Galeries Lafayette

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.

This report presents data describing the differences amongst the two department stores, their fundamental visions, and comparative statistics. Macy’s or Dillard’s: Differences amongst these competitors There are several aspects you can analyze from each department store. Major pieces do set each one apart from the other. Brand names carried by Macy’s and Dillard’s from an average shoppers point of view can go completely unnoticed unless price is involved. For trend shoppers brand names can either make or break a retail store. It can easily determine if he or she will walk to Macy’s or Dillard’s because they already know the store does or does not carry that brand. This is consistent with each department throughout both stores and

While Harvey Norman trading as a multi-sector business selling computer, electrical, furniture and bedding goods, the retail industry in which HVN operates involves larger range of goods and services (all customer consumables). The largest product segment is clothing, footwear and accessories. However, driven by growth in product technology and functionality, electrical goods have overtaken goods from department stores over the past five years with several other major competitors (Dick smith, Office works etc.) who kept pressure on HVN.

Michael Miller’s book, The Bon Marché: Bourgeois Culture and the Department Store, 1869-1920, is an expansive and interesting look back on a era of Parisian history that is best represented by its then-current trend and social innovation, the department store. The book gives a fascinating account of the store from its beginning to eventual common place status in 1914. The book gives an insight on the factors in which the store saw success, such as the management, the labor, and new marketing. It also gives light to the social factors that made the store possible (i.e education and economy).

It is estimated by the Center for Disease Control and Prevention that there will be 71 million U.S. adults over the aged of 65 by 2030 (CDC, 2011, May 11). It can be certain, as was with their predecessors, that the geriatric journey for these adults will be filled with multiple anti-aging face creams and miracle hair growth products as they reluctantly cross over to the last stage of their lives. As shown not only through our media and social interactions’ growing old is not the popular choice. Ironically, the reality is that aging and dying is just as significant as our first breath. It is a journey made by everyone and everything though it is fought with a

The retail fashion sector is an enormous industry in the UK and there are many branded fashion retailers having

I am looking at Topshop for this report. Topshop is a very large British fashion store for young women selling fashion clothes, shoes and accessories. There are Topshop stores throughout the UK. The flagship store in London Oxford Street is the biggest fashion store in Europe. Topshop is part of the Arcadia group which owns other fashion stores such as Miss Selfridge and Warehouse. Topshop mainly sells its own brand products but in larger stores it has concessions of other more expensive similar clothes. As well as selling Topshop clothes in Topshop store, they have concessions in large department stores such as Selfridges. They also have a website where you can buy a lot of the Topshop range including shoes and clothes for

Gucci utilizes the differentiation business strategy, as the brand itself promotes premium quality. They are known for their high end leather products and the red and green striped webbing with the GG logo. The company is in no way price-sensitive and caters to the affluent through customization, genuine leather, premium quality, and exceptional customer service. Gucci’s customer base is more than willing

759 STORE established in year 2010, is the retail business of the CEC Group [1] that was set up with reference to the consumer culture of living areas in Japan. It mainly sells snacks, beverages, food and other packaged food and cosmetics which imported from Japan and other regions of the world. In the year, 759 STORE gradually introduced characteristic domestic goods including kitchen supplies and household goods mainly from Japan. Running with high inventory turnover rate, 759 STORE aimed to gJuly 30, 20157/30/2015ive desirable service to vast local Hong Kong residents, providing a relaxing shopping environment with wide range of products for 759 store’s customers to choose.

The retail chains offer footwear, sporting goods, clothing, sportswear, home ware and accessories. The group operates in three segments namely Apparel, Home and Central Services.

Shanghai Tang has been in the business of selling high quality retail items for men and women, clothing and accessories, since 1994. Their designs have been based upon Chinese cultural influence while also being modern and wearable in markets around the world. Although business has gone well under the leadership of Rafael Le Manse, the company is experiencing some new internal and external issues. Shanghai Tang’s competition is about to establish a market presence in China and in order to stay ahead in the game; Le Manse needs to figure out how to expand the existing customer base. Also, Le Manse’s long time creative partner, Joanne Ooi, is leaving

Demographics point to a decidedly female market with wide aged range 25-54, they could be the professional or wives of professional. Living in city or suburban area due to the store placement will be near the major cities. The income should be in upper middle class. The target market could be healthy conscious and high quality expectation. Conclusion of demographic detail as followed.

China is becoming more westernised, particularly the ‘cosmopolitan’ city of Shanghai, where demand for Western products is increasing rapidly as disposable income rises in line with China’s strong economic growth. Michel’s wanted to establish a foothold in the market at an early stage to demonstrate a long-term commitment, which has been identified as essential to compete successfully in the Shanghai market (per Tim Harcourt, Austrade Chief Economist).

This report examines the strategic management of the international iconic fashion company- Prada. In this report we conduct an analysis of the external and internal environments and identify strengths, weaknesses, opportunities and threats of the Prada. The key issues identified in the environment analysis is the Prada’s future market especially China. The report reviews the financial and non-financial objectives of the company’s strategies and their affects for the stakeholders. Prada is engaging in their attempts to achieve their objectives. The strategic

UNIQLO is the abbreviation of “Unique Clothing Warehouse”, a Japanese casual wear designer, manufacturer and retailer which provides consumers with the business philosophy of " low price, quality assurance ", and achieved remarkable results as world's top apparel retailer. UNIQLO plans to have 100 fresh stores annually in China while many other retailers have retarded store openings on account of China's slowing economic growth (Doland, 2015). This report, therefore, will set out to evaluate UNIQLO's marketing strategies in China, with a particular focus on the importance of pricing, development of product and the need for precise positioning.