Global Strategic Management - Uniqlo
2. Context (overview of the economic, political, legal or social context in the focal country and the focal firm’s perceptions of their likely evolution over time, as it pertains to the evolution of the focal firm’s strategy and management practices) – Ivy and Arwa 3. Industry Analysis (both globally and in the focal national market) – Ella and Ramizah 4. Strategy (main strategy of the firm and how it compares to the competitors) – Arpita and Tomo 5. Management Challenges (organizational design, structure, and processes; culture, and HR practices) – Takeshi and Jon 6. Overall Assessment of this firm’s competitive advantage – its sources, distinctiveness, imitability, and the sustainability of its competitive position.
Don’t forget to print/bookmark/save the sources that you found! Group Meeting: Friday, November 21, 2014 from 10am to 12 pm. Venue to be determined.
1. Uniqlo has a clear vision of its brand to provide high quality, performance-enhanced, basic casual wear at the lowest prices. Its clothing is up-to-date and fashionable, but not trendy. Its fabric innovation and in-house design provide exceptional and unique functional performance. Uniqlo provides “made for all’ clothing that can be worn whenever and wherever. It is not, like some competitors, a firm that sells copies of the latest runway fashions. 2. the emphasis on the in-store experience and involves hiring, training, and micro-managing all touchpoints. Every activity undertaken by every employee, from a person’s folding technique to the way advisers (floor salespeople are called advisers) return charge cards to customers (Japanese style, with two hands and full eye contact) are recorded and analyzed. Each morning, employees practice the ways in which they are taught to interact with shoppers including the six standard phrases such as “Hello, my name is (blank), how are you today?” The financials are completely transparent, and sales are charted and posted each day. The firm is now building a Uniqlo University in Tokyo where 1,500 new store managers will be trained each year.
3. their operational strategy gives them both a cost and agility advantage. Their low cost operation is based on their ownership of product planning, design, manufacturing and distribution. The direct link between the stories and a stable group of suppliers means that what is being sold is directly translated into manufacturing orders. There is no six or nine month planning cycle, but stock is upgraded in weeks or even days. The customer thus has a direct influence on the ordering process, because what is being made is based by what they are buying.
Introduction: Company Background
Our company (UNIQLO) is one of the popular casual wear retailers in Hong Kong. It has a wide array of fashion products for men and women. The company offers many clothing pieces with different styles and designs. The products are fashionable, comfortable to wear and competitively priced. The company is among the most successful fashion retailers in Hong Kong. It was founded in Japan and has expanded globally. Fashion retailing and merchandising is a competitive industry. The company, through its years of experience and expertise has developed a business model that generates success through commitment to quality, research and development and affordability. The product line consists of fashion essentials in a trendy and hip designs and styles. The organization values its people. HR processes – performance management, reward management, training and development, health and safety and disciplinary policy, all aim to communicate the company’s goals and objectives and its commitment to its human resources.
Industry Analysis: Hong Kong Apparel Industry
Hong Kong Apparel Industry is one of the major manufacturing sectors in Hong Kong and has gained worldwide reputation for delivering high quality...
References: Caruth, D. L. & Handlogten, G. D. (2001). Managing Compensation (And Understanding It Too): A Handbook for the Perplexed. Westport, CT: Quorum Books.
Fast Retailing Annual Report (2004)
Fast Retailing Annual Report (2005)
Fast Retailing Annual Report (2006)
Gilley, J. W. & Maycunich, A. (2000). Organizational Learning, Performance and Change: An Introduction to Strategic Human Resource Development. Cambridge, MA: Perseus Books.
Please join StudyMode to read the full document