strategies, and international marketing strategies. In the final section, comparisons are made between Zara and two of its main competitors, H&M and Gap. The global textile and clothing industry The removal of all import quotas in the textile and clothing industry from January 2005, involving the unrestricted access of all members of the World Trade Organization (WTO) to the European, American and Canadian markets is considered a key driving force in the development of the clothing sector (Keenan, et al., 2004). This new scenario has created opportunities for large exporters like China and India 1 that are considerably increasing their market share whilst at the same time creating challenges for European Union member states in order to remain competitive internationally. The major trends...
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...QUANTITATIVE EASING: A RATIONALE AND SOME EVIDENCE FROM JAPAN This paper was prepared for the NBER International Seminar on Macroeconomics 2009. Volker Wieland thanks the European Central Bank for support as Duisenberg Research Fellow while the initial presentation for the ISOM conference in June 2009 in Cyprus was prepared. The help of Alberto Musso from the European Central Bank in collecting data on Japan is gratefully acknowledged. Helpful comments by conference participants, and in particular by Huw Pill, Vincent Reinhart, Frank Smets, Christian Thimann and Athanasios Orphanides were highly appreciated. The usual disclaimer applies. The views expressed herein are those of the author(s) and do not necessarily reflect the views of the National Bureau of Economic Research. NBER working papers are circulated for discussion and comment purposes. They have not been peerreviewed or been subject to the review by the NBER Board of Directors that accompanies official NBER publications. © 2009 by Volker Wieland. All rights reserved. Short sections of text, not to exceed two paragraphs, may be quoted without explicit permission provided that full credit, including © notice, is given to the source. Quantitative Easing: A Rationale and Some Evidence from Japan Volker Wieland NBER Working Paper No. 15565 December 2009 JEL No. E31,E52,E58,E61 ABSTRACT This paper reviews the rationale for quantitative easing when central bank policy rates reach near zero levels in light of recent...
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...Hennes & Mauritz (H&M) AB in Retailing December 2009 Scope of the Report Retailing - Hennes & Mauritz © Euromonitor International Scope • This global company profile covers the following products focusing on the year 2009: Retailing: US$10,430 billion Store-based Retailing: US$9,829 billion Non-Store Retailing: US$601 billion Clothing & Footwear Specialist Retailers: US$791 billion Homeshopping: US$190 billion Internet Retailing: US$243 billion Disclaimer Much of the information in this briefing is of a statistical nature and, while every attempt has been made to ensure accuracy and reliability, Euromonitor International cannot be held responsible for omissions or errors Figures in tables and analyses are calculated from unrounded data and may not sum. Analyses found in the briefings may not totally reflect the companies’ opinions, reader discretion is advised Learn More To find out more about Euromonitor International's complete range of business intelligence on industries, countries and consumers please visit www.euromonitor.com or contact your local Euromonitor International office: London + 44 (0)20 7251 8024 Vilnius +370 5 243 1577 Chicago +1 312 922 1115 Dubai +971 4 609 1340 Singapore +65 6429 0590 Cape Town +27 21 552 0037 Shanghai +86 21 63726288 Santiago +56 2 4332226 2 Retailing - Hennes & Mauritz © Euromonitor International Strategic Evaluation Competitive Positioning Geographic Opportunities Category Opportunities ...
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...global expansion? Provide evidence from the case to support your opinion. Ben and Jerry’s management orientation would be an ethnocentric one. It had been previously stated that Cohen had not wanted to expand into foreign markets purely for growth’s sake. As such, the few international ventures the company did partake in only amounted to $6 million in sales in 1997. The United Kingdom venture was also taken due to a promise to donate 1% or profits to charity, which was in keeping with their current marketing strategy. The greatest factor supporting my opinion would be that Ben and Jerry’s rarely implemented marketing strategies for this foreign ventures. This meant that currently implemented domestic strategies were applied to very different international markets. There was no consideration was given on culture, habits, and buying power of cosumers. Therefore, a market dependent marketing plan and distribution strategies were missing. 2) Which of the environmental factors do you think are the two most important to the decision whether or not to expand into Japan? Discuss at least two at length, providing evidence from the case narrative, and what the implications of the environments are with respect to the pending decision. The economic environment is surely one of the largest factors influencing the decision to any company and therefore, serves as a major factor to expand into the Japanese market for Ben & Jerry. At the time, Japan was the second largest market for ice...
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...International Expansion Zara was found in Spain, 1974. With the successful opening through out Spain, Zara starts to expand in 1980s. Firstly Zara entered Portugal, later on United States and France. Then in 1990s the expansion reached Mexico, Greece, Belgium, etc. Now Zara has really been a globalized brand. Zara can be found in 86 countries, 5887 retail stores worldwide according to the latest data research. For the latest markets Zara just invested in are Australia, Taiwan, Azerbaijan, South Africa and Peru. In 2012, there were 360 stores newly opened in the world. Depends on different countries, zara expands more in Asian countries like China, Japan. (Inditex website)In China zara increased its presence to 156 new stores in 2011, at rate of 3 stores per week. (THE ECONOMIST, 2012) |Number of Zara’s stores in major Countries (Inditex website) | |Asia |Europe |North America |South Hemisphere and Africa | |China: 138 |Spain 332 |Mexico 56 |Australia 8 | |Japan 83 |France 126 |United States 45 |Brazil 39 | |South Korea 39 |Italy 90 |Canada 22 |Egypt 4 | |Saudi Arabia 26 |Germany69 | |South...
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...flagship chain of the Inditex Group which generates nearly 65% of the net sales of the group (Inditex annual report 2013). It encompasses many different styles, from daily clothes, to more formal elegant clothes for women, men and children. This case study tackles the challenges of being the world’s fashion retailer, the sustainability of the competitive strategy, and the group’s internationalization process. CASE QUESTIONS AND ANSWERS 1. Which theory is the best representative of Zara’s (Inditex’s) internationalization? In order to be able to answer on this question, first the internationalization process of Zara should be elaborated. The first Zara’s store was open in 1975 in Spain. During the 1980s, Zara was focused on expansion within the domestic market. It opened stores in every city in...
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...CASE STUDY ANALYSIS OF P&G: SK-II GLOBALIZATION PROJECT FOR: Professor Howard Kupferman Written by: Andres Torres Procter and Gamble Case Study Analysis Actors: 1. Alan Lafley: Head of P&G Beauty Care GBU 2. Paolo de Cesare: President of Max Factor Japan 3. Durk Jager: P&G CEO 4. GLT: Global Leadership Team (made up of business GM’s of crucial MDO’s, people from R&D, consumer research, product supply, HR, and finance). Chaired by Lafley. INTRO: In this case study we are introduced to P&G as an organization and their changes in structure overtime. More specifically, after the acquisition of Max Factor Japan and success in its SK-II line, questions are raised about whether global expansion is feasible and profitable as a franchise. De Cesare ran this skin-care line in Japan, but he reported directly to Lafley. This is crucial because global expansion would require Lafley’s approval in budgeting and organizational support. P&G recently went through major organizational changes over a period of six years known as O2005. This created huge questions in the strategy that would be put together in the case of a global expansion for SK-II. Within the U.S. Procter & Gamble originally followed an organizational structure consisting of seven different divisions that were furthermore shattered into 26 distinct categories. Each category had its own R&D, supply management and marketing. In addition, the international organization...
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...is the fact that the consumers in the market outside Japan have totally different cultures than those consumers in Japan. In order for SK-II to be successful in the international market, P&G and De Cesare must first analyze the current situation in those markets to be able to identify the strategic opportunities and threats. In order to make the best possible decision regarding product expansion to Mainland China and Europe, it is important to analyze those international markets based on the SWOT analysis. One of the biggest opportunities in China is that consumers there have similar skin types than consumers in Japan. One of the biggest threats is that most Chinese residence has relatively low average incomes, which could affect their purchasing behaviors especially towards high priced products like SK-II, which cost about $100 a bottle. Europe’s market is quite different from China’s. European women have skin types unlike that of Chinese and Japanese women. The biggest threats are the difference in skin types among European women, the cultural gap between Europe and Asia, and the overcrowded skincare and beauty market in Europe. Thus, the big challenge for P&G would be to successfully introduce a new brand into an already crowded market. One of the biggest opportunities is the positive economic forces that enable high purchasing power for the Europeans. Baring in mind the conditions of the international markets global expansion would certainly be a tremendous task...
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...Global Fast Ronnie Deaver MKG400 International and Multi-Cultural Marketing Colorado State University – Global Campus Dr. Michael E. Ricco June 19, 2016 Starbucks: Going Global Fast Starbucks is a fast growing and well known US based company focused on penetrating international markets. When entering a new market, there are always associated risks, problems, controllable/uncontrollable elements, and process optimizations. Below is a discussion on the factors contributing to Starbucks expansion into international markets such as Japan. Controllable Elements For any company expanding to a new market, there is a plethora of controllable and uncontrollable elements to consider; some new and some similar to those faced in domestic markets. Interestingly, the controllable factors that Starbucks encountered when entering the global market were similar to those faced in their domestic market; product, price, place and promotion. The Starbuck’s brand name and image connect with millions of customers globally. Starbucks can control and adjust its product to meet the cultural needs and expectations of a market; including price, availability, and their marketing strategy. Using appropriate market research, Starbucks can pre-emptively make certain that their product is the right fit for each of its international locations. According to Starbucks (n.d.), they maintain a high level of success internationally by working with international partners who understand and share their commitment...
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...Zara: Staying Fast and Fresh Wance Tacconelli Donghua University Shanghai Contents • • • • Historical background Overview of the Inditex Group Zara’s business model The competitive landscape – The Gap, H&M, Fast Retailing (Uniqlo) • Zara’s global store and online expansion • Questions Zara Case Study 2 Corporate history (1 of 2) • 1963: establishment of clothing production company in A Coruῆa, Spain • 1975: first Zara store opens in A Coruῆa • 1985: Inditex Group is established • 1989: first international Zara store opens in Portugal Zara Case Study 3 Corporate history (2 of 2) • 1990s: acquisition of brands Massimo Dutti and Stradivarius • 2001: Inditex IPO • 2006: first Zara store opens in China • 2010: first Zara store opens in India • 2010: Zara launches first online store Zara Case Study 4 Inditex’s performance indicators, 2012 • Net income totalled 2.3 billion euros, an increase of 22% from 2011 • 6,009 stores, 482 more than a year earlier • Online store network covers 23 markets, with new launches in China and Canada • Creation of 10,802 new jobs in 2012, bringing workforce to 120,314 employees Zara Case Study 5 Inditex Group Brand Portfolio (1 of 8) Zara • Fashionable, yet affordable clothes for a wide range of people, cultures and generations, who, despite their differences, all share a special fondness for fashion • 1751 stores in 86 countries • www.zara.com Zara Case Study 6 Inditex Group Brand Portfolio (2 of 8) ...
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...furniture and home decoration, IKEA has an annual turnover of 19.8 billion euros (source: IKEA, www.ikea.com, accessed 25/03/2012). The IKEA catalogue is printed in 52 editions with 25 languages, with a global distribution in excess of 160 million copies. Armed with its international experience in Europe and North America, IKEA took the company into the third phase of its development by embarking on a major expansion into the Far East, in particular Japan and China. IKEA sees the Far Asia as an emerging market still in its infant stage. Its number of retail outlets in Malaysia, Singapore, Taiwan, Beijing, Shanghai and Hong Kong are very small and comprises a mere 3% of the company’s total sales. These stores were expected to be more successful in the near future. IKEA’s imminent strategic expansion into this region exemplified its ambitions to dominate this emerging market. IKEA’s entry into Mainland China started in 1998 when it opened its first store in Shanghai, followed by Beijing in 1999. IKEA took its time to get to know the Chinese customers. This prudent approach to market entry took IKEA the following 5 years before it opened its first full-scale standard IKEA store in Shanghai in 2003. The store occupies 33,000 square meters and retails more than 7,000 products. A record of 80,000 visitors flocked to the store on the opening day. This new Shanghai store represents an important landmark for IKEA’s business development in China. It is the largest of its stores not only in...
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...http://ivythesis.typepad.com/term_paper_topics/2009/09/what-makes-uniqlo-as-a-popular-casual-wear-brand-in-hong-kong.html What Makes UNIQLO a Popular Casual Wear in Hong Kong? EXECUTIVE SUMMARY This report is about UNIQLO, a leading casual apparel retailer in the world. UNIQLO’s success was remarkable. UNIQLO is a combination of the words unique and clothing. Perhaps the reason why UNIQLO is popular in Japan, China, the United Kingdom, Korea, Hong Kong and now in the United States is because of its uniqueness. UNIQLO offers high quality, fashionable clothes at a very affordable price. This report will discuss the reasons behind UNIQLO’s success and popularity. This report will discuss UNIQLO’s history, its business structure and the characteristics of the Japanese and Hong Kong retail industry. In addition, this report will also analyze the company’s Strengths, Weaknesses as well as the Opportunities and Threats that it deals with. Lastly, this report will discuss UNIQLO’s growth strategies and its plans to achieve its goal of becoming a global brand that transcends cultural boundaries. TABLE OF CONTENTS Page Number Executive Summary 1 Introduction 4 Industry Analysis Japanese Retail Industry 5 ...
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...International expansion International expansion provides a company with major growth opportunities. Though in many cases the expansion may result in lower margins than before, higher costs and lower profits. In order to avoid that, each company that plans to penetrate to overseas markets needs to be carefully managed and tough decisions have to be made. Taxation System One of the most popular reasons for international expansion of a company but simultaneously an issue that has to be over lapsed is the taxation system of the potential markets for expansion. A low corporate tax rate is always a tempting factor, but can also be deceptive. A complete market analysis should should also include the possibility of existence of state based taxes, withholding and consumption taxes, such us VAT (value added tax) before penetrating new markets. Some companies prefer to expand in tax havens and emerging markets where the taxation system is more attractive, but A&F have expanded to mature and developed markets already. Also, many companies “use” the base country’s tax regulation in order to “hide” income and avoid high taxation. Currency Risk When a company expands internationally there is also the possibility to be exposed to currency risk due to volatile currency rates or even currency restrictions and limitations. In order to avoid that risk companies usually try to effectively hedge their transactions internally in each country, with no adverse outcomes. Though, the currency risk...
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...Apparel Industry * Overview of UNIQLO business * Apparel Industry: Value Chain & Key Success Factors PART II/ Environmental Analysis * PEST analysis for India * 5 Forces analysis for Apparel industry in India * SWOT analysis for UNIQLO’s entering into India PART III/ Strategy Formation * Entry Strategy: Entry Mode * Expansion Strategy: 3 Phases * Implementation Plan: 4P, AAA Conclusion Reference Appendix EXECUTIVE SUMMARY Japan is famous for innovation and high-tech manufacturing industries but not for fashion. However, this fact should be reconsidered since the brand UNIQLO, a true Japanese fashion brand, now can be found in the biggest cities of the world from world-class shopping malls like Ginza (Tokyo), Fifth Avenue (New York) to the streets of Shanghai and Malaysia. UNIQLO is the main brand of Fast Retailing Co., Ltd (see Appendix 1 for Corporate Profile), the largest producer in apparel retailing industry in Japan and ranks the fourth in the world (after ZARA, H&M and GAP). Mr. Tadashi Yanai, the founder and current CEO of Fast Retailing (FR) used to be the richest man in Japan. In this report, we develop the strategy to bring UNIQLO to the world second largest population, India. The reasons why we choose this plan can be explained briefly as following. Fast Retailing aims at becoming the number one apparel retailer in the world by 2020. In order to achieve this...
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