...of ‘Globalization’ on fashion with special reference to the impact of Japanese designs on the European scene. The definition of globalisation is quite complex and extremely controversial. However globalization with reference to the fashion industry helps defines the development of what has been termed as „world fashion‟. Preferred garments of young people is quite often the same. A phenomenon made possible by the exploitative mechanisms of globalization. The globalization of clothing manufacture, distribution, retailing online, and the global commodity advertising of both designer and high street brands, has impacted significantly on fashion and the way the industry operates. Alternatively the progress of the fashion industry through globalization can be defined by the political, economical, social, technological and cultural relations between countries. Such relationships within the global fashion industry are questioned to whether or not the globalisation of fashion is becoming beneficial or harmful to developing and developed countries. The fashion industry of today is one of the best examples of the effects of globalisation and its implications. Fashion is now able to take its manufacturing abroad as a result of globalization making it possible for the European fashion industries to produce clothing at increasingly lower prices. This allows the high street prices, or the retail price of fashion to be so low that the consumer, the fashion industry and the media...
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...the United Kingdom’s (UK) fashion industry concluded that the fashion industry in UK is now worth more than 21 billion pounds in one year and the value get even bigger when the tourism and related businesses are included. It could be as much as 37 billion pounds (“Telegraph,” 2010). Every year, there is an event known as London Fashion Week (LFW), where top designers present their new collections for the next season. LFW can bring in more than 100 million pounds a year (Armstrong, 2013). Fashion had started over a thousand year ago, and it is involves in many different areas such as fashion designs, businesses, fashion events and the film industry. The purpose of this paper is to show the evolution of London fashion into the current trend and to show the various reasons why London has become fashion capital and remained in first place for over two years. This paper also include with the history of London fashion, the reasons why London deserve to be the fashion capital, the background story of LFW and the positive impacts it has made. Finally, it will present case study of the differences in fashion industry between the UK and Japan. 1.0 Fashion Capital - London 1.1 Background Information A fashion capital is a city which has international fashion trends influences and is a centre for fashion industry, including designs, fashion events such as fashion shows, and products. Fashion capital also get involved...
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...Response (QR) in the Japanese Fashion Sector and the Strategy Ahead for the Domestic SME Apparel Manufacturers Nobby (Nobukaza) Azuma School of Management Heriot-Watt University UK E-mail: nobukaza@aol.com N.Azuma@hw.ac.uk Fax: +44-(0) 131-451-3498 Abstract Quick Response (QR) has long been perceived as the essential survival strategy of the textile and apparel (T-A) manufacturers in the developed economies against offshore competition. However, the regionalization of global economies and active governmental investment in the T-A industry in the offshore countries has allowed the offshore QR to become increasingly feasible. This changing facet of QR may spell out more lucrative opportunities for Japanese "apparel firms", which have predominantly in-house creative and marketing functions, to widen the scope and the scale of their fashion business operations, since the economic upgrading in the Pacific Rim will create a huge consumer market that shares similar fashion trends as in the Japanese market. However, the apparel firms' production shift offshore has, on the other hand, threatened the existence of the domestic SME apparel manufacturers that have traditionally served their apparel firms customers, now that QR is no longer the sustainable competitive advantage of domestic manufacturing. The purpose of this paper is to explore the levels of QR implementation, identifying the potential pitfalls and drawbacks of the current QR initiatives in the Japanese apparel sector, and...
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...approaching retirement of CEO Owen Jones, the potential takeovers of Nivea and Shu Uemura, their trouble gaining a presence in the Japanese market, and the lack of revenue in certain areas of their products offerings. There is also some loss in business for high demand products during turnover time as buyers wait for new shipments. Condensed Recommendation: L’Oreal should carefully select a CEO candidate who has experience in global management and the ability to spot trends. L’Oreal should proceed with the potential takeover of Japanese Shu Uemura, but they should reconsider the Nivea takeover as it may open them to a potential takeover threat. They should continue with their global expansion by developing new brands to meet particular ethnicities, perhaps aiming to catch the South American market as they have done with the African market. They should also flesh out their dermocosmetics products lines to increase the low 6% revenue in that area. Problem L’Oreal has experienced unprecedented success through global expansion into new beauty-product markets, under the direction of Owen Jones, who became a chairman in 1988. In 2006, Owen Jones plans to retire, so there is some speculation on how things may change with his successor. Currently there are a number of business maneuvers L’Oreal is considering: the friendly takeover of Japanese brand Shu Uemura, the bid for German Nivea, and the sale of their 19.5% interest in Sanofi-Synthelabo. There is also a potential takeover...
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...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 Hong Kong Apparel Industry 6 Competitor Analysis Local Competitors: Bossini 6 Giordano...
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...9000 Cabanha Orgânica Lomas Negras Ltda. Caixa Postal 95 Campo Alegre, SC 89294-000 Brasil Ronald Jean Degen is in the Ph.D. Program of the International School of Management in Paris, and the Vice Chairman of Masisa in Chile. He was a Professor at the Getúlio Vargas Graduate Business School of São Paulo where he pioneered the introduction of teaching entrepreneurship in 1980 and wrote the first textbook in Portuguese on entrepreneurship published in 1989 by McGraw-Hill. He just published a new textbook on entrepreneurship that was published in 2009 by Pearson Education 4 The success of luxury brands in Japan and their uncertain future ABSTRACT The Japanese are the world’s largest individual consumers of luxury brands and form the second largest market for luxury goods after the US. The Japanese were the driving force behind the exponential growth of the European luxury industry and the resulting “democratization of luxury”. This concept of giving everyone access to luxury branded goods is a paradox because it abandons the exclusivity that was the...
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...Crown Creative Co - challenging the future( Introduction Fusahiko Yoshino, the young Senior Managing Director of Crown Creative, glanced at his watch. It was a cold winter morning and he was in a hurry for his new office in Chiyoda-ku where the best shops for sports wear in Tokyo can be found. He was going to miss the ski season this year and this made him a little angry. Until he has accepted the management of the company from his father – the old Takiyoshi Yoshino, he was a "cool" guy exploring the fashion world, a person whose mission was to keep abreast of the ever-changing fads of Tokyo. "The people in the streets are very creative and we have to be even more," Fusahiko thought while entering the office. He was still wondering whether to take the risk of launching his own newly designed brand or to rely on the world known fame of Kangol. Company background The history of Crown Creative Co. started in 1981, when Crown Fancy Goods Co. Ltd was established by Tokiyoshi Yoshino. Crown was set up to design, produce, sell and distribute stationery and plastic products. The company soon expanded its operation due to orders placed by Coca Cola for long-term supply of stationery. This first success was caused not only by the company’s capability to meet high quality requirements of its clients but also to the negotiation skills of Takiyoshi who managed to strike several mutually beneficial licensing contracts. That’s why he decided to establish his own licensing...
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...income to the company. The responsibilities in the process expand further to the control of inventory in order to have enough goods to sell to the customers. The purchasing department employee cannot allow any shortage. In contrast, the goods must also be able to sell and not stay for a long time in the inventory. Chapter 3 Supply organization Kind Power use Decentralized for organization in the Top Management because there are supports and helps among each department. Every functions and departments are important in the organization. Moreover, for Import Fashion division, everyone can participate in making a decision. For instance, buyers are able to select the merchandise according to the direction of the Top Management. Chapter 4 Supply processes and technology Supply process for Import Fashion is different from other division like Tobacco or Perfume, as Fashion is a fast-moving item. The purchasing period for import fashion is 8 months in advance before the good can be received and sold. As a result, the purchasing plan needs to be done very carefully. For the technology, King power is not heavily used technology. The most used technology in the company is the SAP program in order to do reports, help checking the stock lefts in the warehouse, or how many items have been...
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...Crown Creative Co - challenging the future( Introduction Fusahiko Yoshino, the young Senior Managing Director of Crown Creative, glanced at his watch. It was a cold winter morning and he was in a hurry for his new office in Chiyoda-ku where the best shops for sports wear in Tokyo can be found. He was going to miss the ski season this year and this made him a little angry. Until he has accepted the management of the company from his father – the old Takiyoshi Yoshino, he was a "cool" guy exploring the fashion world, a person whose mission was to keep abreast of the ever-changing fads of Tokyo. "The people in the streets are very creative and we have to be even more," Fusahiko thought while entering the office. He was still wondering whether to take the risk of launching his own newly designed brand or to rely on the world known fame of Kangol. Company background The history of Crown Creative Co. started in 1981, when Crown Fancy Goods Co. Ltd was established by Tokiyoshi Yoshino. Crown was set up to design, produce, sell and distribute stationery and plastic products. The company soon expanded its operation due to orders placed by Coca Cola for long-term supply of stationery. This first success was caused not only by the company’s capability to meet high quality requirements of its clients but also to the negotiation skills of Takiyoshi who managed to strike several mutually beneficial licensing contracts. That’s why he decided to establish his own licensing...
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...industry scored 3.05 on the Q ratio. Q ratio measures publicly traded company’s market capitalization to the value of its tangible assets; the higher the ratio, the more financial market participants believe that part of the company’s value comes from its non-tangible assets, such as market dominance, customer loyalty, and differentiation. However, Gap Inc. scored a 2.17 Q ratio, which is below the 3.05 of the industry, while competitor H&M scored a 5.5. When consumers think of affordable fashion brands, they would immediately relate to H&M. And when consumers are asked where they would get basic clothes, they would without a doubt answer Uniqlo (Q ratio 3.41). As of now, the brands of Gap Inc. lack clear selling point and consumer loyalty. Stated in Japanese fashion market report, “Because of doubts about the future of the economy, Japanese consumers have become increasingly cost and quality conscious.” Moreover, the flourish of fashion magazines and blogs annexes to the intense fashion market of Japan. In order to diverse the audience and attract both price and...
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...Introduction/Key Issues This executive summary will provide insight into Levi Strauss Japan K.K.’s (LSJ) current market strategy as it stands in 1993 and provide recommendations to improve their marketing strategy based on the environmental threats LSJ faces. LSJ experienced a reduction in demand of their jeans in the Japanese market between 1990 and 1992 (David, et al). The reduction can be associated with LSJ’s discriminating process of selecting both retailers as well as the low ratio of sales agents. Another factor inhibiting LSJ’s market growth is due to Japan’s lower birth rate, resulting in a shift of the demographics to an older population as well as Japanese students requirement to wear uniforms, resulting in fewer days to wear jeans (David, et al). The Japanese fashion market focus is based primarily on trends and views jeans as a fashion statement, not as an everyday component of their wardrobe. In comparison to the United States, the Japanese market differs completely in their view of functionality of jeans – jeans are part of the Americans basic everyday wear, however Japan views jeans as a high-end fashion statement. Recommendations In order to increase LSJ’s market share is to utilize the available channels of distribution LSJ has access. LSJ needs to regain its prominence as a high quality jeans manufacturer to different market segments, LSJ needs to diversity its product line in the jean market and attract additional market segments. In order to combat...
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...LOUIS VUITTON IN THE JAPANESE MARKET ABSTRACT The purpose of this paper is to review the Louis Vuitton business model and the success experienced in the Japanese marketplace. This paper will discuss opportunities and challenges that have been realized by the Louis Vuitton brand while located in Japan, and the specifics to the Japanese luxury market. A review of how the Louis Vuitton brand first entered the Japanese marketplace, the cultural aspects related to social status and luxury goods, which that have helped with the sales growth for the company’s products. Along with tactics embraced later on to strengthen its brand will also be reviewed. The appeal of the Louis Vuitton luxury high priced product, and how the French company’s image helped to sell itself to Japanese consumers with disposable income will be analyzed. The success of various marketing strategies, utilizing the images of actresses to help launch a successful sales campaign will be reviewed. Along with a review of the company’s success by working with various fashion designers to create colorful fashion trends with Japanese inspired themes, through the collaborative work with well-known Japanese artists. The global recession, its effect on the Louis Vuitton product line and sales will be analyzed along with new challenges the company faces for the future. Finally, a discussion on the future success for Louis Vuitton in the Japanese market will be reviewed...
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...one of Tokyo’s fashionable districts. A unique vision of luxury took shape when Louis Vuitton opened yet another new store inside Comme des Garçons on September 4, 2008, in the heart of Japan’s capital. The pop-up store situated on the prestigious Omotesando Street was an illustration of Louis Vuitton’s attachment to the Japanese luxury market. Yves Carcelle, chairman and CEO of Louis Vuitton, said, “This project not only brings a new meaning to luxury, but also speaks volumes about how the know-how and heritage of Louis Vuitton have always been perceived in Japan, including by its foremost designers. We are very proud to have been able to help Rei Kawakubo2 relive her memories in such an original and creative way.”3The Omotesando guerrilla marketing event reflected Louis Vuitton’s success in Japan. Louis Vuitton had been following an aggressive marketing strategy in the country, opening extravagant stores such as those in Ginza or Roppongi.Take a walk on Ginza’s main street, Chuo Dori, the centre of a paradise for shoppers, with longestablished department stores, such as Mitsukoshi, Takashimaya and Matsuzakaya. Continue through the high-end fashion street Namiki-dori. Stop. There it is. You have reached the massive flagship Louis Vuitton store. When Louis Vuitton, the world’s biggest luxury-goods firm, inaugurated its huge shop in 2002 in the district of Omotesando, Tokyo, hundreds of people were queued outside. During the first few days, sales exceeded the initial...
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...the occurrences of changes in order to adjust and cope with the tremendous development that are happening in the internal and external environment of the organization. With the constantly changing environment, many people especially those in the working organization find themselves normally adapting. This is because change can bring many improvement and development in different aspects of competency. Likewise, change has been modified and tailored by various work organizations for varied reasons. With these changes in business processes, the evolution of different management strategies among business practitioners becomes the new trend. The emergence of the so-called management fashion is now influencing most of businesses today. With this consideration, this paper will be discussing the issues of changes among business in accordance to management fashion as it complies with the theories of legitimacy and institutionalization. Discussion The continuous and dynamic competition in the global business arena has been very stiff and complex. In this regard, the organization must be able to utilize a strategy and management system that will enhance the performance of the business so as to outgrow its rivals (Thompson & Strickland, 2003). The evolution of...
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...htm JFMM 8,4 ACADEMIC PAPER 362 Fashion change and fashion consumption: the chaotic perspective Ka Ming Law, Zhi-Ming Zhang and Chung-Sun Leung Institute of Textiles and Clothing, The Hong Kong Polytechnic University, Hunghom, Hong Kong Keywords Fashion, Consumers, Young adults, Social change Abstract Previous researches have considered that the impact of fashion change and fashion consumption is linear. Therefore, one reason was found as the ultimate source to explain why a fashion style/ trend was spread to the mass market. However, the existing market is complex and difficult to find out the holistic reason to explain fashion consumption. In this study, the chaotic perspective is taken into account to investigate the relationship between fashion change and fashion consumption. By using the grounded theory method, 33 in-depth interviews were conducted. A chaotic fashion consumption model is developed from the findings to explain how different fashions are consumed and rejected while fashion changes. It is found that the interaction of being fashionable, perceived fashionability and system participation affects the ultimate decision on fashion consumption. It is also found that a pattern can be traced to forecast the degree of fashion consumption even when the fashion change phenomenon is chaotic. Thus, it is similar to the principle of chaos theory that short-term prediction is possible in relation to the degree of fashion acceptance among consumers. Marketing implications...
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