...Human resource management Noting the importance of experienced store managers, UNIQLO has created positions for them, such as supervisor, block leader, Super-Store-Manager, Super-Star-Store-Manager, and franchise owner. Chosen from store managers, superstar store managers are asked to handle a large amount of stock and budget, and their pay varies depending on their performance. By conducting this personnel policy, the company makes sure that each shop should be the solo profit center with its manager as a hard-working merchant, not an ordinary company employee who is supposed to do his job ordinarily. Young talented employees are always promoted rapidly. Every activity undertaken by every employee, from a person’s folding technique to the way advisers (floor salespeople are called advisers) return charge cards to customers (Japanese style, with two hands and full eye contact) are recorded and analyzed. The firm is now building a Uniqlo University in Tokyo where 1,500 new store managers will be trained each year. Japanese Fashion Chain UNIQLO Introduces Worldwide Equal Pay System Across Its Stores The introduction of these new policies will mean Japanese and foreign employees will be working under the same conditions and therefore subject to the same systems of evaluation with regard to their performance and attitudes towards work. It is believed that with everyone being on an equal footing, worldwide competition will also heat up. On the other hand, if the new pay...
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...different reality. LONDON Kate Pierre, Store Manager, Uniqlo UK We are going to be the number one casual clothes company in the world. And we will look to our managers in the company to take on bigger roles in their local countries and abroad. MOSCOW Aleksandr Kurchatov, Store Manager, Uniqlo Your attitude and your smile go a long way. My philosophy is to give people the chance to smile and they will open up. NEW YORK Jennifer Parker, VP Store Management, Theory, NY More than any other retailer, FR empowers people to be the CEOs of their own four walls. They put the onus on the store manager to change themselves and make it the most important role. SAN FRANCISCO Daisuke Tsukakoshi, Director West Coast, Uniqlo USA In the U.S., the home of casual clothing, competition is fierce. We’ll need people who are willing to play major roles in opening up this effort. SHANGHAI Joanne Lam, Merchandising Director, Uniqlo, Hong Kong and Mainland China I always admired Coco Channel as a kid. She turned around the whole fashion industry of her time. I want to work in a big company that is prepared to make that kind of impact today. HONG KONG Wei Zhu, Store Manager, Uniqlo Shanghai I want to revolutionize service from this global flagship store. This will involve thoroughly training staff down to the finest details. Uniqlo will never lose sight of the potential of our people. Ken Ong, Store Manager, Uniqlo Malaysia FR interacts with the local communities while enabling...
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...Topshop takes Hong Kong Introduction to Topshop Topshop, founded in 1964, is part of the Arcadia Group, which also owns other retail outlets like Dorothy Perkins, Miss Selfridge, Wallis and Burton. Currently it has 137 international franchises in 37 countries. Mainly known for its women’s clothing, Topshop’s product ranges from clothing, to shoes, to fashion accessories. Additionally, it has also expanded into the e-commerce arena in several markets that they are operating in. Being a multinational retailer, Topshop is step closer to becoming a global brand by opening its first store in Hong Kong recently. Mode of Entry In order to gain familiarity with the local environment and culture of the Chinese market, Topshop joint ventured with LAB Concept, the new retail subsidary of luxury department store Lane Crawford. This allowed Topshop to be more aware of culture sensitivity, in terms of its’ products and promotion in the Chinese market, and benefit from government support. Topshop manages the merchandising, while LAB Concept manages the operation. Findings Controllable Factors * Product Topshop is often seen to collaborate with local designers and celebrity to attract local customers, when venturing into the new market. An example would be Topshop in Brazil. Topshop collaborated with Greek designer, Mary Katrantzou, that generated a buzz of excitement among the brazillians. In the recent regular show at London Fashion Week, Topshop introduced the new “Unique” line...
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...Strategy for UNIQLO in India | Class: Global Strategy - Optimizing your Global Footprint | Professor: Mark Roeske | Students: Hidenobu Hayakawa Nagasaka Sohta Nguyen Thanh Thi Phuong | | Waseda Summer Intensive , August 2012 | Final Report | | CONTENTS Executive Summary PART I/ UNIQLO and 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...
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...1 LO1 LO2 LO3 LO4 LO5 Creating Customer Relationships and Value through Marketing UNIQLO: UNIQUe cLOtheS, UNIQUe ShOppING eXperIeNce A hugge Japanese adult consumer preferred luxury brands, whereas the teenage crowd tended to frequent niche fashion shops to stay current with the latest trends. At the time, casual clothing in Japan was thought of as being either affordable but poorly made or of high quality but expensive. The market for casual clothing was also fairly limited, with people in general perceiving such informal wear to be trendy and impractical, and to cater mostly to younger people. Tadashi Yanai, the founder and chairman of Fast Retailing—the parent company of UNIQLO— set out to change all that, aiming to provide consumers with casual clothes that were affordable and yet of good quality, and to expand the market for casual clothes to the entire population. In 1998, UNIQLO began a revolution in the Japanese fashion industry with a now-legendary line of fleece garments that came in a gradient of colors and were sold at an affordable price of ¥1,900 each. It proved to be UNIQLO’s best selling item and is still one of its most popular products today. Suddenly, fleece garments—and UNIQLO— were “cool” and hip, and the demand for UNIQLO’s affordable, casual wear exploded. LearNING OBJectIVeS After reading this chapter you should be able to: Define marketing and identify the requirements for marketing to occur. Explain how marketing discovers and satisfies...
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...THE CHINESE MARKET FOR CLOTHING THE CHINESE MARKET FOR CLOTHING Abstract for trade information services ID=42692 International Trade Centre (ITC) The Chinese Market for Clothing. Geneva: ITC, 2012. xi, 92 p. (Technical Paper) Doc. No. SC-11-212.E Survey on Chinese market for clothing - describes the structure and characteristics of the domestic Chinese market for clothing; provides an analysis of the tariff structure of imports by product group; outlines special import regulations, customs procedures, transport, as well as requirements relevant to packaging, labelling, standards, and ethical trading; examines the market potential, the consumer preferences and behaviour; provides an overview of the distribution channels, the major brands, the procurement practices including the use of e-commerce and ICT procurement; highlights the key players in China's textiles and garment market, the possibilities for cooperation along the value chain, and the existing national support schemes; appendices include contacts details of sector related companies in China. Descriptors: Clothing, Standards, Packaging, Distribution, Procurement, Electronic Commerce, Consumer Behaviour, Market Surveys, China. For further information on this technical paper, contact Mr Matthias Knappe, (knappe@intracen.org) 2011 SITC-84 CHI English The International Trade Centre (ITC) is the joint agency of the World Trade Organization and the United Nations. ITC, Palais des Nations, 1211 Geneva 10, Switzerland...
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...THE CHINESE MARKET FOR CLOTHING THE CHINESE MARKET FOR CLOTHING Abstract for trade information services ID=42692 International Trade Centre (ITC) The Chinese Market for Clothing. Geneva: ITC, 2012. xi, 92 p. (Technical Paper) Doc. No. SC-11-212.E Survey on Chinese market for clothing - describes the structure and characteristics of the domestic Chinese market for clothing; provides an analysis of the tariff structure of imports by product group; outlines special import regulations, customs procedures, transport, as well as requirements relevant to packaging, labelling, standards, and ethical trading; examines the market potential, the consumer preferences and behaviour; provides an overview of the distribution channels, the major brands, the procurement practices including the use of e-commerce and ICT procurement; highlights the key players in China's textiles and garment market, the possibilities for cooperation along the value chain, and the existing national support schemes; appendices include contacts details of sector related companies in China. Descriptors: Clothing, Standards, Packaging, Distribution, Procurement, Electronic Commerce, Consumer Behaviour, Market Surveys, China. For further information on this technical paper, contact Mr Matthias Knappe, (knappe@intracen.org) 2011 SITC-84 CHI English The International Trade Centre (ITC) is the joint agency of the World Trade Organization and the United Nations. ITC, Palais des Nations, 1211 Geneva 10, Switzerland...
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...| Why Zara? | 2 | 2.2.12.22.32.4 | OverviewBackgroundBeginningGlobal ExpansionsFinancials | 22222 | 3. | Brand Positioning | 3 | 4.4.14.24.34.4 | PEST AnalysisPoliticalEconomicSocio-CulturalTechnological | 33344 | 5.5.15.25.35.4 | SWOT AnalysisStrengthsWeaknessOpportunitiesThreats | 44556 | 6.6.16.26.3 | Business Strategies5 P’s of MarketingPorter Five Force analysisMaslow’s Hierarchy | 77810 | 7. | Recommendations | 11 | 1. WHY ZARA? “People will stare, make it worthwhile”. According to me this is the most apt quote for fashion, clothing. Designer clothes are meant for this sole purpose only and yes, the feel good factor follows. I had dreamt of becoming a fashioner designer during my school days. But due to social stigma I ended up being an engineer and now an mba aspirant. So now instead of designing clothes, I’m studying what makes clothing brand a successful brand. From childhood, I have been a brand hungry person and this has developed a curiosity in me as to how and what makes me want these brands. There are many clothing brands which I have been loyal to but for my individual assignment I have chosen Zara, as it is the new sensation in the market. Being a shopaholic my self I love the brand as they really have a great collection. 2. OVERVIEW 2.1 Background Zara is a flagship brand of the Spanish retail group, Inditex group. Inditex is the world's largest fashion group, which owns other fashion brands such as Pull & Bear, Massimo...
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...how noble the intention, an organization’s strategy can only become a meaningful reality, in practice, if it is operationally enacted. An organization’s operations are strategically important precisely because most organizational activity comprises the day-to-day activities within the operations function. It is the myriad of daily actions of operations, when considered in their totality that constitute the organization’s long-term strategic direction. The relationship between an organization’s strategy and its operations is a key determinant of its ability to achieve long-term success or even survival. Organizational success is only likely to result if short-term operations activities are consistent with long-term strategic intentions and make a contribution to competitive advantage. The relationship between operations and the other business functions is similarly important. The objective of the operations function is to produce the goods and...
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...the intention, an organization’s strategy can only become a meaningful reality, in practice, if it is operationally enacted. An organization’s operations are strategically important precisely because most organizational activity comprises the day-to-day activities within the operations function. It is the myriad of daily actions of operations, when considered in their totality that constitute the organization’s long-term strategic direction. The relationship between an organization’s strategy and its operations is a key determinant of its ability to achieve long-term success or even survival. Organizational success is only likely to result if short-term operations activities are consistent with long-term strategic intentions and make a contribution to competitive advantage. The relationship between operations and the other business functions is similarly important. The objective of the operations function is to produce...
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... 1. Introduction As one of the largest clothing retailers in the world, Zara underwent immense growth over the past decades. It was founded in 1975 in Arteixo, Spain, by Amancio Ortega and Rosalia Mera. After a humble yet successful start, the founders soon found potential to optimise operations and decrease lead-times for their collections. The vertical integration of the supply chain gave Zara the opportunity to have new pieces in store in a matter of two weeks. This model is what made Zara grow over the years and what has made it a serious competitor in the current fashion retailing industry. Currently, Zara is part of the Inditex group and operates more than 2.000 stores all over the world. It has subsequent online outlets in most countries it operates in. In terms of sales, Zara managed to grow 8% to $19,7 billion. $0,5 billion shy of their closest competitor, and industry leader, H&M. Yet, an impressive $3 billion more than the next most successful fashion retailer Uniqlo ($16,6 billion) (Loeb, 2015). Zara’s current marketing activities are fundamentally...
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...American University of Science and Technology Marketing Management Project ZARA Group Members : -Fadi Nehme -Lilian Shazbeck -Ibrahim Sawma -Lama Snih -Rim El Sandid 2015-2016 Table of Content Executive summary 3 I. History and Back ground 4 II. Mission and Vision 5 III. External and Internal Assessment 7 IV. Market and Marketing Strategy 11 V. Competitors 17 VI. Finances and Prices 23 VII. Distribution and Warehousing 29 VIII. Promotion Mix 30 IX. Sales Forecasting 33 X. Action Plan 36 XI. Production 38 Reference 39 Zara Executive Summary Zara, a prominent name in the world of clothing has been successful ever since its founding in the year 1975. As the market demands began to shift towards a quick response rate and increased competition, Zara had to continuously restructure its strategy to best suit the needs of its industry. Through the careful analysis and external research; internet and multiple databases, the history of Zara revealed that Zara’s marketing strategies and market approach are outdated especially compared to the digital world we are living in. Moreover, the competition present within the industry i.e. Zara’s main competitors, were scrutinized in order to determine the plausibility of their current strategies compared to that of their competitors. Multiple internal and external investigations were undertaken...
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...ANNUAL REPORT / 2014 to ascend / to rise in rank OUR VISION Building on the synergies of our rich retail experience, strong foothold in the People’s Republic of China (“the PRC”), and our strategic partnerships, Metro aims to be a leading property development and investment group in the region. Contents Key Facts 02 Corporate Data 33 Metro Holdings at a Glance 04 Partnerships 34 Chairman’s Message 06 Financial Highlights 36 Board of Directors 13 Financial Summary 38 Key Management 16 Corporate Structure 17 Corporate Social Responsibility and Sustainability Report 40 Portfolio Review 18 Corporate Governance 42 We embarked on a new chapter of our strategy by broadening our property portfolio to build sustainable streams of profitability which now includes residential and mixed-use developments, beyond our core commercial development interests. In continuing to strengthen and enhance our diversified portfolio, we remain focused on pursuing a prudent and balanced expansion approach to capitalise on our core competitive advantages for long-term growth. Key Facts NET PROFIT OF S$106.9 MILLION FOR FY2014 The Group achieved a 64.6% increase in net profit to S$106.9 million in FY2014 on the back of higher revenue from the property division, fair value adjustments and one-off items such as gains arising from the disposal of a warehouse in Singapore and negative goodwill...
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