...How do Global Retail Companies utilize Corporate Social Responsibility (CSR)? “A Comparative Study using Hennes & Mauritz (Sweden) and UNIQLO (Japan)” Authors: Greg Jogie Ayaz Shukat Master thesis – FE2413 Spring 2010 Supervisor: Eva Wittbom How do Global Retail Companies utilize Corporate Social Responsibility (CSR)? Abstract Abstract Corporations around the world are today acknowledging more and more the need of long-term sustainability strategies integrated into their core businesses. This has led to the use of the Corporate Social Responsibility (CSR) framework. H&M and UNIQLO are no different. They are established global retailing companies and heavily affected by the consumers demand of a sustainable work process. The demands are often heard when news hits of problems in the supply-chain. This can be issues like unsatisfactory working conditions in factories, environmental issues caused by production and general imbalance of labor policies. Such problems have put pressure on the companies to enact a proper reporting framework for their sustainability efforts and that is the focus of this thesis. The objective is to understand how well the organizations‘ have been using CSR and the goal is to look at their behavior within their supply chain processes and their environmental focus. We will then benchmark them according to the sustainability measurement framework called Global Reporting Initiative (GRI). GRI is a framework widely used by the top global companies...
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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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...Introduction Japanese clothing brand, Uniqlo, specialises in stylish casual-wear which is both high quality and affordable. It is the predominant brand of the Japanese company Fast Retailing Company Limited and accounts for 90 per cent of company's total sales (UNIQLO UK). The first Uniqlo store opened its doors in Japan in 1984 and there are now over 760 stores across the country. Now a global brand, Uniqlo began international expansion with the opening of the first UK store in 2001, and it is Uniqlo UK which will be the focus of this report. After introducing itself to the UK, it was not long before Uniqlo had 23 stores across England. However, the brand's simple designs did not prove popular and within two years 18 stores were closed (Marketing, 2007). Since its relaunch in 2007, Uniqlo UK has been gaining momentum, but it still has a long way to go towards becoming a leading fashion retailer in Britain. Consequently, this report aims to further this momentum through the development of a new integrated marketing communications campaign which would be implemented in 2010. Summary Context Analysis Customer Context Segment Characteristics Uniqlo currently targets a very wide audience, describing its key demographics as: Male and female; Fashion-conscious; Cost-aware; and aged between 16 and 96! (UNIQLO UK) Calgary Avansino, Executive Fashion Editor of Vogue magazine, has personally experienced the wide appeal of the Japanese brand. She said, “the store is for...
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...http://ivythesis.typepad.com/term_paper_topics/2009/09/what-makes-uniqlo-as-a-popular-casual-wear-brand-in-hong-kong.html What Makes UNIQLO a Popular Casual Wear in Hong Kong? EXECUTIVE SUMMARY This report is about UNIQLO, a leading casual apparel retailer in the world. UNIQLO’s success was remarkable. UNIQLO is a combination of the words unique 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 ...
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...1 Executive Summary This report is regarding How a foreign company; Uniqlo institution which is subsidiary company of Uniqlo Ltd, can approach to poverty in China on the basis of a Prahalad’s approach. First of all, to cover all of the rural area in order to provide the services as much poverty as possible for the reason of the effectiveness, efficiency and economics of scale to maximaize the benefit and reduce the cost. In order to accomplish it, small and medium size of schools and factories need to be established and teacher are appointed from the factory workers who have a certification of education so that effectively and efficiently and also affordable for rural people to join school. The local government help would be required for the facility of the infrastructure such as the transportation. Its tuition fee would set about $5 per month which occupied only 8% of their income. After their graduation, there is a opportunity to work Uniqlo factory even as team leader or manager. Final goal of this business is to collaborate with major companies to foster the future superior employees who are specialized in the specific and collaborated companies only. 2 Introduction 2.1 Background of company Uniqlo Ltd is a Japanese leading casual wear designer, manufacturer and retailer which is now operating all over the world as Multinational corporation. Their business strategy is known as “SPA”; stands for Speciality-store/retailer of Private-label Apparel, means that...
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...in Fukuro-machi, Naka-ku, Hiroshima under Japan which name "Unique Clothing Warehouse". It was at this point that the name "Uniqlo" was conceived, as an abbreviation of "special clothing". Corporate Mission is to make sincerely incredible attire with new and special value, and to able people all over the world to experience the pleasure, happiness, and fulfillment of wearing such incredible garments. The company also doing business in China, France, Hong Kong, Malaysia, the Philippines, Russia, Singapore, South Korea, Taiwan, Thailand, the United Kingdom and the United States (uniqlo.com). The corporation was basically a division of Fast Retailing Co. by reason of its success it has developed to have its own stock on the Japanese equity market. In view of Businessweek.com Fast retailing co Ltd is currently worth 14,330 yen on Tokyo marketplace (fashionmodeldirectory.com). It does not make a difference who you are or where you live, UNIQLO makes clothes that transcend all classes and social organizations. Its apparel is made for all, going beyond age, sex, occupation, ethnicity, and all different ways that describe people. They also offer shoes, socks, scarves, tights, caps and different accessories. All the clothes are simple and basic yet common, so people can liberty join them in their own distinctive style (uniqlo.com). As the founder stated that UNIQLO clothes are created for all highly completed elements of style in clothes that fit your values wherever you live. The special...
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...Contents Reason for selection………………………………………………………………………………………..……3 Company background…………………………………………………………………………………....………4 Origin……………………………………………………………………………….……..…..………4 Productis and brand……………………………………………………………………………………5 History………………………………………………………………………………………………....7 Vision and Mission………………………………………………..……………………….…………..8 Competitor…………………………………………………….……………………………………….9 Porter Five Forces Analysis……………………………………………………………….……..……11 Product……………………………………………………………………..…………………………13 Swot Analysis…………………………………………………………………………………………………….14 Appendices……………………………………………………………………………………………………….17 References………………………………………………………………………………………………………..18 REASON FOR SELECTION Zara is the subsidiary of Spanish retailer Inditex. The reason for selecting Zara is that it is one of the world's largest fashion retailers and is one of the fastest growing companies in the fashion industry. It has an innovative resolution to both style and marketing problem. The reason for Zara’s success is its innovative design and style, quality, strategy, in time production, supply chain, etc. The company continues to change retailing trend through its rapid, vertically integrated supply chain. Zara has become the leader in the rapid growing and fast changing fashion industry. Although the world has recently faced a recession, but still in the fiscal year of 2014, the gross revenue of the company had reached around $20 billion. In 2014, the sales of Zara had increased to 8%, far more substantial...
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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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...1006718990 Patricia M. A. Adam 1006805694 International Undergraduate Program Faculty of Economics University of Indonesia Depok 2013 TABLE OF CONTENTS Chapter 1 4 INTRODUCTION 4 1.1. Company Background 4 1.2. Vision and Mission 4 1.3. Long-term Objectives 5 Chapter 2 6 VISION – MISSION ANALYSIS 6 2.1. Importance (Benefits) of Vision and Mission Statements 6 2.2. Characteristic of a Mission Statement 7 2.3. Mission Statement Components 8 2.4. Vision and Mission Relation: Is It Achievable? 10 Chapter 3 11 EXTERNAL ASSESSMENT 11 3.1 Michael Porter’s Five-Forces Model 11 3.2 External Factor Evaluation (EFE) Matrix 13 3.3 Competitive Profile Matrix 15 Chapter 4 19 INTERNAL ASSESSMENT 19 4.1 Resource-Based View Analysis 19 4.2 The Internal Factor Evaluation (IFE) Matrix 22 4.3 Financial Analysis 27 Chapter 5 33 STRATEGIES IN ACTION 33 5.1 The Strategies 33 5.2 Michael Porter’s Five Generic Strategies 34 Chapter 6 36 STRATEGY ANALYSIS AND CHOICE 36 6.1 The Strengths-Weaknesses-Opportunities-Threats (SWOT) Matrix 36 6.2 The Strategic Position and Action Evaluation (SPACE) Matrix 37 6.3 The Boston Consulting Group (BCG) Matrix 39 6.4 The Internal-External (IE) Matrix 40 6.5 The Grand Strategy Matrix 41 6.6 The Quantitative Strategic Planning Matrix (QSPM) 44 Chapter 7 46 IMPLEMENTING STRATEGIES: MARKETING, FINANCE/ACCOUNTING, R&D, AND MIS ISSUES 46 7.1 Marketing 46 7.2 Finance 49 ...
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...1006718990 Patricia M. A. Adam 1006805694 International Undergraduate Program Faculty of Economics University of Indonesia Depok 2013 TABLE OF CONTENTS Chapter 1 4 INTRODUCTION 4 1.1. Company Background 4 1.2. Vision and Mission 4 1.3. Long-term Objectives 5 Chapter 2 6 VISION – MISSION ANALYSIS 6 2.1. Importance (Benefits) of Vision and Mission Statements 6 2.2. Characteristic of a Mission Statement 7 2.3. Mission Statement Components 8 2.4. Vision and Mission Relation: Is It Achievable? 10 Chapter 3 11 EXTERNAL ASSESSMENT 11 3.1 Michael Porter’s Five-Forces Model 11 3.2 External Factor Evaluation (EFE) Matrix 13 3.3 Competitive Profile Matrix 15 Chapter 4 19 INTERNAL ASSESSMENT 19 4.1 Resource-Based View Analysis 19 4.2 The Internal Factor Evaluation (IFE) Matrix 22 4.3 Financial Analysis 27 Chapter 5 33 STRATEGIES IN ACTION 33 5.1 The Strategies 33 5.2 Michael Porter’s Five Generic Strategies 34 Chapter 6 36 STRATEGY ANALYSIS AND CHOICE 36 6.1 The Strengths-Weaknesses-Opportunities-Threats (SWOT) Matrix 36 6.2 The Strategic Position and Action Evaluation (SPACE) Matrix 37 6.3 The Boston Consulting Group (BCG) Matrix 39 6.4 The Internal-External (IE) Matrix 40 6.5 The Grand Strategy Matrix 41 6.6 The Quantitative Strategic Planning Matrix (QSPM) 44 Chapter 7 46 IMPLEMENTING STRATEGIES: MARKETING, FINANCE/ACCOUNTING, R&D, AND MIS ISSUES 46 7.1 Marketing 46 7.2 Finance 49 ...
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...Higher Diploma in Business Management Coursework Assignment A244BUS Introduction to International Business Student Name : Wai Yan Min Soe Student ID : G1470368W Lecturer Name : Sunny Lim Table of Contents Topic Page No. 1. Introduction 3 2. Difference between internet and worldwide web 3 3. How Globalization could affect International Business 4 3.1. SARS Crisis 4 4. Applying benefits of Internet and Worldwide Web to 4 Michael Porter's Diamond of Competitive Advantage 4.1. Factor conditions 5 4.1.1. Way of Giordano's outsourcing resources 5 4.1.2. Finding right employees easily for business 5 4.2. Demand conditions ...
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...Fixed-income and emerging markets face the most repatriation risk. The combination of all three disasters cost Japanese insurers 30 billion dollars. Insurance firms may sell domestic assets, overseas equities, and overseas bonds to cover the cost of claims. In the event insurance company’s sell the United States treasuries, fixed-income markets are at risk. The disaster delivered strong support for the yen, considered a safe-haven currency. Repatriation of funds risk is high now but should recover as Japan recovers from the disaster (The Wall Street Journal, 2011). The research team found Fast Retailing is the most competitive company JKL will face in Japan. Fast Retailing owns the Uniqlo fashion chain. Currently Uniqlo has the biggest number of stores in Japan. Currently Uniqlo has 777 stores in Japan. August 31, 2009 the...
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...Title: Case Study: H&M in Fast Fashion: Continued Success. Word count:2638 Abstract This report contains the analysis of value and culture of reputable apparel retailer H&M, as well as three analysis method, which is PETEL, Porter’s five forces, and VRIO framework, to analyse the external influence factors, competitors, and competitive advantages of H&M. Three new potential strategies are tested by using the model of Johnson and Scholes, and one proper strategy will be retained to carry out an Action Plan. 1. Introduction In 1947, the incredible apparel retailer was founded by Erling Persson in Sweden. Over half century, Persson’s 34 years old grandson, named Karl-Johan Persson, took over H&M in 2009(Regnér and Yildiz, 2014). As a pioneering ‘fast-fashion’ retailer, H&M spread in 43 countries, with 2,206 stores worldwide (Regnér and Yildiz, 2014). ‘Fast-fashion’ can be defined as a quick response to up-to-date luxury fashion trends in an affordable price, which meets the deeply held desires for young customers (Joy et.al, 2012). The store expansion has continued at several places, such as Denmark, the United States, Great Britain, also in several European Countries like Spain, Germany (Barman and Petersson, 2002). In order to sustain the growth rate of H&M, the CEO, in 2011, invested more stores and opened another 218 stores on the Champs-Élysées in Paris to strengthen their brand and ensure the future expansion. Following...
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...Cover Page Business Model Analysis in the fast fashion industry Table of Contents 1. Introduction 3 2. Industry environment of fast fashion 4 2.1 PEST analysis 4 2.2 Five forces analysis 6 2.3 Summary of findings 7 3. Analysis of Zara and H&M 7 2.1 Analysis of Zara 7 2.1.1 Vision, mission and objectives 7 2.1.2 Internal analysis 8 2.1.3 Business model canvas 8 2.1.4 Value proposition canvas 9 2.2 Analysis of H&M 10 2.2.1 Vision, mission and objectives 10 2.2.2 Internal analysis 10 2.2.3 Business model canvas 11 2.2.4 Value proposition canvas 12 2.3 Summary of findings 12 4. Comparison of business models between Zara and H&M 12 4.1 Comparison of business models 13 4.2 Comparison of value proposition canvas 14 4.2 Summary of research insights 14 5. Development of a new entrant 15 5.1 Strategic model 15 5.2 Business model canvas 16 6. Reflection on strategic insights 16 7. Conclusion 17 References 18 1. Introduction Fast fashion is a sub sector of the fashion industry that boasts fast response to consumer demand and efficient distribution of materials and products in the global landscape (Hines and Bruce 2007). Hines and Bruce (2007) also imply that fast fashion could quickly identify and capture business opportunities and transform them into products in a timely manner. As fast fashion retailers need to deliver trendy apparels to end customers, low cost production and efficient distribution become...
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...customer feel more cautious to spend their money. Growth in industry revenue has been undermined by a decline in prices. Prices have been driven lower by fierce competition within the industry in Australia since there is a lot of new big retailer coming in such as H&M and Uniqlo. Two of them can give a big impact on the small player or big player in this industry since they are quite famous because of their brand image in the overseas. The high value of the Australian dollar has meant that many retailers, especially the larger operators, have been able to purchase stock at significant discounts. However, consumers have scaled back spending at bricks-and-mortar stores, inciting price reductions that effectively nullify any cost savings for operators. Some of the big player in this industry try to an acquisition or acquiring smaller companies to have generate their market share, but even the top four in this industry which are Premier Investment Limited, Specialty Fashion Group Limited, Country Road Limited, and ARJ Group Holdings Pty Ltd generate less than 20% of industry revenue. Comparing the financial data that the client gave us with the industry average, “Prim Clothing” doesn’t really have a big issue cause the figures is not showing a big difference with the industry benchmark. Overall, there is the same figures between the benchmark and “Prim Clothing” financial data, both of them have big ratio on expenses. From the forecast of “Prim Clothing”...
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