to make products that meet those needs Competitive strategy in the luxury watchmaking industry: Per Michael Porter, the three fundamental competitive strategies for outperforming competitors in a long term perspective in luxury watch market are (i) differentiation, (ii) overall cost leadership and (iii) focus. These strategies are defined using the criteria of strategic advantage and strategic target. In order to implement these strategies correctly, companies need to develop different skills
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Breakout Strategy Meeting the Challenge of Double-Digit Growth Sydney Finkelstein Charles E. Harvey Thomas C. Lawton (McGraw-Hill, New York, 2006) Table of Contents Dedication Acknowledgements Table of Contents List of figures Chapter 1 Chapter 2 Chapter 3 Chapter 4 Chapter 5 Chapter 6 Chapter 7 Chapter 8 Chapter 9 Breakout Strategy Getting on the Fast Track Staying out Front Breakout Dynamics Putting Vision to Work Being a Magnet Company Delivering the Promise Executing Breakout Breakout
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ARTICLE IN PRESS Tourism Management 29 (2008) 811–820 www.elsevier.com/locate/tourman Research Note Shopping behaviors of individual tourists from the Chinese Mainland to Hong Kong Tsan-Ming ChoiÃ, Shuk-Ching Liu, Ka-Man Pang, Pui-Sze Chow Institute of Textiles and Clothing, The Hong Kong Polytechnic University, Hung Hom, Kowloon, Hong Kong Received 19 March 2007; accepted 8 July 2007 Abstract Since 2003, the Hong Kong and the Chinese Mainland (CM) governments have established Individual
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INTERNATIONALISATION OF THE SPANISH FASHION BRAND ZARA Carmen Lopez Ying Fan Brunel Business School Journal of Fashion Marketing and Management (2009), 13:2, 279-296 INTRODUCTION Zara is one of the world’s most successful fashion retailers operating in 59 countries. However, 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
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INTERNATIONALISATION OF THE SPANISH FASHION BRAND ZARA Carmen Lopez Ying Fan Brunel Business School Journal of Fashion Marketing and Management (2009), 13:2, 279-296 INTRODUCTION Zara is one of the world’s most successful fashion retailers operating in 59 countries. However, 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
Words: 7353 - Pages: 30
Introduction Bahrain's economy diversity and openness continues to present a number of opportunities for starting a business or expanding a business. The Bahrainis have been systematically building up the sectors of tourism, metals, transport and finance, which, hopefully, will be able to take the economic weight once oil is no longer a viable source of income. With highly developed transport and communications facilities, Bahrain is a fast-growing market at the heart of the Gulf. Bahrain has a
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miscellaneous branded items such as key fobs and clothing lines giving the brand more meaning to customers than being simply a car. In addition, in Mini has its own online social network, or "urban initiative", called Mini Space. A host of other marketing initiatives, both on and offline, are all designed to play on the car's perky appeal. Mini buyers have a broad and in-depth choice for their car's specification, with 372 interior configurations, including a wide choice of options for seat cover
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share price growth and dividends. Sainsbury (the UK former market leader in food retailing) noted in the late 1990s in its annual report, the positive impact on overall profitability of increased logistics productivity and saw this as a key corporate strategy. This reflected a business
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Taylor client base consisted of fashion-conscious women from age 25 to 55. The overall Ann Taylor concept was designed to appeal to professional women who had limited time to shop and who were attracted to Ann Taylor stores by their total wardrobing strategy, personalized client service, efficient store layouts, and continual flow of new merchandise. ANN had two branded divisions focused on different segments of this customer base: • Ann Taylor (AT), the company’s original brand, provided sophisticated
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Burberry square by Diane O'Brien June 16, 2003 Even if you don’t recognize the Burberry name, chances are you’re familiar with the company’s signature plaid. The trademark red, camel, black and white checked pattern adorns everything from scarves to coats to umbrellas. If you happen to view one of these items while still on a store shelf, you can count on it having a shockingly high price tag attached. | | | | | This London-based brand dates back to 1856 when it was founded
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