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UNIQLO IN ITALY
It is a fast growing company, one of the five biggest fashion retailers in the world. The
company manufactures casual wear for both women and men. It is owned by fast
retailing.
The company also operates in China, France, Hong Kong, Malaysia, Russia, Singapore,
South Korea, Taiwan, Thailand, the UK and the USA.
Nowadays, UNIQLO is trying to expand its operations in more countries and in this
assignment I am going to evaluate its potential markets (especially Italy), the possible
entry modes and the challenges that the expansion involves.
1. ASSESSMENT OF THE UNIQLO´S EXPANSION INTO OTHER
MARKETS USING THE UPPSALA MODEL AND PERLMUTTER´S
EPRG FRAMEWORK.
Expanding out of Japan and into Europe in 2001 with its first UK store, UNIQLO
continued its growth into France in 2007 and Russia in 2010 and nowadays it is
planning to keep on with its expansion in the region.
Europe was supposed to be a key region in their plans, but there were many difficulties
which UNIQLO had to face and so, the company needed an IT partner which
understood the European market and local business culture.
NTT Europe supposed the solution. It provided full communications, infrastructure and
systems, being involved in the physical construction stage of the flagship store in Paris,
(the UNIQLO’s European HQ), infrastructures services in the UK and in the Mos cow
flagship store construction; giving to UNIQLO the necessary support to expand outside
from Japan and at the same time maintaining direct contact with key offices in Japan.
(Allix, C., 2001; Elliot, S., 2011).
We could affirm that UNIQLO has a geocentrist orientation. The reasons for this are:
the company recognizes the regional commonalities and undertakes regional
strategies by considering the entire world as a potential market, ignoring national
boundaries. The firm develops policies and organizes activities on a regional or
worldwide basis. Firm designs product lines, pricing decisions, promotions and the
channels of distribution for worldwide markets (Wind, Douglas and Perlmutter, 1979).
For these reasons, UNIQLO following this orientation can be described as a global
company.
This model may explain the UNIQLO´s internationalization process since: within legal
and political limits, UNIQLO hires employees on merit regarding their qualifications
and knowledge without any discrimination between the countries and races in the
established markets. Furthermore, UNIQLO sees the world market as its benchmark.
The company is not only limited to the Asian market, but also it operates in Europe and
America, offering globally standardized products with similar prices independently the
country (Welch and Loustarinen, 1988).
2. MACRO ENVIRONMENTAL AND A MORE MARKET-SPECIFIC
ANALYSIS OF THE ITALIAN MARKET, USING A MINIMUM OF THE
12C FRAMEWORK. ASSESSMENT OF THE MAIN CHALLENGES
THAT THE ITALIAN MARKET REPRESENTS TO THE COMPANY.
B. Economic Factors: in 2010, Italy was the seventh largest economy in the world
and the fourth largest in Europe in terms of nominal GDP (International
Monetary Fund, 2010), (World Bank, 2010), (CIA World Factbook, 2010).
The main source of revenues is the tourism and the economy is distributed as
follows: services (70%), secondary sector (25%) and primary sector (5%).
(Guirish, 2010). Economy in Italy in southern areas is less developed with
respect to north areas.
Its budget deficits and public debt is 4.5% and 118% of GDP for 2010,
respectively, and GDP grew 1,3% in 2010.
Italy´s main trading partners are France, Germany, U.K., Spain, USA, the
Netherlands and China (Economy Watch, 2010).
This might benefit UNIQLO, since through these trading partners, the company
could get importance through Europe.
The country counts with a Growth Rate of Population of 0.68% and a Net
Migration Rate of 7.5% (Maps of World, 2012).
These are important factors for UNIQLO. On the one hand, the population has
been ageing, so the company might look at recruiting older employees to tap
into this labour pool; and on the other hand, the high unemployment rate
means that with the arrival of a new company, many workspaces can be
covered.
Italy´s technology infrastructure is not brilliant. Only Portugal, Greece and Spain
are worse in the old European Union (Forbes, 2006).
Italy stands out in motor industry with well known brands: Ferrari, Fiat, Alfa
Romeo, Maserati... (NationMaster, 2012).
The major communication mediums are the RAI (Television and Radio) followed
by the Internet and Telecom Italia (Italy Travel, 2012).
Thus, a good strategy for UNIQLO in order to make itself known might be
through announcements in the RAI firstly and secondly by the Internet.
2.2. Micro analysis of the Italian market.
The specific analysis is composed of those entities with whom the company interacts
directly.
We have to consider the degree of rivalry among existing competitors, threat of the
new competitors entrance, threat of the substitute products, the bargaining power of
suppliers and the bargaining power of customers –Five forces analysis (Porter, 1980),
(Appendix 3).
A. Degree of rivalry among existing competitors: there are a good deal of similar
competitors such as ZARA, H&M, Pull & Bear, GAP, Benetton, Gruppo Coin…
well established and known in the country (Retail-index, 2012). All of these
retailers use aggressive advertising marketing campaigns and strategies.
Besides, the costs of leaving the industry are high due to the big costs of
investment. For these reasons, rivalry will be high for UNIQLO in Italy.
B. Threat of the new competitors entrance: Italy is one of the most important
fashion centers in the world, with many casual wear designer, manufacturers
and retailers. Entry costs and barriers are not high. This means that there is a
high likelihood of new entrants in this market since the Italian market is very
attractive (Italy apparel retail, 2012).
Italy represents for 15.9% of the European apparel retail industry value.
Apparel retail industry had total revenue of $67,024.3 million in 2009
distributed as follows (Datamonitor, 2011):
B. Culture and Consumer Behaviour: the main ethnic group is the Italian. The Italian
is a modern open society with a good education (Maps of World, 2012).
Italy is a country very interested in fashion and what is more, Milan is one of the
most valued runways in the world (Milanfashionshows, 2008).
Italian customer preferences are as follow: quality, price and customer services
(Zeenat, 2009).
Clothes are important to Italians. Dressing way can indicate your social status, your
family's background, and your education level. They are extremely fashion
conscious and judge people on their appearance. (Kwintessential,2004).
In conclusion, UNIQLO should consider this great taste in fashion for Italian
shoppers in order to adapt its products to this demanding market with innovative
products. Besides, studies show that low-cost switching is very appreciated in by
the Italian customers (Datamonitor, 2011). This could be an advantage for UNIQLO
due to its low cost products.
C. Choices: in the Italian market, there is a good deal of competitors in this sector:
a. Internal competition:
Italians spent 960 euros per person on clothing and 260 euros on shoes in 2008,
much higher than the European average (Adendorff, L.A., 2009). In 2010, apparel
retail industry grew by 7,2% and the export revenue was almost 50 billion euros
growing by 10,4% .
Its main exports were: France (13.2%), Germany (+12.7%) and Spain (+8.1%), Hong-
Kong (+33.8%)... (FashionMag, 2011).
The period between 2011-2016 is expected to be increased, with a CARG of 1%,
which would drive the industry to a value of $68,950 million by the end of 2016.
(Datamonitor, 2011).
In this area, the Italian market might be a good choice for UNIQLO due to the high
buying power of the Italians and the high demand on fashion clothes.
2.4. Challenges
1. Place to entry: the northern part is focused on industry whereas the southern
part is focused on agriculture. Thus, northern cities with many young people
would be the most logical.
4. High demands of the Italian customers: they look for last fashion trends, good
quality and low price products and the customer service. It is important to offer
good quality and low prices at the same time. UNIQLO´s employees should be
skilled and must know the Italian market and language to persuade the
potential consumers.
The types of entry modes are three: by means of an intermediate (joint ventures or
franchising and licensing); export (direct or indirect); and foreign direct investment
(Root, 1987). We can also consider direct marketing through the Internet as an
additional mean.
Since the costs are shared between the contract partners, UNIQLO should find other
similar Italian firm to sign a trade agreement for long-term.
For example, Alcott, an Italian fashion brand might be the solution, as it is focused on
dynamic young people wearing casual articles of clothing with similar prices as UNIQLO
(Alcott, 2012).
C. Export: with export entry modes, firm´s products are manufactured in the
domestic market or a third country and then transferred both directly or
indirectly to the host market. (Hollensen, 2004, p. 291). This could be the mode
for initial entrance which UNIQLO could use to entry in the Italian market since
it does not involve big costs and risks.
Having considering the factors aforementioned, the most suitable entry mode for
UNIQLO in the first two years could be a joint venture. Online sales through the
Internet would also be an appropriate additional mode. In conclusion, a combination
of these two entry modes would be the ideal choice.
UNIQLO is a company unknown in Italy and Italian buyers prefer Italian brands. For
these reasons, a foreign direct investment would be too risky since it requires a big
investment and perhaps, UNIQLO´s business in Italy will not get well, so it would
suppose a huge loss.
Establishing a joint venture with other Italian company such as Alcott, UNIQLO could
access a large number of customers. Moreover, it would provide UNIQLO the
necessary experience, contacts in Italian markets and market knowledge in order to
achieve success in Italy. What is more, it would suppose a more cautious option since
the joint venture would reduce capital and other resources required.
UNIQLO would also have to develop an Italian webpage adapted to the Italian
customer tastes to reinforce the sales in the market.
TASK 4: IDENTIFICATION AND ASSESSMENT OF THE CHALLENGES OF
MANAGEMENT, PLANNING & CONTROL THAT FACE UNIQLO AS IT
EXPANDS ITS OPERATIONS INTERNATIONALLY.
This report analyses UNIQLO, the Japanese casual wear designer, manufacturer and
retailer, and its potential entrance in the Italian market.
In order to evaluate the potential entrance in the Italian market, the report:
Evaluates the potential market for UNIQLO using the 12 C´s framework, which
shows that the Italian textile sector is very attractive but also has some
challenges which the company has to consider: great competition, different
consumer behaviour, great distance…
Assesses the best entry modes, which would be a combination of joint venture
with online sales.
And identifies and examines the challenges in the UNIQLO expansion providing
recommendations to overcome the difficulties.
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Appendix 1:
Appendix 2:
Appendix 3:
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