Why Is MUJI Establish A Unique Positioning In The Retail Industry?

This report provides a comprehensive analysis of JB Hi Fi (JB)’s strategic management and operations. The current global uncertainty over recent months have provided a challenge for the retail sector and this report will address strategies JB implemented which allows them to continue growing. Section 2, strategic analysis focuses on the external and internal environments, using the PESTEL and Porters 5 forces

It operates in more than 170 countries through its retail stores, online presence, independent distributors and licensees. The company capitalizes on its brand equity to drive its sales growth. However, high inventory and declined liquidity are a few causes for concern to the company. Emerging economies, especially Asian could open new growth avenues for the company driven by their accelerating economic activity. Growing counterfeit products market, intense competition and rising manpower cost could challenge the company’s profitable growth. (Global Data, 2012)

The intensity of rivalry and the threat of substitutes are strong components for J.C. Penney to consider as they continue to strive for increased revenue and market share. Their two primary competitors are Macy’s and Kohl’s, both of whom have fiercely competitive strategies to be strong retail operations. For instance, while Macy’s offers a multitude of promotional deals and is working hard to choose products based upon demographics and geographic segmentation, Kohl’s is attempting to reduce their inventory levels and improve their marketing strategies in order to become a stronger competitor in the department store segment of the retail industry. In order to compete with their competitors, J.C. Penney aims to focus on their previously successful promotions and home department segmentations by bringing in new reputable designers in order to attract a larger customer base. Due to the fact that the intensity of rivalry and threat of substitutes are both moderately strong in the retail department store industry, J.C. Penney ought to be diligent in their implementation of strategies in order to achieve success in the retail business.

With over 3,000 stores in 6 countries and a network of over 16,000 vendors in 60 countries, TJX is able to offer consumers deep discounts on many top names in fashion apparel and home goods merchandise. However the Company does not like to be labeled as a “discount store.” Instead, TJX’s vision is to be a “global, off-price value retailer” with a mission to deliver the same brand name value and

TJX’s value is one of their key advantages for growth. TJX focuses on four main things which include: fashion, brand, quality and price. They believe these values have gave them the opportunity to expand and grow around the world since it can fit perfectly in the different economies and geographies. Besides this, they consider themselves one of the most flexible retailers in the world. This gives them the ability to “(…)act nimbly in the vendor and real estate marketplaces, react quickly to changing consumer and pricing trends, and navigate various economic and retail environments successfully.” (pg. 5)

TJX Companies consist of several apparel and home fashion stores in the United States, Canada and Europe. The organization continues to expand their brand in these three countries to keep up and hopefully, one day, monopolize their competition in the department store industry. TJX does well financially, such as profits and market share, compared to their competition and has achieved outstanding performance for several years in all the countries in which they operate. “Looking ahead, we see tremendous opportunities to bring value around dthe world. We believe our customer demographic one of the wisest in retail, and we are convinced we will continue to gain U.S. and international market share. To help retail our loyal customers and attract new ones, we’re planning even more aggressive marketing. We also plan to continue upgrading the shopping experience in our stores and offering new and exciting initiatives” (TJX n.p). TJX is a well rounded and diversified company focusing on apparel and clothing fashions. Their acquisitions have only furthered their growth in the market and with consumers globally.

Marimekko was founded by Finnish woman Armi Ratia in 1951, soon after her husband Viljo had founded a small textile company named Printex, in 1949. The name Marimekko, literally means "Mary-dress" in English. Armi took on two young designers, Vuokko Nurmesniemi and Maija Isola, their designs with bold lines and large simple flowered prints, helped establish the foundation of Marimekko, and turn it into a household name worldwide

Whilst retailers elsewhere are struggling, several commentators have been going beyond the marketing factors, behind their success, instead paying closer attention to the firm’s unusual model of ownership and control.

In the period up until the mid 1990's M&S had a market leading share of the clothing market. They used their resources and subsequent capabilities to exploit their differences from the competitors and create competitive advantage by:

The company’s brand image in clothing and increasing business in food sector together with successful marketing strategies will ensure sustainability of business. M&S is investing in Multi-channel store (online stores) to increase its capabilities in this field which will be fruitful for the company in future as it already showed quit improvement in online sales. Further, the company’s commitment

Edge: In terms of their weaponry, both combatants are extremely skilled. Mulan's mastery over the Jian blade, in addition to her marksmanship with a bow and arrow gives her an advantage, but Kim's gadgets provide an advantage in the form of advanced technology. Much of the outcome pertaining to who has a superior edge depends on what kind of technology; Possible, is bringing to the table. Due to a lack of consistency with Kim's on hand gadgets, aside from her grapple gun and communicator; it's hard to determine which fighter has a superior advantage. In combat, Mulan and Possible use very different methods to defeat their enemies. Kim is an offensive fighter who develops a new strategy by improvising with acrobatics during battle, making good

The company also offers a variety of products that are aimed at making the consumers feel that their needs are met. Despite the fact that there are competitors in Japan, Nordstrom has the right strategies and measures of turning competition into a strength that will enable it to have a competitive advantage (Standard and Poor's Corporation, 1981). The economy of Japan is well performing which gives an assurance to Nordstrom that it will be successful once it ventures into this market. There is assurance that the company will have maximum returns for the capital invested and this is a major reason why the investment should be undertaken. The highest population of Japan's population is the working-class group and people interested in fashion trends. Therefore, the company should undertake the investment and utilize its resources in making the investment a

Wal-Mart failed to grasp the consumer and retail environment in Japan. With a population of 127 million, the highest per capita income and the second largest economy in the world, Japan is a very smart market for retailers. The opportunity exists, but there is much more research and planning that needed to be done before expansion began. Instead of adapting business operations to the Japanese culture, the company essentially assumed the Japanese would readily adjust to Wal-Mart’s. For example, in Japan there is a much larger need for local store customization. Consumer buyer behavior is much different than in the United States, with purchasing patterns and product selection varying greatly between regions. They have a trend to buy smaller quantities in regular intervals rather than the more American idea of “stocking up.” Similarly, the concept of large retail stores is foreign. Retailers with the highest growth rate are small specialty stores; quite the opposite of Wal-Mart. The culture tends to buy more fresh produce than pre-packaged goods as well. Lastly, the Japanese view high price as equaling high quality. This mentality causes them to purchase forty percent of the world’s luxury goods annually. Packaging and appearance of goods play a huge role in their purchasing decisions. When looking at Wal-Mart’s product selection, it is obvious they do not usually cater to luxury-brand customers. All of these cultural misunderstandings lead Wal-Mart

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.

MISSHA saw cosmetics as daily necessaries and regarded packaging as where cost can be cut.However, customers started having various low-priced brands with similar price and the quality. As a result, the target