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International Management

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: 4,406

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Saurabh Mallick (10269890)

Index
Abstract……………………………………………………………………………………......3
Research Methodology..………………………………………………………………………3
Limitations ……………………………………………………………………………………3
About MANGO………………………………………………………………………………..3
Introduction (Peru an Emerging Economy)…………………………………………………4
Ease of Doing Business……………………………………………………………………….5
Market Attractiveness of Per (PESTEL Analysis)…………………………………………...6 o o o o o o

Political analysis………………………………………………………………………………7
Economical Analysis…………………………………………………………………………..9
Socio-Cultural Analysis……………………………………………………………...............13
Technology Analysis………………………………………………………………................17
Environment Analysis………………………………………………………………………..18
Legal Analysis………………………………………………………………………………..19

Entry and Evaluation of MANGO in the Peru Market…………………………………….21
SWOT Analysis………………………………………………………………………………24
Ethics & Corporate Social Responsibilities…………………………………………………28
PESTEL Analysis on Peru Fashion Industry (MANGO)………………………………….28
CSR for Retail fashion Industries…………………………………………………………...29
Conclusion…………………………………………………………………………………...33
Bibliography…………………………………………………………………………………34

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Abstract
This report insights the PESTEL analysis done on the country Peru, in context to fashion retail brand MANGO.

Research Methodology
Every one of the sources utilized for examination are valid and trusted sources. The majority of the research is done by utilizing the DBS library assets and World Bank data. For organization data, organization's official site is utilized.

Limitations
The study faced a couple of difficulties while conducting research and this can be termed as the limitation with this report. The numerical files regarding Peru on this given report are estimates that have been collected from content articles and various journals and might not reflect the particular records. The legal files regarding Peru were also tricky to find thus limiting the details. There is also an absence of primary data on this research.

About MANGO
MANGO is an internationally famous multinational which designs, manufactures and markets women’s and men’s clothing and accessories.
At present, MANGO has over 13,456 employees, 1,800 of whom work at the Hangar Design
Centre and at its Headquarters in Palau Solità-i Plegamans (Barcelona). However, beyond the statistics, it is made up a young and enthusiastic team, with an average age of 29, and 86% of which is female.
Hangar Design Centre, the biggest design centre in Europe, has a total surface area of 10,000 m2 and houses more than 550 professionals dedicated to creating fashion garments and accessories for women. The Design, Purchasing and Quality departments are located there.
MANGO currently has a total of 2,731 stores in 105 countries worldwide. The keys to our success can be summarised in three points: Concept, Team and Logistics System.
(shop.mango.com, 2015)
MANGO is a chain of Punto Fa, S.L. parent Company from Spain.
Punto FA, S.L., exchanging as MANGO, plans produces, and markets women's, men's, and youngster’s apparel and accessories.

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Introduction
Peru an Emerging Economy
The Business Environment

(Rising dollar major threat to global economy - study, no date)

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Ease of Doing Business
As per the report by the "World Bank-Doing Business 2015", world guide demonstrates that where do the economies all around the globe stand on the criteria of simplicity of working together. As unmistakable Peru is positioned inside of the main 38 nations for simplicity of working together, making the nation's business surroundings look for consideration for global business. The 10 topics included in the ranking are: starting a business, dealing with construction permits, getting electricity, registering property, getting credit, protecting minority investors, paying taxes, trading across borders, enforcing contracts and resolving insolvency. (Doing
Business in Peru - World Bank Group, no date)

(Lima, 2012)

Peru is one the locale's quickest developing economies. It demonstrates a significant higher normal development rate of 6.1% somewhere around 2002 and 2013. Moreover, expansion rate being 2.6% on a normal. In any case, development rate of 2014 declined to 2.4% then additionally performing genuinely well in setting to the local development at 0.8% as a normal. (Ease Of Doing Business: Latest News, Photos, Videos on Ease Of Doing Business NDTV.COM, no date)

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GDP Growth (annual%)

10
8

6
4
2
0
-2
-4

2005

2006

2007

2008

2009

2010

2011

2012

2013

Peru

6.3

7.5

8.5

9.1

1

8.5

6.5

6

5.8

Latin America

4.5

5.6

5.6

3.7

-1.6

5.9

4.3

2.8

2.5

2013

2014

(Peru, no date)

Inflation rate (annual %)
Country Name

2005

2006

2007

2008

2009

2010

2011

2012

Peru

1.62

2.00

1.78

5.79

2.94

1.53

3.37

3.65

2.82

2014
3.23

(Peru, no date)

Market Attractiveness of Peru:
We are using PESTEL analysis to analyze the attractiveness of Peru Market.

PESTEL

POLITICAL

ECONOMICAL

SOCIO-CULTURAL

TECHNOLOGICAL

ENVIRONMENTAL

LEGAL

(Moodle: Assessment Information: PESTEL Analysis)

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Political analysis
The father of modern, Gabriel Almond, studies of political way of life claimed that “political ideals, feelings and belief usually are not simple reflections of social and political structure.
The political content from the minds of homeowner and political elites is more technical, more persistent and autonomous than Marxism and liberation would suggest”. Peru became independent from Spain on July 28, 1821. After freedom, Peruvian history saw military principle for a long time. At that point nation came back to majority rule government in
1980's bringing about political unsteadiness. Presently working under a vote based administration nation is proceeding onward the track of political steadiness. (Peru: EBSCO host, no date)

Worldwide Governance Indicators (WGI) By World Bank
The Worldwide Governance Indicators (WGI) project reports aggregate and individual governance indicators for 2015 economies over the period 1996-2013, for six dimensions of governance: 





Voice and Accountability
Political Stability and Absence of Violence
Regulatory Quality
Rule of Law
Control of Corruption

(WGI 2014 Interactive > Home, no date)

Peru 1996-2013
Aggregate Indicators: Political Stability and Absence of
Violence
Percentile Rank

26
22.1
18.8

18.3
16.3

1996

1998

15.4

2000

2002

23.1

22.1

19.9

18.8

17.7

14.9

2003

2004

17
13.7

2005

2006

2007

2008

2009

2010

2011

2012

(‘Country Watch’, no date) Accessed through MyAthens Account

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20.9

2013

Corruption Perceptions Index: 2013
As indicated by Transparency International's Corruption Perception Index 2013 Peru was positioned 83 out of 177 nations this implies Peru experiences debasement. Peru's contribution in cocaine creation is the fundamental driver of high corruption in the nation.
Abnormal state of defilement in the nation ends up being one of the greatest cons for working in Peru. However, in 2014, the ranks of Peru fall down to 85 out of 175 countries. (Doing
Business - Measuring Business Regulations - World Bank Group, no date)

(transparency, no date)

BMI Political Risk Index
BMI Political Risk Index gives Peru a score of 69.2 in their Short Term Political Risk Index.
Moreover, there is a past filled with savagery in a portion of the regions and some of them are seeing brutality on an on-going premise. Political solidness is extensively low because of absence of solid authoritative dominant part. An absence of clear arrangement bearing prompts ignorable advancement on political changes. The only factor which improves Peru’s ranking, there is no direct threat to the country from foreign powers. (Lennard, 2013)
BMI VIEW
There is a high probability that a Centre-right opposition party will swap ruling Centre-left
Partido Nacionalista Peruano (PNP) in Peru’s April 2016 presidential election. A fast declining approval rating for President Ollanta Humala among on on-going corruption scandal, mutual with freezing economic development, significantly reduction the prospect of a PNP victory in 2016. (www.transparency.org/cpi2013/results, 2013)

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Economical Analysis
Financial Growth is the real criteria of dissecting the development of the nation. Financial development is measured by various elements like GDP, GDP per capita, swelling and some more. This section of economic analysis will analyse the economic development of peru on a broad horizon reaching to a conclusion of evaluating the Peruvian economy.
Top 5 BRIC Alternatives for Emerging Market Investment
The BRICs (Brazil, Russia, India and China) are the focus of many company’s foreign direct investment strategies, accounting for a combined 39.2% of total foreign direct investment inflows to emerging markets in 2012. Yet this approach overlooks many other emerging markets, which may be far easier to do business in. We have identified economies, which offer viable investment alternatives to BRICs based on their business environments. Chile and Peru arguably offer alternatives to Brazil.

(Lennard, 2013)

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GDP per capita (current US$)
12000

10000

8000

Peru

6000

Latin America & Caribbean
4000

2000

0
2005

2006

2007

2008

2009

2010

2011

2012

2013

2014

Peru comes out to be one of the most growing economies in Latin America. Its GDP was rapidly boosting till 2010 with highest growth rate of 8.5%. After that it started gradually decreasing with 5.8% in 2013.
Moreover, it caved in and boiled down to 2.4% in 2014. The primary component being feeble
Chinese request which prompt decrease in crude material costs. Besides, 2014 in Peru saw antagonistic atmosphere conditions, which seriously influenced the angling business. As per
World Bank estimate Peru will support at a strong development rate of 4% in coming years as extensive mining activities are going to initiate in the accompanying a few years.
Still the Peruvian economy keeps on confronting difficulties as far as value i.e., absence of equivalent dispersion of wage among the number of inhabitants in the nation. Peru is yet to chip away at development with value. Moreover, the segment of populace which has recently leave the neediness line must be taken care of with the goal that they manage their development. In this setting the nation needs to raise its guidelines towards practical improvement. Debasement level has additionally to be checked to set up flourishing in the general public. (Lima, April 30 2015)

Inflation, consumer prices (annual %)
This directly affects the capacity of consumers to buy goods and services. All the industries have to keep a close eye to this factor to run their business, to earn revenues. Retail Industry and all the service driven industries are highly affected by the consumer price index of the country. 10 | P a g e
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10
9
8
7
6
5

Peru

4

Latin America

3
2
1
0
2005

2006

2007

2008

2009

2010

2011

2012

2013

2014

Real interest rate (%)
50
45
40
35
30
Peru

25

Brazil

20
15
10
5
0
2005

2006

2007

2008

2009

2010

2011

2012

2013

2014

(Euromonitor International - Analysis, no date) MyAthens Database: Passport.

BMI Economic Risk Index
BMI scores Peru 72.3 out of 100 in their Short Term Economic Risk Index. BMI estimates that the Peruvian economy will develop at a lower normal rate in coming years because of decrease in metal costs bringing about slower fare development.
Nonetheless, ascent in centre wage class and advance in political soundness can't be overlooked as the quality of the Peruvian economy. On the other side Peru is depended
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vigorously on its product trade that will influence the nation unfavourably in the following couple of years, as china's interest has brought down.
Ignoring some drawbacks, Peru promises to be a good market for consumer-related retail driven industry, due to increasing middle class population. This makes Retail Industry
Investors look for short and long term investment in Peru.

(Lima, April 30 2015)

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Socio-Cultural Analysis
Peru’s cultural Dimensions

Chart Title
Peru

Brazil

87
76
64

69
59
49
38

44

42

46

25
16

Power Distance

Individualism

Masculinity

Uncertainty
Avoidence

Long Term
Orientation

Indulgence

(Diversity of Cultural Expressions, 2012)

Power Distance
Peru's scores 67, i.e, high in PDI at hierarchical level. There are bigger extents of supervisory staff and wage differentials.
In Peruvian authoritative structure subordinates still see bosses hard to get to and not to trust them. Bosses see subordinates lower in force so they request regard exceptionally if the subordinate is of dark or indigenous starting point.
Individualism
With the estimation of 16, Peru is less as far as independence when contrasted with other
Latin American nations. Substantial organizations pull in individuals, for the most part among the manual, and the contribution in organization is more good than calculative.
Masculinity
Peru is seen as a Feminine society. Social conflicts and false impressions are predominant in the general public. Local people are sluggish and laidback, they consider their families as their first inclination over riches.

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Uncertainty Avoidance
Greater part of Latin American nations, which fit in with the Spanish kingdom, score high on instability evasion. Peru needs to expand its lawful framework and laws. Additionally nationals need to comply with the laws keeping in mind the end goal to annihilate debasement from the general public.
Long Term Orientation
Peruvian residents take a gander at the present situation, disregarding the long haul future prospects. They regard their customs, less future situated and have faith in accomplishing speedy results.

Population
Peru's population was 30.7 million in 2014. There was an increment in the population by 13.4 million since 1980; however the rate population development is diminishing bit by bit. Before the decade's over the number of inhabitants in Peru is relied upon to be 32.7 million. The middle age was 26.7 years in 2014 up by 7.8 years since 1980.
Fertility was more than 50% from 1980 to 2014, from 5 births for every female to 2.4 by
2014. This demonstrates a critical abatement in the development rate of the populace. Half of the Peruvians live close drift, a large portion of them in capital of the city Lima.

(Population of Peru (2014-2030*) - Worldometers, no date)

Urban population
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This outline demonstrates the number of inhabitants in individuals living in urban regions of
Peru.

Peru
24000000
23500000
23000000
22500000
22000000
21500000

Peru

21000000
20500000
20000000
19500000
19000000
2005

2006

2007

2008

2009

2010

2011

2012

2013

2014

(Population of Peru (2014) - Worldometers, no date)

Age & Social Class Composition
Lion's share of Peruvian Population fit in with lower social class. This outline demonstrates the Age synthesis of the social classes of Peruvian populace in 2013. This diagram separates the social classes of Peru in classes from A to E contingent upon their wage level.
 Social class A
Social Class A presents information alluding to the quantity of people with a gross pay more than 200% of a normal gross wage of all people matured 15+.
 Social class B
Social Class B presents information alluding to the quantity of people with a gross pay somewhere around 150% and 200% of a normal gross wage of all people matured 15+.
 Social class C
Social Class C presents information alluding to the quantity of people with a gross wage somewhere around 100% and 150% of a normal gross pay of all people matured 15+.
 Social class D

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Social Class D presents information alluding to the quantity of people with a gross wage somewhere around 50.0% and 100% of a normal gross pay of all people matured 15+.
 Social class E
Social Class E presents information alluding to the quantity of people with a gross pay under 50.0% of a normal gross pay of all people matured 15+.

Life Expectancy at birth, total (years)
75
74.5
74
73.5
73

Peru

72.5
72
71.5
71
2005

2006

2007

2008

2009

2010

2011

2012

2013

2014

(Diversity of Cultural Expressions, 2012)

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Technology Analysis
Attitude of consumer towards Internet retailing
Peruvians are losing their apprehension of internet shopping. "15% Peruvians shop online", is agreeing Edmundo Cavalli, head of neighborhood consultancy cavalla Bureau-Estrategia
Negocacion. This is because of higher buying power and better Internet access.
High Demand of Mobile Internet
Tele-Communication is the most potential segment in Peruvian Economy individuals are putting resources into 4g LTE to get rapid Internet on their cell telephones.

(“New services to support mobile ecosystem growth”: key discussion topic at Mobile 360 Latin America, 2015)

Online Business Participation
This chart shows E-Commerce Market by Segment Share: 2013

(360 International Retail News, No Date)

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Key Indicators of Technology Users (Estimated for 2030)

(Peru: 2014 digital and mobile trends, 2014)

Environment Analysis
Weather and Climate Change

(Butler, 2013)

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Pollution
CO2 emissions (metric tons per capita)

Peru
2.5

2

1.5
Peru
1

0.5

0
2005

2006

2007

2008

2009

2010

2011

(Butler, 2013)

Legal Analysis
Enforcing Contracts
Business question are a piece of present day corporate situation, so the courts are extremely fundamental for the business people as they decipher the tenets of the business sector and ensure monetary rights. Proficiency and straightforwardness of the courts are essential for the business people, with the goal that they can depend on courts if the client neglects to pay.

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Business

people

search

for

rapid

trials

rather

than

a

long

court

question.

(Perú, May 22, 2014)

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Entry and Evaluation of MANGO in the Peru Market
In 2013, the multinational company, based in Barcelona, is planning to open new shops in
Spain, Germany, Belgium, France, The Netherlands, Italy, Poland and Russia.
In addition, the Catalan company is also focusing on its expansion plan in South America, mostly concentrating on Chile and Peru. In 2013, the company will open more MANGO,
H.E. by MANGO Touch shops in both countries and will reach 32 selling points in Chile and
24 in Peru. In addition, Mango will open more shops in two markets with good prospective:
South Africa and Australia. In fact, within the next four years, the Catalan company plans to open 40 more shops in each of the two countries. (Catalan News Agency, 2013)

(360 International Retail News, No Date)

Clothing and other sales network in Peru

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(Carrie, No Date)

Cultural Diversity (Origin Country vs. abroad)

(Sustainability report 2012, 2013)

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Profit after Tax:
The following graph stated the economic performance of Punto Fa S.L.(MANGO) during 2013. However, MANGO reported an 11 per cent fall in annual profit on 2014.
(Reuters, 2015)

(Pin it, no date)

Managerial Challenges Associated with Employees and Operations
The basic requirement of international human management is a very deep examination of the local cultural values relating to human resource policy. This is important because all cultures accumulate basic expectations about what employer and employees can or cannot demand from each other. (Stuart Wall, B. R. (no date) International Business. Second Edition.)
Extent of Manager’s International Involvement:

Field Exeperience
Language Training
Sensitivity Training
Cultural Assimilation
Cultural Orientation
Environmental Briefing

Managers can be accumulated in the culture with above mentioned guideline. (Kenneth Wild.(no date) International Business The Challenges of Globalization. Seventh Edition.)

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Businesses that have achieved success in one market invariably have tightly woven operating models and highly disciplined cultures that fit that market’s context—so they sometimes find it more difficult to pull those things apart and rebuild than other companies doBut generally the adaptations required are far more complicated than that. In addition, executives rarely understand precisely why their operating model works, which makes reverse engineering all the more difficult, even for highly successful companies. (Moodle: International Management:
Managing Across Culture, Managing Culture 2014 pdf)

SWOT Analysis

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(Chan, 2009)

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Ethics & Corporate Social Responsibilities
Each organization separated from its business and lawful operations needs to take a shot at its moral behaviour and social obligations. It needs to convey certain standard of attempting to the general public it is working in. It has obligations towards its clients, labourers and environment. Individuals are instructed and they truly begun investigating the moral and social behaviour of the considerable number of organizations.

PESTEL Analysis on Peru Fashion Industry (MANGO)
Political Factor
One of the main problems while coming into the Peru market is getting business license.
Because of the hurdles in having business license companies tend to be more worried about bureaucratic challenges than by file corruption error and regulations. Besides, Corruption rate has grown in Peru throughout the last 30 years caused by their increased economic system.
Political party’s anti-graft campaign is a huge move towards reducing the rate associated with corruption though it is just a start there is a long way to go.
Economical Factor
The actual growth of economy in 2013 ended up being 6.7% which was 0.1% above from the market expectation which was 6.6% expansion. Inflation rate of Peru accelerated in March
2014 it was recorded at 1.40 %. Price of consumer goods increased at faster 2.2%. The labor cost of Peru is spiking wages are set to be increased by 10.2% or more in 2014.
Socio-Cultural Factors
The people in Peru are getting increasingly health conscious, rapid urbanization and also economic growth possesses led people living a much better and healthy lifetime. The growth of Peru has additionally affected the spending power of folks the disposable personal income in the Far East has raised drastically. Even though foreign brands are highly regarded in Peru the local brands have started to emerge. Foreign brand leads in some areas and local brands in other. (The Economist, 2014)
Concerns for food quality and safety have made Peruvian consumers to choose good quality products and this recent safety concerns have led to expansion of safe good market i.e.
“green” or ecological products. The lack of brand loyalty of consumers makes it very difficult to predict their buying habits.
Technological Factor
Peru has been making rapid advances in technology advancement. Peru telecom by itself serves 55 thousand broadband servers. Peru may be pouring cash straight into science and technological know-how. A share connected with its economy is devoted to Research and
Growth (R&D). Peru possesses overtaken Latin-America with innovation. All the latest technologies are available in Peru.
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Environmental Factors
Peru is now facing an environment disaster because of the rapid industrialization. Peru everyday reported for the reason that worst month for quality of air. Life expectancy inside north of the Far East has decreased by simply 5. 5 years because of the air pollution as well as severe water toxins.
Legal Factors
Federal government of Peru has numerous laws as well as policies that market employment equality however these discriminations are hampered by specialized shortcomings, ineffective enforcement, and inconsistent legislations. In 2014 a variety of updates on customer protection law occurred. The new Lima’s law covered repayments, statistics safety and ensure for “Intentionally obtaining false goods”. Every foreign company entering into the
Peru market would find it hard to deal with the actual changing laws as well as labour policies. CSR for Retail fashion Industries
Manageability is another idea in style industry. Customers didn't know about maintainable style angle and assembling of the garments. Quick mold was simply thought to be the design decisions and the costs of the attire. Be that as it may, now the situation is distinctive individuals have begun thinking about the assembling of the item and its effect on nature and its maintainability.

CSR MANGO
Be Ethical







68% of their associates are ladies (which is less than H&M and ZARA in Peru).
58% of the associates who are in customary contact with business accomplices have gotten preparing to offer them some assistance with implementing their moral business measures in their daily work. Objective is to reach at least 85% by 2016.
Company has built up a preparation project to offer partners in key capacity some assistance with implementing Human Right Policy, in view of the UN Guiding
Principles for Business and Human Rights (Conscious Actions Highlights 2014).
Company has entered a system concurrence with the International Labor Organization
(ILO) to cooperate to fortify reasonable transaction and working conditions in worldwide article of clothing creation.

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Company has stepped in making inventory network straightforwardness and has now included the first fabric and yarn suppliers-to-suppliers to our open manufacturing plant list.

Decrease waste
Company gathered more than 7,600 tons of pieces of clothing that were no more needed.
That is as much fabric as in more than 38 million T-shirts. (MANGO, 2009)
Thinking about water
By teaming up with the suppliers and accomplices organization is making effect past the plant doors to guarantee water is utilized capably for the advantage of individuals, environment and business. (www.transparency.org/cpi2013/results, 2013)
Thinking about cotton
Cotton is the crude material organization depends on the most. Objective is to get all our cotton from 'supportable sources by 2020, which means it's delivered in a way that is better for individuals and better for the earth. Organization will utilize three unique sorts of cotton to do this: natural cotton, reused cotton and cotton from the Better Cotton Initiative (BCI).
(shop.mango.com, 2015)

CARBON FOOTPRINT
CALCULATION
Since 2011 the MANGO’s CSR has been working on the study and calculation of the carbon footprint and the greenhouse gases associated to its activity. The study includes all the emission categories as per international protocols:
· Scope 1 (direct emissions)
· Scope 2 (indirect emissions related to electricity)
· Scope 3 (other indirect emissions)
This study started by the Investigation group and Environmental management (in Spanish
GIGA) as a part of the Pompeu Fabra University and is Cátedra UNESCO of lifecycle and global warming. It has two goals: the first is to show which the impact is and possible actions and improvements that could be adapted and secondly which reductions are made from these improvements. (FASHION)

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(MANGO, 2009)

CSR ZARA
Through Zara’s business model, company aim to contribute to the sustainable development of society and that of the environment with which, the company interacts. (inditex.com>ZARA, no date)

AT THE STORE





Save energy.
The Eco-friendly store.
Produce less waste, and recycle.
Our commitment extends to all the staff

(inditex.com>ZARA, no date)

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WITH THE PRODUCT
 Use of ecological fabrics.
 Organic cotton.
(ZARA home, no date)

ANIMAL FELFARE POLICY
All Zara items, including materials of animal’s birthplace, agree to the pertinent Inditex wild welfare approach. This strategy requires the items to originate from creatures treated in a moral and capable way at all times.
Zara is likewise an individual from the Fur Free Alliance under Inditex gathering, does not offer items containing hide, along these lines taking after the standards of the Fur Free
Program. (ZARA Homepage, no date)

Comparison
Both the brands are working towards conveying standard Ethics and Social Responsibilities.
Maintainability of the item, utilizing renewable generation procedures, utilizing natural cotton, and watching out for the ideal use of common assets are the key variables of the CSR of both the brands. Moreover, the brands are worried about the creature sources utilized as a part of their generation. Both brands sort out preparing projects for its workers to carry on as indicated by their approaches.
MANGO Ethical behaviour seems more distinct when contrasted with the Ethical behaviour of Zara. In numerous articles MANGO was positioned number one for its Ethical Conduct. In any case, Zara has gone a stage far then MANGO as far as the fuel utilized for transportation, it utilizes biodiesel, which decreases its CO2 discharges.
One of the criteria missing in both the brands was, their ought to be activities taken for not utilizing the take work as a part of its generation. Brands additionally need to deal with the water contamination brought about by the chemicals utilized as a part of their generation.
Zero manufacturing:
Unlike Zara, Mango does not manufacture any of its pieces of clothes. The company relies on
“more than 140 suppliers around the world and each region specialize in one type of clothing that it can manufacture at a competitive price”. With such a range of suppliers and sales in 90 countries, we can imagine that Mango’s supply chain and information system are powerful and well-designed to support current success and future expansion. (Mango: a High Fashion
Trendy Brand with Intensive Communication, no date)

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Communication focus:
Mango’s target segment is precisely defined and composed of women who love fashion and want the latest fashion trends. Enric Casi, Mango’s CEO believes that 30% of the people passing by a store is actually in the target segment. That way the essence of the brand is not deluted and the target segment is very focused. Unlike Zara, Mango is actively focusing on
Image, Communication Campaign, PR, Events and Celebrities to support its fashion positioning and promote its brand.
Celebrities are the core of each communication campaign. From Penelope and Monica Cruz to Scarlet Johansson and the newcomer Olivia Palermo from MTV’s show The City, celebrities are the best persons to embody the brand essence. (Mango: a High Fashion Trendy
Brand with Intensive Communication, no date)

Conclusion
The PESTLE knowledge into the Country Peru guards its remaining as a rising economy. The improvement in Peru is entirely apparent subsequent to examining all its political, efficient, social, Technological, Environmental and legitimate prospects.
Peru is a decent decision to put resources into particularly for the correspondence segment and purchaser retail divisions as the working class populace is ascending in the nation.
Moreover, the buying force of the buyers is expanding too.
Economy development figures are moderate as it is subject to outside nations like china.
Defilement level and unequal dispersion of salary are other full scale financial components on which the nation shows an unfavourable business environment.
However, these elements can't prompt ignoring of the financial advancement of the nation. It is considered one of the rising economies of the world. Organizations in the wake of computing the danger elements can stand to put resources into the organization.

33 | P a g e
Saurabh Mallick (10269890)

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