Asian Apparel Brands Internationalization

With this understanding of the market, the company pursued a “value for money” positioning based on a combination of keen prices and basic quality products (Dibb 1996; Khandelwal & Saxena 2010). The positioning strategy was successful among Asian customers with “guilt-free shopping” considering price compared to quality (Khandelwal & Saxena 2010; Seno 1999). Typically, these are smaller entrepreneurial firms that internationalise from inception or begin shortly thereafter. Their main source of competitive advantage is often related to a more sophisticated knowledge base that they use to exploit the dynamics of an increasingly global market environment. This contribution posits that there is growing evidence of another phenomenon, that of the emergence of ‘born-again’ global firms. These are firms that have been well established in their domestic markets, with apparently no great motivation to internationalise, but which have suddenly embraced rapid and dedicated internationalisation.

In this way, Giordano combines the advantages of the low-cost regional environment for the brand’s ‘value for money’ concept, with Hong Kong’s experience of just-in-time logistical systems and unsurpassed international marketing networks. Based on collected secondary data, Giordano and Uniqlo’s internationalization patterns are organized in Figures2 and 3 by the order of entry year. The entry year and the number of stores of each country are also marked next to each bar. Figures2 and 3 revealed some common patterns as well as some differences between the two. Overall, the two brands’ entries to international markets can be grouped into three periods that show a distinctive pattern, which are explained with applying existing internationalization theories as follows.

We’re looking for people who have a variety of strengths and passions, not just isolated skill sets. We also want to make sure that you have the experience and the background that will set you up for success in your role. At FAST RETAILING, we do things differently from other retailers and we’ll want to know how you will fit at FAST RETAILING.

How did Asian apparel brands internationalize in the competitive global apparel market? Although Asian brands are becoming global, most of previous research on internationalization was limited to the cases of ecig of denver the brands having Western-origins. This study aimed to explore the internationalization patterns of two leading Asian apparel brands, Giordano and Uniqlo, applying existing internationalization theories.

Therefore, Giordano and Uniqlo’s narrow-and-deep strategy differentiated from fast fashion let them attract the niche market, since global fast fashion brands were already serving the needs of short-living fashion items in most Asian markets. In other words, there was still a need for basic items at good value to coordinate with fashion items for consumers, and the two brands met this need well. Purpose – Uppsala internationalisation theory is highly utilised due to its simplicity and applicability. However, there are contrasting results on its assumption that firms follow a gradual internationalisation process.

Giordano stores feature no more than 100 variants of 17 core items, whereas competing retailers might feature 200 to 300 items. As Ishwar Chugani, executive director of Giordano stated, “Our product strategy is a ‘less is more.’ We focus on providing a smaller range but offering the right choices for our customers” . Likewise, Uniqlo produces small numbers of items in more than 10 colors focused on basic shirts and knits in good quality.

The entry year and the number of stores in each market as of 2010 (e.g., entry year/the number of stores). We look for people who match our company values and who above all, aspire to be true global business leaders. Store inventory visibility, same day pick up are some capabilities that will be key as Uniqlo goes from private labels to more fast fashion.

After expansion to geographically and culturally closer countries first, both brands expanded to countries with greater distances. Giordano extraordinarily entered Middle East countries including Saudi Arabia, UAE, and Iran right after entering to China . The company even widely expanded its Middle East network to Kuwait, Georgia, Bulgaria, and other countries in 2006 in addition to entering Australia and India . Likewise, Uniqlo entered the U.S. , France , and Russia after securing its position in Asian countries.

Thus, for the Group it is important to have a unique and memorable brand with a perceived value or reputation. Fast fashion requires quick sensing of customer demand and quick production turn around to prevent out of stocks. I think UNIQLO should only double down on building out digital capacity along it’s supply chain to increase nimbleness and speed. Offering same day and next day delivery service will be a significant value add for Uniqlo. By allowing customers to obtain their purchases the same day, this service eliminates the competitive advantage retail stores in terms of quick delivery.

By Sophia Jennifer

I'm Sophia Jennifer from the United States working in social media marketing It is very graceful work and I'm very interested in this work.