...Tomorrow’s clothing retail: sectors, markets and routes – forecasts to 2016 2010 edition Page i Tomorrow’s clothing retail: sectors, markets and routes – forecasts to 2016 2010 edition By Malcolm Newbery and Karlynne ter Meulen June 2010 Published by Aroq Limited Seneca House Buntsford Park Road Bromsgrove Worcestershire B60 3DX United Kingdom Tel: +44 (0)1527 573 600 Fax: +44 (0)1527 577 423 Web: www.just-style.com Registered in England no: 4307068 © 2010 All content copyright Aroq Ltd. All rights reserved. Page ii Single-user licence edition This report is provided for individual use only. If you would like to share this report with your colleagues, please order additional copies or sign up for a multi-user licence by contacting: Chris Clarke Research manager, just-style.com Tel: +44 (0)1527 573 615 Email: chris.clarke@just-style.com Copyright statement © 2010 All content copyright Aroq Limited. All rights reserved. This publication, or any part of it, may not be copied, reproduced, stored in a retrieval system, or be transmitted in any form by any means electronic, mechanical, photocopying, recording or otherwise without the prior written permission of Aroq Limited. This report is the product of extensive research work. It is protected by copyright under the Copyright, Designs and Patents Act 1988. The authors of Aroq Limited’s research reports are drawn from a wide range of professional...
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...|Professional Post Graduate Diploma in Marketing | | | |Chartered Institute of Marketing | | | | | | | |Candidate No: 13184461 | | | |Center Name: Management Development Centre (MDC) | | | | | |Subject: Emerging Themes | | | | | |Word Count for Discussion Paper: | | | |Task One: 555 ...
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...Deeper Luxury lp lan eta ryr es t originalexperientialconnectedwholelovingdepthmeaningspecialnaturalauthenticgreengenuinetrustedconsceoustsusttainableethicalinnerintegralrespectfulplanetaryrestorativethri r us bl i na nableenchantinginnerintegralrespectfulconsciousrestorativeauthentircgreencontributingengagingworthwhileinspirinedcpinitualcreativediverseoriginalexperientialconnectedwhole gs o r taing henticg eengenuinetru s erseoriginalexperientialconnectedwholelovingdepthmeanitngtspecialnaturalauthentstgreconsciuiussuustedconscioussustsciinu bleethicalinnerintegralrespectfulplanetaryconscio hau a oas ic ed engeno netr dep su s t ovi g i e ectedwholelovingdepthmeaningspecialnaturalethichallelrunstedplanetarysustainableencharnttvinginnerintegralrespectfulconsciousres torativeauthenticgreencontributingengagingwo oa tai w o cted aningspecialnaturalauth me originalexperientialconnectedwholelovingdepntnh na e e us r enticgreengenuinetrustedconsciousspetainableethicalinnb rintegralrespectfulplanetaryrestorativethri o alc x l ie i ieo nableenchantinginnerintegralrespecltfuelrcntinsciousrestorativeauthenticgreencontributingengagingworthwhileinspiringspiritualcreativedeverseoriginalexperientialconnectedwvholre xp rati eth e th ina yr to ig ce erseoriginalexperientialconnescoredwholelovingdepthmeaningspecialnaturalauthenticgreengenuinetrustedconscioussustainableethicalininal rintegralrespectfulplantatraresconscio ee y et r inn langengagingwo ive fu d ectedwholelovingdepthmetaningspe...
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...UGB247- Responsible Business Report on Corporate Responsibility ‘Fashion Retailing in Europe’ Laura Wallace: 1083579942 Module Leader/ Tutor: Mark Winter 15th May 2015 Word Count: 3,296 1 Contents 1.0 What is Corporate Responsibility? Page 3 2.0 Key Issues of Corporate Responsibility Page 3 2.1 Issues Relating to Outsourcing Page 4 and 5 2.2 Child Labour Page 5 and 6 2.3 The Use of Animal Fur and Environmental Issues Page 6 and 7 3.0 Best Practice Within the Sector Page 7 3.1 Primark, Compensation and Utilitarianism Page 7 and 8 3.2 H&M, Child Labour and Deontology Page 8 3.3 M&S and Virtue Theory Page 8 and 9 4.0 Recommendations Page 9 4.1 Responsibility Auditing Page 9 4.2 Education Page 9 and 10 4.3 Making a Stand Against Animal Fur Page 10 5.0 Conclusion Page 10 6.0 References Page 11 and 12 7.0 Appendices Page 13, 14, 15 and 16 2 1.0 What is Corporate Responsibility? Corporate social responsibility (CSR) is “about businesses and other organizations going beyond the legal obligations to manage the impact they have on the environment and society.” (Lea, 2002) In recent years, the fashion retailing sector in Europe has gained a lot of media interest over its irresponsibility to society and its employees. Some companies which have been under scrutiny around this issue include: Primark, Zara and H&M as well as many other brands which are increasingly popular...
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...Background Aarong is an enterprise of BRAC and it’s a CSR based handicraft company established in 1978. Today, Aarong's reach has spread beyond Manikganj to the rest of the country. At present Aarong is operating through 9 domestic outlets and one franchised outlet in London. Aarong has more than 488 products in their outlets. They have grown into a thriving international enterprise showcasing ethnic wear to beautiful crafts from silks, handloom cotton, endi to terracotta, bamboo, jute and much more. From a single shop, Aarong has grown into one of Bangladesh's biggest retail chains, with eight stores spread across the major metropolitan areas of the country - in Dhaka, Chittagong, Khulna and Sylhet and one in London, UK. Aarong embraces and nurtures a diverse representation of 65,000 artisans, 85% of whom are women. Aarong also plays the role of protector and promoter of traditional Bangladeshi products and designs. It houses an extensive design library where remnants of our rich craft heritage, such as Nakshikatha art and Jamdani patterns, have been widely researched and archived for present as well as future use. Aarong began as a cause – a means to an end for a quiet organization fighting to uphold the dignity of the marginalized. In 1976, when BRAC- a Bangladeshi NGO dedicated to alleviating poverty and empowering the poor, first began encouraging sericulture for women in Manikganj, their only buyers were a few scattered retailers in Dhaka. Weeks, even months would pass...
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...fully-integrated world class solutions to our clientele. Our alliances are based on mutual understanding and trust, sharing the same principles in business ethics with our partners, an attribute that has proven to be a strong competitive advantage for MAS over the years. Our joint venture partners include: | MAST Industries, Inc., USA | | Triumph International Overseas Limited, HK | | Speedo International Limited, UK | | Stretchline (UK) Limited, UK | | Ets Lucien Noyon Et Cie, France | | Prym Intimates Group Ltd, HK | | Brandot International Limited, USA | | Labyrinth Solutions Holdings, USA | | Tradecard, Inc., USA | | NSL Infratech (Private) Limited, India | MAS Intimates Offering customers highly differentiated intimate wear, flawless designs blended with exquisite quality, this is where perfection is revealed in every intricate detail. Drawing from 25 years of experience in lingerie manufacturing, MAS Intimates offer niche market intimate wear of unparalleled quality. With 12 world class manufacturing facilities in operation across Sri Lanka, India, Bangladesh & Indonesia, together with design offices situated in New York, Hong Kong, UK and Colombo, we service some of the most renowned global intimate brands. Sharing a long standing strategic partnership with Victoria’s Secret, the company currently manufactures for Victoria’s Secret, Marks & Spencer, La Senza, GAP, Soma, DBA, H&M, Lululemon, Oysho, and Athleta. Marking the beginning...
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...Case study Zara 1. 1. ZARA is a Spanish clothing and accessories retailer based in Arteixo, Galicia. Founded in 24 May ,1975 by Amancio Ortega and Rosalía Mera. Zara needs just two weeks to develop a new product and get it to stores, compared to the six-month industry average, and launches around 10,000 new designs each year. Zara was described by Louis Vuitton Fashion Director Daniel Piette as "possibly the most innovative and devastating retailer in the world. 1763 stores , 78 countries worldwide. Zara has continually maintain its mission to provide fast and affordable fashionable items . Inditex (Industria de Diseño Textil) of Spain, the owner of Zara and five other apparel retailing chains, continued a trajectory of rapid, profitable growth by posting net income of €€ 340 million on revenues of €€ 3,250 million in its fiscal year 2001. Zara welcomes shoppers in 86 countries to its network of 1.763 stores in upscale locations in the world's largest cities. Zara's approach to design is closely linked to their customers. 2. 2. Around the world Zara 1.763 Zara Kids 171 Pull & Bear 817 Massimo Dutti 630 Bershka 899 Stradivarius 794 Oysho 529 Zara Home 364 Uterqüe 91 TOTAL 6.058 Inditex is a global specialty retailer that designs, manufactures, and sells apparel, footwear, and accessories for women, men and children through its chains around the world. Zara is the largest and most internationalized of the six retailers that Inditex owns. By the end...
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...the workplace. To finalize the report a comprehensive conclusion will be discussed whether creativity and innovation play an important role in economic competitiveness of advanced economies. “ASOS is a global online fashion and beauty retailer and offers on the ASOS.com website over 50,000 branded and own label product lines across womenswear, menswear, footwear, accessories, jewellery and beauty with approximately 1,500 new product lines being introduced each week.” (1) Managing change in organizations Businesses within the 21st century are faced with constant change which affects the traditional organisational structure and the way people work, which forces companies to be highly adaptable to unforeseen changes. For example change within Asos helps them to identify the areas of their strong and weak points, which enhances their productivity and efficiency. Change aids to predict challenges that could affect Asos operations by reacting to it effectively in terms of how big and radical the change is and how many parts of the business is taking part. Asos adjusts to the developmental proactive change which focuses on developing and enhancing its existing e commerce. They heavily invest into advanced technology to avoid potential threat in the online fashion market. The external factor that promotes change i.e. the Eurozone market crisis affects Asos operations. The reason for this is because it is “continuing...
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...WEDNESDAY, 15 JULY 2009 India’s Cotton & Textile Industry: Main Points v India’s textile and clothing industry contributes 4% per cent to Gross Domestic Product, 14 per cent in industrial production and 12 per cent in export earnings. v It is the second largest industry providing employment after agriculture. It provides employment to around 35 million people. v First Cotton Mills: The first Indian cotton cloth mill was established in 1818 at Fort Gloaster near Kolkata, albeit this mill was a failure. The second mill which was established by KGN Daber in 1854 is called the true foundation of modern cotton industry in India. Its name was Bombay Spinning and weaving Company, Bombay. v Bad Effects of Partition: Partition of India in 1947 affected Indian cotton industry badly. Most of the weavers who were Muslims migrated to Pakistan. There were 394 cotton mills in India before partition, out of this 14 mills went to Pakistan. Remaining 380 mills which were left in India. However 40 % cotton producing area became area of Pakistan. Thus India was forced to import raw cotton to keep the mills alive. v Development Starts: Till the year 1985, development of textile sector in India took place in terms of general policies. In 1985, for the first time the importance of textile sector was recognized and a separate policy statement was announced ...
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...Mgt- 490 Sec: 1 Case development on: Aarong [pic] Submitted to: Submitted by: Dr. Md. Zahidul Islam Masruk Monir - 0510220 (Senior lecturer of management) Contents Topic’s cover Page Background 1 Mission & Vision 2 4 p’s 3 4c’s against 4p’s 4 Sales analysis & distribution channel 5 Fig: Target market 6 Competitive advantage of Aarong 7 Brand management 9 Swot analysis 10 Wrong advertising strategy ...
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...Scott / CULTURAL-PRODUCTS INDUSTRIES REVIEW / March 2004 10.1177/1078087403261256 URBAN AFFAIRS ARTICLE CULTURAL-PRODUCTS INDUSTRIES AND URBAN ECONOMIC DEVELOPMENT Prospects for Growth and Market Contestation in Global Context University of California, Los Angeles ALLEN J. SCOTT The article begins with a brief definition of the cultural economy. A first generation of local economic development policy approaches based on place marketing and associated initiatives is described. The possibilities of a more powerful second-generation approach are then sketched out with special emphasis on localized complexes of cultural-products industries. An extensive review and classification of these complexes is laid out, and their inward and outward relations to global markets are considered. On this basis, a critical discussion of local economic policy options focused on cultural-products industries is offered. Contrasting examples of development initiatives in major global cities, in selected old manufacturing towns, and in the Multimedia Super Corridor of Malaysia are briefly presented. It is suggested that the growth and spread of localized production agglomerations based on cultural-products industries are leading not to cultural uniformity but to greatly increased diversity at the global level. Keywords: agglomeration; cultural economy; globalization; industrial districts; local economic development; place marketing Over the past decade or so, the industrial profile...
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... into a “pure play” luxury goods group. In 2008, the independently-minded Mr Rupert finally took heed and returned Richemont’s stake in British American Tobacco to shareholders, leaving his group focused on Cartier jewellery, Montblanc pens and much else. Today, some of the same pundits are regretting the loss of those high and stable BAT dividends, as the world’s luxury goods industry struggles with its biggest challenges in decades. Demand has tumbled virtually across the globe with no clear sign of recovery. Manufacturers from LVMH Möet Hennessy Louis Vuitton, the world’s biggest luxury goods group, to Italy’s Bulgari, find themselves saddled with stubbornly high costs, leaving little room for manoeuvre. Even beauty has proved vulnerable, contrary to the common claim, as figures for L’Oréal and others show. On top of the market problems, the sector faces tough secular change. Globalisation has put a premium on size – but sheer mass risks diluting the exclusivity that is luxury groups’ key feature. The grim economic backdrop has also come just as some companies, notably in leather goods and fashion, face anxieties about ethics and environmentalism. Advocates of sustainability have targeted groups using rare species and skins; parfumiers have to cater to growing interest in all things organic. Ever fickle, luxury goods have turned near impossible to predict – as the irony of...
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... Abstract Leaded by the fashion brands like ZARA and HM, fast fashion has risen to be the theme of current fashion industry, their emergence has a deep, profound impact on conventional apparel industries. Under the pressure of the trend, Esprit is one of the victims of traditional fashion brands. This paper focuses on the current problem that Esprit is faced with, presents three possible solutions which are designing new products following fashion shows, establishing smaller-scale operational mode and using quick response strategy, in order to create an agile supply chain for Esprit by the means of shortening three critical lead times: time-to-market, time-to-serve and time-to-react. 1. Introduction The last decade has witnessed a significant transformation that fast fashion has become a key feature in current fashion industry. Although it was regarded as a niche concept offered by a few winners such as Zara and H&M, fast fashion has now been adopted as a key operation mode by many brands in the fashion market (Baker, 2008), using advanced and more efficient supply chains to be more responsive to changing trends towards customer demand. Hence, Fast fashion brands perform relatively better than other fashion brands in various aspects. (Mattila et al. 2002: 340 – 351) Esprit is a fashion brand owned by Esprit Holding Ltd., manufacturing apparel, accessories, footwear and housewares under the Esprit label. In the previous fashion market, Esprit is generally...
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...St Vincent is one of the 32 St Vincent & The Grenadines islands, known as Jewels of the Caribbean. Regarded as a sailors’ paradise, the turquoise waters that surround these volcanic isles are considered some of the best cruising grounds in the world and are home to a wonderful array of marine life making it perfect for snorkelling and diving. Still largely untouched by tourism and with its secluded coves and spectacular backdrops of high mountains cloaked in lush tropical forest and cascading waterfalls, St Vincent is an authentic and unspoilt tropical haven. Population 110,000. Capital Kingstown. Area 344 sq km/133 sq miles; 29 km/18 miles long 18 km/11 miles wide. Geography St Vincent is a volcanic island. The northern third of the island is mountainous (parts of this area are accessible only by boat because roads cannot be built on the terrain). The highest point is La Soufriere volcano - 1,234 metres. Most of the island’s population lives near the southern coast. The island has a total of 84 km of coastline. The island has 5 administrative parishes – Charlotte, St Andrew, St David, St George, St Patrick Time difference GMT -4. Language Official language is English. Monetary unit Eastern Caribbean dollar - EC$ (fixed to the US dollar); US dollars are widely accepted. Airport Local airport, E T Joshua Airport, in Kingstown in the south of the island; an international airport is planned for 2011 +. Flight times 5 major gateways – Barbados (30 mins) Grenada (30 mins) Martinique...
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...December 2009 The Apparel Industry in Australia1 1. 2. 3. 4. 5. 1. Executive Summary ................................................................................................................ 1 Market Entry............................................................................................................................ 1 Retail Channels....................................................................................................................... 4 Distribution Channels.............................................................................................................. 8 Market Resources................................................................................................................... 9 Executive Summary The Australian apparel market can be described as relatively small, competitive and well-serviced by domestic companies. Nonetheless, this market presents opportunities to Canadian business. Canada and Australia share similar cultures and lifestyle, for example, sports and the outdoors. This translates into similar fashion tastes and trends. Facing increasing pressure from inexpensive imports, competitive department stores and decreasing prices, Australian retailers are looking for new ways to compete. Some have differentiated by specializing and offering only a particular type of product, such as sportswear. Others sell exclusive product that cannot be found elsewhere. Most have moved to the mid- to high-end of the market...
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