Essay on INTERNATIONALIZATION OF KOYO JEANS

The value chain, made by Michael Porter, is really important to see how a company structure is created. The value chain is constituted by two parts: support activities (firm infrastructure, human resource management, technology development, procurement) and primary activities (inbound logistic, operations, outbound logistic, marketing and sales, service). (Johnson et al. 2011, p.97-99)

II. Over the past few years, fast fashion has been an extremely hot segment and source to help some clothing companies increasing on their economic growth.

The global women’s clothing industry is expected to exceed $621 billion in 2014, marking a 12% increase in five years, reports MarketLine. Clothing retailers account for the largest share of the market at almost 65% in terms of value. We will first seek customers locally, but will increase our range as we build our brand and are confident in our image.

This report aims to underling the key areas the Australian Fashion Industry need address, in order to show that it has a future in an ever competitive global economy.

VF Corp previously known as Vanity Fair is one of the biggest leaders in the apparel industry. The company was originally founded in 1899 and for the majority operated in the United States as well as in Europe. Over time VF has acquired many big brands such as, Nautica, Vans, The North Face, Timberland, Lee and Wrangler. Over the years international business has grown to great measures and being a vertically integrated company who owned their own factories wasn’t going to cut it anymore. It was becoming harder to keep up with competition in such an intense industry and changes had to be made. No longer could they depend on solely owning manufacturing factories to create their clothes. The low costs that were offered to competitors from outsourced countries were too big of margins to pass up on. While it was easy to sell some of their factories off and outsource to cheap labor factories, it is not the only action required to fix the problem. The company need to stand out, be different again and needs “ to look for other benefits like speed to market, material utilization, lower inventories, less work in process and lower cost to quality.” They need to find ways to get all those benefits and still have high return on investments. The main problem VF Brands faced was what decision to make on how their future business will be run. The president of supply chain for VF Brands Chris Fraser had to find a way for the company to have both internal manufacturing as well as

The company based its success on 3 pillars of Strategy in the field of Quality, Synergy and Internationalization upon the New Management under the leadership of Lee Kun-Hee. The new management was focused on achieving Quality over Quantity, Low cost Products to Differentiation and Cheap Wages to pioneers in Technology and Branding . The key areas where the company focused were:

The clothing industry in the US entails more than 100,000 stores with combined revenues of over 150 billions dollars a year. The giants within this industry include Abercrombie & Fitch, GAP, Urban Outfitters, and TJX Companies, which I shall be concentrating on

Kathmandu Holdings opened its first store in Christchurch in 1987. The company is a leader in the outdoor apparel and equipment sector and listed on the New Zealand Stock Exchange in 2009. Today they operate 47 stores in New Zealand, 114 stores in Australia and 1 in the United Kingdom. They mainly sell Kathmandu-branded products that is designed by an in-house team of designers. The company achieves roughly 95% of all sales from Kathmandu branded products. Sales are achieved via physical stores and an online option via their website (Kathmandu Website, 2016).

Increase customers’ value by adding value to features of the products, improve customer service by being more responsive, increase the range of complementary products and modify as per orders. Differentiation should promote long-term profit and growth. Moreover to benefit from cost advantage, identify both primary and support activities are clearly identify, required a strong know1egde of organization value if value chain will disrupt. Analyse how to create customer value, recognize cost drivers from each activity and identify between link activities by reducing cost from one to

The sports apparel industry is perceived to be a difficult industry to enter. The high degree of competiveness and the need of innovating thinking are undeniable. In addition, several incumbents have reached large-scale production and as a result it will be expensive for new entrants to fight for market share.

In today’s fashion trend is more affecting with new technology after the 20th century. The one of the well-populated growth country of China is involved with virtually all activities in the textile and clothing industry value chain. After the 20th century, the China exports textile products vacillating from raw materials, fiber (natural and man-made) and fabrics to ready to wear, as well as

The L.A. Silks case study is a frustrating example of having the right idea and going about it the wrong way. L.A. Silks imports fine silk fabrics, prints designs on them, and sells the screened silk fabrics to fashion designers around the world, including Hong Kong, Tokyo, and Italy, although the major market is still in the U.S. They are looking to expand the production aspect of their business into china as it low operating costs, sits in a free trade zone and has more relaxed rules on chemicals used and imported in the region.

date is not to close to the launch of a new range of Jeans from Calvin

Owing to the successfully accomplishment of " low price, quality assurance" and excellent online sales channels, UNIQLO sees itself as nicely positioned to weather the China's slowing economic growth (Roxburgh, 2016). Meanwhile, serious competition with other apparel retailers is the primary obstacle to the development of UNIQLO. In the view of Zhu (2013), the Chinese market is massive, diverse, and has enormous potential. For the sake of truly thrive in this market, there is a need for foreign brands authentically understand the changing characteristics of Chinese customers, and establish quality products and services to satisfy their requirements. One recommendation is because this report use the SWOT analysis and Marketing Mix to assess UNIQLO's marketing strategies in China, it is worthwhile for further researchers to utilize other marketing tools to evaluate UNIQLO such as Porter's Five Competitive

RMG Business Structure Readymade garment is a labour intensive industry and relatively simple technology compared to other high-tech industries. The RMG manufacturing units are like tailor’s shop; getting order from the foreign buyers and then import raw materials specially fabrics from the foreign suppliers or sometimes buy from the local market as per order, then manufacture garments and supply those to the buyers (Munir, Q. and Salim, R. 2000).