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Target corporation marketing strategy
Target Corporation marketing analysis
Strategy for competition in clothing business
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Introduction
In fashion industry, fierce market competition is faced by all the participants in different countries and regions in the globe. How to keep the competitive advantage and achieve the expansion of market share is a major problem that is expected to be solved well by the fashion organisations. In this report, it aims at analyzing the value creation and internationalisation process of Topshop in details. In the following, it is made up by three major aspects. In the first aspect, it indicates the existing context faced by the organisation. In the second aspect, it focuses on learning the performance made by the organisation in value creation and internationalisation process. In the third aspect, it further makes evaluation of the
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Through the innovation of designing and marketing, the competitive advantages are kept by the organisation. Meanwhile, the value chain has also been found. Also, in the internationalisation process, the company has also taken some measures actively. Global sourcing optimises the cost and improves the profitability of its fashion products. In a word, Topshop has made good performance in value creation and internationalisation process. Its practice follows the theories well.
Works Cited
1. Bakan, I. and Dogan, I. (2012) ‘Competitiveness of the industries based on the porter’s diamond model: an empirical study’, International Journal of Research and Reviews in Applied Sciences, 11(3), pp. 441-455.
2. Byun, S. and Mann, M. (2011) ‘Accessing opportunities in apparel retail sectors in India: Porter's diamond approach’, Journal of fashion marketing and management, 15(2), pp. 194-210.
3. Couto, J. and Tiago, M. (2009) ‘The Internationalization Process of Fashion Retailers’, The Business Review, 13(1), pp. 278-286.
4. Ericsson, D. and Sundstrom, M. (2012) ‘Value Innovation and Demand Chain Management - keys to future success in the fashion industry’, Nordic Textile Journal, pp. 82-90.
5. Marta, F. and Alejandro, M. (2011) ‘Internationalization patterns in fashion retail distribution: implications for firm results’, The service industries journal, 31(11), pp.
Karolina Swietoniowska, the young, youthful, educated and passionate owner of Korra dancewear has been in business, trying to live her dream of designing dancewear clothes for the past three years. Sales have been however very slow for her, given that she had other priorities to take care of, she is now looking to improve her position as a businessman and increase her scale of business and expand and grow. Capital and experience constraints have been pulling her down and she is struggling to make her mark on the market. There are other very strong competitors in the market, functioning with very different
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Bianchi, C. & Ostale, E. (2006). Lessons learned from unsuccessful internationalization attempts: Examples of multinational retailers in Chile. Retrieved January 11, 2011, from http://www.carlospitta.com/Courses/Gestion%20Financiera%20Internacional/Cases/Failed%20retail%20attempts%20in%20Chile.pdf
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Through innovation, high quality design and production, along with effective branding, European companies have an advantage - the ability to sell products at a premium price. Europe makes it, fake it then east is how much business would phrase it. This is about ...
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Miuccia Prada once said that “What you wear is how you present yourself to the world, especially today, when human contacts are so quick. Fashion is instant language”. Miuccia Prada and the Prada brand have grown from humble beginnings making quality leather goods to a public traded company with a current market capitalization of over $26 billion (USD) . With the development of Prada as one of the world’s premier luxury brands it provides an excellent case study to examine how strategy paved the way for the success of the Prada brand. First, an examination of Prada’s strategic positioning against luxury brand rivals Louis Vuitton Hennessey Moet (LVHM) and Kering (Gucci). The acquisition history of Prada will be reviewed, where some preliminary conclusions can be made about what has been contributing factors to both the successes and failures. Then finally, an evaluation of what the future holds for Prada and the sustainability of its competitive advantage.
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With investment in training and development of staff within a few years competitors can reach the same level of skilled employees that A&F has. Imitability: • Efficient Production Yes there are already companies world wide which are able to have gross profit margins similar to A&F (https://www.statista.com/statistics/673929/apparel-retailers-estimated-profit-margins-united-kingdom-uk/) • Brand awareness Yes although difficult to imitate it is possible in the long term • Shopping Experience Yes Somewhat difficult to
...enture into overseas market comes with expectations as well as uncertainties due to unfamiliarity. Charles and Keith, the fashion retailer, has to understand clearly that what appeals in one market might not be accepted in the others and this is almost the same for all industries. Thus, a thorough research on cultural background has to be done before entering an unfamiliar ground.
From 2005 the textile segment has been made up of 2 companies, transforming raw materials into fabrics, from spinning to finishing and ennobling. Handicraft product quality and technological research development characterize this business segment which works with internationally recognized names of the apparel and fashion industry.
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