...Shanghai Tang’s Customer In order to understand Shanghai Tang’s customer, it is important to first understand the overall market for luxury goods purchased by Chinese customers. There are several characteristics of the Chinese luxury consumer that can be viewed as broad-based, general features of the market. Once these features have been outlined to provide a context for the market in which Shanghai Tang operates, attention can then be turned to the particular customer segment that Shanghai Tang targets. The overall Chinese luxury market. One of the most salient broad-based features of the Chinese luxury customer is that the level of knowledge regarding luxury brands is not as well-developed as it is among most Western luxury customers. This has important ramifications for the China luxury market in general, because lower levels of differentiation between brands in the mind of the Chinese customer results in a reliance on other more overt cues to establish perceptions of prestige. For example, Joanne Ooi comments on branding in China and notes that “You must be expensive, prestigious and international to seduce the Chinese consumer.”[1] Furthermore, according to an Ernst and Young report cited by the case, Chinese customers are “more conspicuous customers who took pride in sporting international labels, which they considered a sign of success and wealth.”[2] Thus, in the Chinese luxury market, price, prestige, and international brand recognition are generally preconditions...
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... Integrated Marketing Communication (IMC) 6 Conclusion 4 References 4 Introduction Executive Summary The initial part of the report compares Shanghai Tang with 2 others luxury ready-to-wear brands in the western market, namely Chanel and Dior. It discusses the demographic and cultural environmental forces faced by Shanghai Tang when competing with other luxury ready-to-wear brand in the western market followed by a SWOT (Strengths Weaknesses Opportunities and Threats) analysis to identify both the internal environment (strengths and weaknesses) and external environment (opportunities and threats) that Shanghai Tang is facing. Through the SWOT analysis, we came up with a recommendation to either defend or expand Shanghai Tang’s market position. Secondly, a product expansion grid was used to discuss the possible strategies Shanghai Tang can adopt for expansion. The product expansion grid was also used to determine business growth opportunities. It consists of four quadrants, each representing one strategy. The four strategies are Market Penetration Strategy, Market Development Strategy, Product Development Strategy and Diversification. The last section of the report identifies Shanghai Tang’s current...
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...subsumed within Le Masne’s role is maximized best by championing the strategic direction of the company to further penetrate the Chinese market place while also growing their position in the US and Europe, creating a psychologically safe environment for the designers and management team to voice and resolve their respective concerns, and challenge the creative process via his role on the Product Committee and mentoring and management of the Creative Director. The strategic foundation, which has served Shanghai Tang well, is to develop a fashion line that traces its roots back to Chinese culture and is wearable, modern and colorful. This approach has worked well in the US and European markets. Although not as successful in the Chinese markets, it could be because the term wealthy in China is being defined as household income equal to or greater than $35,000 or more. I don’t know anyone making $35,000 a year who is buying Chinese themed pajamas for $350. Accordingly, Shanghai Tang may need to develop two lines – one for the west and another line specifically designed for China (designs and pricing). I would have hired a replacement for Joanne Ooi and would have left the reporting and job responsibilities unchanged. Hiring a Marketing Director I agree with this decision. As executive chaiman, Le Masne cannot be expected...
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...playing an important role in the business world, the conflict between the creative technical employees (creators) and the businessmen (stewards) is increasingly hindering from the business development. Like Shanghai Tang, the conflicts are usually found between its designers (creators) and its management (stewards). As an international clothing chain company, its product design is one of the key successful factors in its competitive industry. In order to build-up a unique fashion style, Shanghai Tang develops two key components which its products are contained: Chinese-ness and the use of bright colors, and so-called “Shanghai Tang DNA”. However, its designers blamed that this Shanghai Tang DNA constrained their creativity in various areas, including the brand consideration, sales considerations and production cost consideration, etc. Positioning is no doubt a critical business strategy. However, the creators argued that their designs always have to be Chinese-oriented and European influence is hardly accepted in the final design approved by the management. The creators think that the Shanghai DNA hinders their own creative ideas and inspirations and hardly accept their creative design which is out of the management mind to maintain the brand image. Shanghai Tang will avoid certain types of fabrics, colors and designs based on the historical sales performance. The creators argue that the sales figures from similar previous designs represented the past but did not predict...
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...Managing Creativity at Shanghai Tang Innovation and creativity are one of the key successful elements in the recent rapid changed environment, and in fact innovation and creativity are changing our world. Since the innovation and creativity are playing an important role in the business world, the conflict between the creative technical employees (creators) and the businessmen (stewards) is increasingly hindering from the business development. Like Shanghai Tang, the conflicts are usually found between its designers (creators) and its management (stewards). As an international clothing chain company, its product design is one of the key successful factors in its competitive industry. In order to build-up a unique fashion style, Shanghai Tang develops two key components which its products are contained: Chinese-ness and the use of bright colors, and so-called “Shanghai Tang DNA”. However, its designers blamed that this Shanghai Tang DNA constrained their creativity in various areas, including the brand consideration, sales considerations and production cost consideration, etc. Positioning is no doubt a critical business strategy. However, the creators argued that their designs always have to be Chinese-oriented and European influence is hardly accepted in the final design approved by the management. The creators think that the Shanghai DNA hinders their own creative ideas and inspirations and hardly accept their creative design which is out of the management...
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...Supplier List 2013 This list includes the major manufacturing locations of suppliers who provide raw materials and components or perform final assembly for Apple. 3M Company 1030 Lake Road Medina, Ohio USA No. 8 Xingyi Road, Changning Shanghai China 3406 E. Pleasant Street Knoxville, Iowa USA 915 Adams Street S.E. Hutchinson, Minnesota USA Nanxiang 2nd Road Tianhe, Guangzhou, Guangdong China AAC Technologies Holdings Inc. Building 5, 6th floor, Nanyou Tianan Industry Park, Dengliang Road, NanShan District Shenzhen, Guangdong China Gangqiao Street, Nanxiashu Town, Wujin District, Changzhou, Jiangsu China AcBel Polytech Inc. No. 17-28, (Hong Yeh Road), Hong Yeh 138 Industrial District, Tang Xia Town Dongguan, Guangdong China Advanced-Connectek Inc. No. 2 Middle LanJing Road, Grand Industrial Zone, PingShan District Shenzhen, Guangdong China No. 888 Hua-Yuan Road, Zhang-Pu Town Kunshan, Jiangsu China AKM Semiconductor, Inc. 1-15, Nakashima-cho, Nobeoka, Miyazaki Japan No. 5 Nanke 7th Road, Southern Taiwan Science Park Tainan, Taiwan 13-2 Sekinoiri Sumie, Ishinomaki City, Miyazaki Japan 4 Ren Der Road, Hsinchu Industrial Park, Hsinchu, Taiwan 5-4960, Nakagawara-cho Nobeoka, Miyazaki Japan Alcoa, Inc. 1480 Manheim Pike, Lancaster, Pennsylvania USA Supplier List 2013 2 Alps Electric Co., Ltd. 230, Shibue Wakuya-Cho Tohda-gun, Miyagi Japan No. 5, Xingchuang 4 Road Singapore Industrial Park Wuxi, Jiangsu China 41-25, Yanagi-machi, Noda Onahama Iwaki...
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...the biggest city in north-west China. It once served as the nation's capital for thirteen dynasties such as Western Zhou (11th century BC - 771 BC), Qin (221 BC - 206 BC), Western Han (206 BC - 24 AD) and Tang (618 - Pagoda, Forest of Stone Steles Museum etc. top 3. Shanghai Being the largest metropolitan area in China, Shanghai is situated in central-eastern China, facing the East China Sea. Shanghai is divided into two sections: Pudong and Puxi. Pudong is the new development zone on the east of Huangpu River while Puxi is the old area lying on the west of Huangpu River. Shanghai possesses two airports - Shanghai Pudong International Airport ( PVG ) top 4. Guilin Lying by the banks of the Li River, Guilin has become famous both at home and abroad for its intriguing natural views: green hills, featuring rockeries, clean water, unique caves,stones of many shapes. The many ethnic minorities inhabit here . ThemainminoritiesaretheZhuang, Yao, Hui, Miao, Mulao, Maonan and Dong. They add a lot of colour to the cultural life of the city.. top 5. Yangtze River Yangtze River cruises is a must for those who look for romantic travel. Yangtze River is coming through the mountains and the cities from the west to the east, finally blending into the East China Sea near Shanghai with a total length of more than 6300 km, ranking the third largest rivr in the world, only after the Nile and Amazon. 6. Lhasa Tibet Lhasa Tibet well known as " the Roof of the World ", has turned into...
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...a main condition for a profitable hotel business. II. Suzhou general information. Suzhou is one of the key cities in Yangtze Delta which is renowned world-wide as a cultural, historic, industrial and tourism center. 1. Location 1.1 Geographical position and climate. The city is located in the South of Jiangsu province, boarding Shanghai on the East, the Taihu Lake on the west, Zhejiang province on the south and the Yangtze River on the north. Situated at the temperate zone and with subtropical oceanic monsoon climate, Suzhou enjoys four distinctive seasons, mild temperature and abundant rainfall. Since 42% area of the city is covered by water, including a vast number of ponds and streams, Suzhou is praised as the 'Oriental Venice'. Together with its mild climate, making it an available destination all year round, fertile landscape and abundance of produce, it is no wonder that Suzhou is called 'paradise on earth' 1.2 Transportation. By Air Despite being an important tourist destination, Suzhou does not have its own international airport at present. It is best to use the airports of nearby Shanghai. Shanghai Hongqiao International Airport (SHA) is in 85 km from Suzhou. Upon arrival, passengers...
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...Customer Relationship Management Customer relationship management is an enterprise wide effort to acquire and retain profitable customers (AIIM, 2012). CRM affects both the company and customer by building long-term and sustainable relationships by executing the idea to treat different customers differently. Riordan Manufacturing had taken this philosophy and incorporated it into their mission as a company. Their mission reads as follows: Our Focus Six Sigma, leading edge R&D and exceeding ISO 9000 standards define the attitude and abilities of Riordan Manufacturing. We are industry leaders in using polymer materials to provide solutions to our customers challenges. Our R&D is, and will remain, the industry leader in identifying industry trends. Our Customer Relationships We will strive to be a solution provider for our customers and not be a part of our customers challenges. Long-term relationships will be sought by maintaining rigorous quality controls, innovative solutions, a responsive business attitude and reasonable pricing. Our Employees We will maintain an innovative and team oriented working environment. By assuring that our employees are well informed and properly supported, we will provide a climate focused on the long term viability of our company. Our Future We must be focused in achieving and maintaining reasonable profitability to assure that the financial and human capital is available for sustained growth (Apollo Group, 2012). As we...
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...The history of Chinese film has three separate threads of development: Cinema of Hong Kong, Cinema of China, and Cinema of Taiwan. The cinema of Mainland China after 1949 has grown up somewhat suppressed by the Communist regime until now. The Beginnings: Shanghai as the Center Motion pictures were introduced to China in 1896. The first recorded screening of a motion picture in China occurred in Shanghai on August 11, 1896, as an "act" on a variety bill. The first Chinese film, a recording of the Beijing Opera, The Battle of Dingjunshan(汉中之战）, was made in November 1905. For the next ten years the production companies were mainly foreign-owned, and the domestic film industry did not start in earnest until 1916, centering around Shanghai, a thriving entrepot center and the largest city in the Far East. During the 1920s, film technicians from the United States trained Chinese technicians in Shanghai, and American influence continued to be felt there for the next two decades. The first truly important Chinese films were produced starting from the 1930s, when the "progressive" or "left-wing" films were made, like Cheng Bugao's Spring Silkworms (1933), Sun Yu's The Big Road (1935), and Wu Yonggang's The Goddess (1934). During this time the Kuomintang struggled for power and control over the major studios, and their influence can be seen in the ensuing films produced. The post-1930 era is called the first "golden period" of Chinese cinema, where several talented directors appeared...
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...China and Bangladesh signed a series of agreements on oil, gas, mineral and agricultural cooperation during a four-day official visit to China by Bangladesh Prime Minister Sheikh Hasina. The two countries issued a joint statement in Beijing, in which both sides agreed to build a “closer comprehensive partnership of cooperation” to better contribute to regional and world peace and counter global challenges. China is to provide preferential tariff treatment to more Bangladeshi products, while Bangladesh would encourage more enterprises to participate in the Shanghai World Expo and other commodity fairs in China to boost exports, the statement said. The two countries also signed agreements on a concessional loan offered by China to Bangladesh and the construction of the seventh Bangladesh-China Friendship Bridge at Kajirtek. The two countries would carry out cooperation in hybrid rice cultivation technology, farm products processing and technical personnel training, according to the statement. Moreover, both sides decided to strengthen cooperation on flood control, disaster alleviation, water resources management and hydrological data sharing, it said. Bangladesh hoped China would launch a communications satellite for Bangladesh in the near future and China expressed interest in cooperating, said the statement. A team of Chinese medical experts would visit Bangladesh to offer free medical treatment to cataract patients. China agreed to increase the number of scholarships...
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...first step designed to open China along with its markets and resources for exploitation. The War itself physically opened China. However, it was the aftermath of the War that exposed China, economically, socially, politically and ideologically to the outside world. The unequal treaties signed after the Opium War were the primary mechanisms to open China. • Treaties and Their Effects The Treaty of Nanjing (August, 1842) and supplement treaties (July and October 1843) signed between the British and the Chinese were the first of the humiliating "unequal treaties". It radically increased the openings for trade in China and expanded the scope of British activities. The treaties opened five ports, Canton, Fuzhou, Xiamen, Linbou and Shanghai to conduct foreign trade as treaty ports. A war indemnity of 21 million Mexican dollars was to be paid by the Chinese government. Hong Kong was surrendered to the British, giving the British a base for further military, political and economical penetrations of China. The surrender of Hong Kong breached China's territorial integrity. The Treaty stated that all custom duties must be negotiated with other countries. It therefore took away China's control of its own customs. Furthermore, the import duties were lowered from 65% to 5%, this effectively shattered China's home industries. The Nanjing Treaty...
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...As an amalgamation of the old and the new, Shanghai is commonly known as an archetype of modernity and a herald of the future. Despite its intimate connection with typified globalization processes, China’s modernization needs to be understood as “an endogenous process that will lead to a distinct form of Chinese modernity” (Friedmann). As the scale and size of China’s urbanization continues at an unprecedented rate, multiple socio-economic changes will occur that will have implications on both domestic and global levels. While unparalleled urbanization guarantees substantial new markets and investment opportunities, it also introduces many multifaceted challenges to overcome. The challenge of growing urban populations will transmit increasing demands on the security of funding for various social services, while affecting the supply and demand of essential resources such as clean water, land and energy. It is for these reasons, that, “stories of architectural construction are not only about engineering and aesthetics; they also include cultural and sociological perspectives”(). In essence, examining the intersections of the past and present within the contemporary urban backdrop of Shanghai will serve as a catalyst in assessing the effects of urban construction on Shanghai and its citizens. This reflection will focus on new and reconstructed space in a historical and contemporary context. The history of the Bund will provide the political context of Shanghai’s rise and fall during...
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...submitted in partial fulfillment of the requirements of the ADVANCED DIPLOMA IN BUSINESS At RAFFLES EDUCATION COLLEGE SHANGHAI, CHINA DECLARATION: 1. Material that is in the analysis of the company internship is the final result of the work of my own work and that due acknowledgment has been given in the source data to all of them in print, electronic or personal. 2. The Word Count of the Internship Project / Dissertation is __________. 3. I have read Raffles College Group Policy on Ethics in assessment and I confirm that ethical issues have been considered, evaluated and appropriately addressed in this study. SIGNED: ACKNOWLEDGEMENTS At the time of this internship I would like to say a big thank you to Mr.Simon kpotchie who has guided me and gave a lot of referrals. then I also want to thank the management of MUSE ON THE BUND CLUB that has given me the opportunity to learn and work in their company so I can get a lot of valuable experience that would be helpful for my future. truly grateful to those who helped! 1.1 The history of Company Muse on the Bund is formed of several members of the founding group. Nightclubs are supported by one of Hong Kong actress Carina Lau who currently owns three clubs and restaurants in Shanghai, in addition to having the night club business, he also manages Mixing Room at the Mercedes-Benz Arena, and the club was packed to the gills and introduced during more than most of...
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...3.5 million have vacuum cleaners, so there is a big opportunity for us. We produce compact, energy-efficient machines and we know that type of technology is attractive across the world. Our core proposition is interesting to the Chinese people but there are also certain nuances, where their habits are not as established as they might be in other markets. In the UK, 98.5 per cent of households have vacuum cleaners, but in China that figure is only 1 per cent, so we need to explain to them how our products can be applicable to their lives. MW: What is the brand’s strategy in China? AR: PR is the backbone of our marketing as we find that it is the product reviews and recommendations that carry most weight. We are focusing on Beijing and Shanghai to start with and are launching with a full repertoire of Dyson products, from vacuum cleaners to our hand-dryers and fans. All of these products have their own claims about being superior so getting that across to people in an easily digestible way is a challenge. The Chinese retail space is also intricate and there will be challenges around rolling out across a number of stores quickly. We’re looking to appoint a retail marketing director to make sure we have the right expertise and resource to support the global roll-out of our...
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