...extensive secondary research. Literature published in both English and Spanish has been reviewed, including company documents such as annual reports. The paper starts with a brief overview of the global textile and clothing industry, followed by the case study of Zara. The main part of the case examines the key aspects in the internationalisation of Zara namely: motives for internationalisation, market selection, entry strategies, and international marketing strategies. In the final section, comparisons are made between Zara and two of its main competitors, H&M and Gap. The global textile and clothing industry The removal of all import quotas in the textile and clothing industry from January 2005, involving the unrestricted access of all members of the World Trade Organization (WTO) to the European, American and Canadian markets is considered a key driving force in the development of the clothing sector (Keenan, et al., 2004). This new scenario has created opportunities for large exporters like China and India 1 that are considerably increasing their market share whilst at the same time creating challenges for European Union member states in order to remain competitive internationally. The major trends that are restructuring and characterising the textile and clothing sector are as follows: • The European textile...
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...extensive secondary research. Literature published in both English and Spanish has been reviewed, including company documents such as annual reports. The paper starts with a brief overview of the global textile and clothing industry, followed by the case study of Zara. The main part of the case examines the key aspects in the internationalisation of Zara namely: motives for internationalisation, market selection, entry strategies, and international marketing strategies. In the final section, comparisons are made between Zara and two of its main competitors, H&M and Gap. The global textile and clothing industry The removal of all import quotas in the textile and clothing industry from January 2005, involving the unrestricted access of all members of the World Trade Organization (WTO) to the European, American and Canadian markets is considered a key driving force in the development of the clothing sector (Keenan, et al., 2004). This new scenario has created opportunities for large exporters like China and India 1 that are considerably increasing their market share whilst at the same time creating challenges for European Union member states in order to remain competitive internationally. The major trends that are restructuring and characterising the textile and clothing sector are as follows: • The European textile...
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...1 3 INTRODUCTION 3 1.1. Objective of the Research: 3 1.2. Introduction to Material Handling Industry: 3 1.3. Metricum – Company Overview: 4 1.3.1. Mission and Vision statement: 4 1.4. Industry Analysis using Porter’s Five Forces Framework 4 CHAPTER 2 7 MARKET ANALYSIS 7 2.1. Market Analysis 7 2.1. Overview of Ukraine: 9 2.2. Key Facts about Ukraine: (source:BBC) 9 2.3. Strategic Analysis of Ukraine Markets 10 2.3.1. Business Environment: 10 2.3.2. PESTEL Framework analysis: 10 2.4. Investing in Ukraine Market 13 2.4.1. Advantages in Investing: 14 2.4.2. Disadvantages (Risk factors) in Investing: 16 CHAPTER 3 17 METRICUM”S MARKET ENTRY STRATEGY 17 3.1. Metricum’s Market Entry Strategy Development 17 3.2. Entry Mode 17 3.3. Timing of Entry 19 3.4. Romania as a route of entry 19 3.5. China as an alternate route of entry 20 CHAPTER 4 21 SKILLS AND KNOWLEDGE DEVELOPMENT 21 CHAPTER 5 22 METRICUM”S GLOBAL STRATEGY 22 CHAPTER 6 23 RECOMMENDATIONS 23 CHAPTER 7 26 CONCLUSION 26 REFERENCES AND BIBLIOGRAPHY 27 APPENDIX 29 CHAPTER 1 INTRODUCTION 1.1. Objective of the Research: Metricum is a well-established small medium enterprise (SME) that manufactures materials handling equipment and intelligent handling solutions. Their international activities are complex with manufacturing bases in Sweden and China and a wholly owned subsidiary in Romania from which they source many of their raw materials...
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... |Page 13 -14 | |4. Task 1: Reference |Page 15 | |5. Task 1: Indexes |PDF file | |6. Task 2: Marks and Spencer operation report |Page 16 - 26 | |7. Task 2: Reference |Page 27 - 28 | ABSTRACT MBA 405 - Global Organisational Environment Probably everyone will agree that at the beginning of the 21st century, the impact of globalisation on countries, societies, businesses and individuals have been much more evident than ever before. Especially for businesses and organizations, globalization has impacted considerably on the way businesses are operated, managed and developed. Success of businesses and organizations have been so dependent on how well and proactively they have responded to the global organizational environment. This paper captures my learning progress in studying the MBA 405 – Global Organisational Environment through the followings: Part 1:- a learning log addressing: 1. What I knew about this topic prior to the class and what I wanted to learn? 2. What were the key ideas that I learned from this session? 3. What concepts I found difficult...
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...Globalisation, challenges and changes Ian Brooks, Jamie Weatherston and Graham Wilkinson Learning outcomes On completion of this chapter you should be able to: understand the impact of globalisation; understand the move towards greater dynamism, complexity and uncertainty (turbulence) in the international business environment of most firms; speculate about the future prospects for organisations, individuals, governments and groups in society as a result of environmental turbulence; outline the nature of chaotic and turbulent environments and the implications of these for long-term planning and flexible working; reflect on the differences between predictable and unpredictable change and the implications of this for organisations; understand the characteristics of the advantages and drawbacks of flexible working; discuss the influences that the changing international business environment and, in particular, the trend towards flexible working, have upon individuals and groups in the social community; explore environmental scenarios; discuss the future role of government and understand the environmental forces acting on public sector organisations. Key concepts dynamism, complexity, uncertainty and turbulence predictable and unpredictable change chaos theory futurology long-term planning environmental scenarios and planning flexible working demographic time bomb social inclusion and exclusion interventionist and laissez-faire government. Chapter...
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...ABC of Preferential Trade Agreements Frequently Asked Questions Monographs on Globalisation and India Myths and Realities, #14 ABC of Preferential Trade Agreements Frequently Asked Questions Monographs on Globalisation and India Myths and Realities, #14 Published by CUTS Centre for International Trade, Economics & Environment D-217, Bhaskar Marg, Bani Park Jaipur 302 016, India Email: citee@cuts.org Website: www.cuts-international.org/www.cuts-citee.org Researched and compiled by Kritika Kapil* Printed by Jaipur Printers P. Ltd. Jaipur 302 001 © CUTS International, 2009 * Research Assistant, CUTS CITEE Niru Yadav, Senior Research Associate, CUTS International contributed to this Monograph. #0914 Contents Preface .......................................................................................................... i Introduction ............................................................................................... iii 1. 2. 3. 4. 5. 6. 7. 8. 9. What is a PTA? What are the Different Types? ............................ 1 What has led to the Growth of PTAs? .......................................... 5 How have PTAs Evolved? ............................................................ 6 How are PTAs Inconsistent with GATT Rules? ............................ 9 What are Rules of Origin? ........................................................... 11 What are Negative and Positive List Approaches? ..................... 13 What are the...
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...OECD INSIGHTS International Trade Free, Fair and Open? Patrick Love and Ralph Lattimore ORGANISATION FOR ECONOMIC CO-OPERATION AND DEVELOPMENT The OECD is a unique forum where the governments of 30 democracies work together to address the economic, social and environmental challenges of globalisation. The OECD is also at the forefront of efforts to understand and to help governments respond to new developments and concerns, such as corporate governance, the information economy and the challenges of an ageing population. The Organisation provides a setting where governments can compare policy experiences, seek answers to common problems, identify good practice and work to co-ordinate domestic and international policies. The OECD member countries are: Australia, Austria, Belgium, Canada, the Czech Republic, Denmark, Finland, France, Germany, Greece, Hungary, Iceland, Ireland, Italy, Japan, Korea, Luxembourg, Mexico, the Netherlands, New Zealand, Norway, Poland, Portugal, the Slovak Republic, Spain, Sweden, Switzerland, Turkey, the United Kingdom and the United States. The Commission of the European Communities takes part in the work of the OECD. OECD Publishing disseminates widely the results of the Organisation’s statistics gathering and research on economic, social and environmental issues, as well as the conventions, guidelines and standards agreed by its members. This work is published on the responsibility of the Secretary-General of the OECD. The opinions expressed...
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...distribution groups. This study reviews Zara`s external environment and analyses its internal organisation to make recommendations for improving its core competencies against competitors such as H&M and GAP. This study first reviews the Zara enterprise in terms of PEEST environmental factors, Porter‟s Five Forces and the fast fashion industry life cycle (ILC). The liberalisation of European Union import quotas has had a positive political impact on the fast fashion retail industry. However, rapid style changes generate waste. In addition, recent financial crises have made customers more sensitive to price and tending to buy lower priced goods. However, young people and new Asian customers are more attracted to fashionable clothes. Also, new technology is quickly adopted to survive in a fast-moving market. Using Porter‟s competitive analysis of five forces, the threats of new entrants and substitution are low, and customers‟ and suppliers‟ bargaining power are moderate. However, the intensity of competitive rivalry is quite high because similar fashion firms are competing. Fast fashion has a shorter life cycle for products than most industries. This spurs both creativity and product innovation but demands more efficiency and advanced technology to reduce waste and avoid distribution delays. The most important core competencies for Zara are its flexible manufacturing, efficient distribution structure, low level of inventory and the principles of its employees. Its financial ...
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...Travelling Along the Third Way. A Swedish Model of Stabilisation, Equity and Growth* Lennart Erixon ♣ (December, 2005) Department of Economics, Stockholm University, 106 91 Stockholm, Sweden _____________________________________________________________________ Abstract The Swedish economic policy to combine full employment and equity with price stability and economic growth was developed by two trade union economists shortly after World War II. Through the use of extensive employment policy measures, a tight fiscal policy and a wage policy of solidarity, the Rehn-Meidner model represents a unique third way between Keynesianism and monetarism. This essay analyses the application and performance of the Rehn-Meidner model in Sweden. Although never consistently applied, it is possible to distinguish a golden age for the model from the late 1950s to the early 1970s. In the 1970s and the 1980s, governments abandoned the restrictive macroeconomic means of the model and were thus unable to combine low rates of unemployment with low inflation and high economic growth. Since the early 1990s, Sweden has not met the requirement of full employment in the Rehn-Meidner model. Recent declarations by the EU to prioritise full employment once again but without giving up the objectives of price stability and growth legitimise a renewed interest in the model. __________________ JEL classification: E24; E31; E62; J23; J31; J62; O23 Keywords: Swedish model; Rehn-Meidner...
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...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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...CoNTE j\:\PORA.R'f Contents Foreword Preface iii v Chapter 1 The Cold War Era 1 Chapter 2 The End of Bipolarity 17 Chapter 3 US Hegemony in World Politics 31 Chapter 4 Alternative Centres of Power 51 Chapter 5 Contemporary South Asia 65 Chapter 6 International Organisations 81 Chapter 7 Security in the Contemporary World 99 Chapter 8 Environment and Natural Resources 117 Chapter 9 Globalisation 135 Chapter 1 The Cold War Era OVERVIEW This chapter provides a backdrop to the entire book. The end of the Cold War is usually seen as the beginning of the contemporary era in world politics which is the subject matter of this book. It is, therefore, appropriate that we begin the story with a discussion of the Cold War. The chapter shows how the dominance of two superpowers, the United States of America and the Soviet Union, was central to the Cold War. It tracks the various arenas of the Cold War in different parts of the world. The chapter views the NonAligned Movement (NAM) as a challenge to the dominance of the two superpowers and describes the attempts by the non-aligned countries to establish a New International Economic Order (NIEO) as a means of attaining economic development and political independence. It concludes with an assessment of India’s role in NAM and asks how successful the policy of nonalignment has been in protecting India’s interests. The end of the Second...
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...International Business Chapter 1 What is international Business Key Concepts In International Business * International Trade - describes the exchange of products and services across national borders * Exchanges can be made through exporting or can also take the form of: * Importing or Global Sourcing - the procurement of products or services from suppliers located abroad for consumption in the home country or a third country. * International Investment - refers to the transfer of assets to another country or the acquisition of assets in that country. Economists refer to such assets as factors of production and they include capital, technology, managerial talent and manufacturing infrastructure. * Foreign Direct Investment - is an internationalisation strategy in which the firm establishes a physical presence abroad through acquisition of productive assets such as land, plant, equipment, capital and technology. It is a foreign-market entry strategy that gives investors partial or full ownership of a productive enterprise. * International portfolio investment - refers to the passive ownership of foreign securities such as stocks and bonds for the purpose of generating financial returns. International portfolio investment and foreign direct investment are the two essential types of cross-border investment. The Nature of International Investment Foreign direct investment (FDI) is the ultimate stage in internationalisation and encompasses the...
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...names, service marks, trademarks or registered trademarks. All materials internally quality assessed by the University of Sunderland and reviewed by academics external to the University. Instructional design and publishing project management by Wordhouse Ltd, Reading, UK. Contents Introduction vii Unit 1 The contemporary world of business and management Introduction 1.1 1.2 The global business environment The importance of developments in the global environment Case Study 1.3 Organisational decision making and performance vii 1 3 10 14 17 19 19 20 Self-assessment questions Feedback on self-assessment questions Summary Unit 2 Globalisation Introduction 2.1 2.2 Definitions and indicators of globalisation Key drivers and facilitators of globalisation Case Study 2.3 2.4 Barriers and inhibitors of globalisation Comparing the costs and benefits of globalization Case Study 2.5 International trade and foreign direct investment Case Study 2.6 Applying Porter’s diamond model 21 21 22 25 27 29 31 32 36 36 40 43 43 44 Self-assessment questions...
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...1. To what extent is H&M marketing orientated? What evidence is there in the case to support your view? [40%] As defined by (Narver.J.C. & Slater, 1990) market orientation is an organisational culture that most effective and efficient in creating necessary behaviours for superior value offering it has for buyers and, thus, resulting in continuous superior performance for business. Market orientation is when a company organizes its activities, products and services around the wants and needs of its customers. From the case study, there are evidence that H&M follows marketing orientation strategies and embodies the market oriented characteristics of a company. In the case of H&M it can be seen that the organization follows the market orientation philosophy as it focuses on the needs and wants of the customers before making its products. A market oriented company such as H&M prides itself with high fashion at cheaper prices. This as seen in H&M to changing its strategies from being “all about price” in 1972 to “adding quality fashion to the equation…” Stefan Persson, Chairman of Hennes & Maurite (Jobber, 2010). To support this strategy, H&M has also channelled 4% of its revenues to marketing and branding to suit the changing tastes and maintain interest of its young consumers and maintain market share. Recognising lowered levels of disposable income on its consumers in the backdrop of the economic slump leaving consumers look for cheaper alternatives...
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...European Research Studies, Volume XIV, Issue (2), 2011 “Carolina Herrera” Internationalization Strategy: Democratic Luxury or Maximum Exclusiveness? Cristina Calvo Porral1, Domingo Calvo Dopico2 Abstract: The Company Carolina Herrera has identified a market niche that demands garments, apparel and accessories and to which it can offer a somewhat differentiated product with excellent quality. This market niche is the target of several companies such as Loewe and Vuitton, which may be clearly identified as the leading companies and worldwide references. In this scenario, the question of which internationalization strategy must be pursued to access the luxury fashion product market should be raised. A Benchmarking analysis was carried out for the purpose of identifying best commercial performances of leading worldwide Brand names to determine the marketing planning strategy. Results show the companies’ recognition of a globalised luxury and the discovery of a global market niche with huge growth potential, such as luxury handbags, make us state that there are still growth opportunities that have not been exploited. Key Words: Internationalization, Benchmarking, Branding, Fashion Markets JEL Classification L21, M30, M31 1 2 University of A Coruna, Faculty of Economics, Spain, email: ccalvo@udc.es University of A Coruna, Faculty of Economics, Spain, email: domingo@udc.es 4 European Research Studies, Volume XIV, Issue (2), 2011 1. Introduction ...
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