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http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/31519完整後設資料紀錄
| DC 欄位 | 值 | 語言 |
|---|---|---|
| dc.contributor.advisor | 陳俊忠 | |
| dc.contributor.author | Chieh-Yi Hsu | en |
| dc.contributor.author | 徐潔儀 | zh_TW |
| dc.date.accessioned | 2021-06-13T03:14:09Z | - |
| dc.date.available | 2013-08-26 | |
| dc.date.copyright | 2011-08-26 | |
| dc.date.issued | 2011 | |
| dc.date.submitted | 2011-07-31 | |
| dc.identifier.citation | BOOKS
1. CHINESE BOOKS [1] Mika K (2010)。熱銷全球的秘密 日本首富柳井正的經營學。高寶書版。 [2] 柳井正 (2003)。一勝九敗。新潮社。 2. ENGLISH BOOKS [3] Ghemawat, Strategy and the business landscape second edition. Prentice Hall [4]Stonehouse, Global and transnational business strategy and management second edition .Wiley ,2004 PERIODICALS [5] Christoph Zott and Raphael Amit, Business Model Design: An Activity System Perspective, Long Range Planning 43(2010) pp. 216-226 [6] Datamonitor: Apparel retail in Asia Pacific [7] Datamonitor: Apparel retail in Japan [8] Datamonitor: Global apparel retail [9] Ghemawat and Nueno, ZARA: Fast Fashion, Harvard Business School Case,2006 [10] Guercini, S. Relation between branding and growth of the firm in new quick fashionformulas: analysis of an Italian case. Journal of Fashion Marketing and Management 5, no. 1: 69–7, 2001. [11] Hambrick & Fredrickson, Are you sure you have a strategy, AME,2001. [12] Manuela Artigas and Nicola Calicchio, How half the world shops: Apparel in Brazil, China, and India. McKinsey quarterly report, 2007. [13]Michael Porter 1996. What is Strategy, HARVARD BUSINESS REVIEW , November-December 1996 [14] Moore, C.M., and J. Fernie. Retailing within an international context. In International retail marketing: a case study approach, 3–37. Oxford: Elsevier, 2004 [15] Sang-Eun Byuna and Brenda Sternquistb, 2008.The antecedents of in-store hoarding: measurement and application in the fast fashion retail environment. The International Review of Retail, Distribution and Consumer Research Vol. 18, No. 2, May 2008, 133–147 [16] Yuval Atsmon, Ari Kertesz, and Ireena Vittal, ” Is your emerging-market strategy local enough? McKinsey quarterly report, 2011 FROM THE INTERNET [17] UNIQLO: www.uniqlo.com/tw/ [18] ZARA: www.zara.com/ [19] H&M: www.hm.com [20] GAP: www.gap.com/ [21] Dutta, D. 2002. Retail @ the speed of fashion. Retrieved from www.3isite.com. | |
| dc.identifier.uri | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/31519 | - |
| dc.description.abstract | 全球成衣市場具有高獲利率以及高成長率，尤其是在具有高消費能力的亞太區域以及新興國家，例如金磚四國(BRICs)。 UNIQLO為了實現在全球成衣業成為第一（GLOBAL ONE）的目標，宣布它將在2020年達到50億美元的銷售額。為了對抗來自ZARA、 H&M與GAP的強勁挑戰，UNIQLO 必須要發展具有競爭優勢的國際化策略以和其他競爭者差異化。
本研究針對快速時尚產業以及主要公司進行分析，探討UNIQLO的競爭優 勢及其國際化成長策略，認為UNIQLO未來可朝創業家精神、全球在地化與區域化以及快速回應發展並提出具體建議。 在創業家精神方面： 調整公司定位並找出新的目標客戶、使用環保素材、與其他品牌共同研發產品並與網路零售業者合作；在全球在地化與區域化方面：增加員工以及供應商的國際化程度、使用日式體驗行銷、與策略區位的當地公司合資進入海外市場；在快速回應方面：增加資訊科技的使用、建立區域配送以及集散中心。 | zh_TW |
| dc.description.abstract | The global apparel market is profitable with high growth rate, especially in the Asia Pacific area and emerging countries such as BRICs, where people have large buying power. To realize the goal of being GLOBAL ONE in the global apparel industry, UNIQLO announced that it will reach $50 billion sales revenue by 2020. To against the strong competition from ZARA, H&M, and GAP, UNIQLO should develop competitive advantages in the internationalization strategies to differentiate from these competitors.
The advised strategic activities can be concluded to three strategic goals for UNIQLO’s internationalization and growth strategy, which are initiative entrepreneurship, glocalization and regionalization and fast speed. • Entrepreneurial initiatives: Adjust its positioning for new target customers; develop more functional fabric and co-design with other brands for feature products; cooperate with online retailers. • Glocalization and regionalization: Increase the internationalization degree of employees and suppliers from different countries, implement Japanese experiential marketing and joint ventures with local company in strategic location choice • Fast speed: Use more IT systems, create regional distribution centers and hubs. | en |
| dc.description.provenance | Made available in DSpace on 2021-06-13T03:14:09Z (GMT). No. of bitstreams: 1 ntu-100-R98724018-1.pdf: 1683809 bytes, checksum: 3dff18c3e7408bb8feb81339b40ed3f7 (MD5) Previous issue date: 2011 | en |
| dc.description.tableofcontents | CONTENTS
ABSTRACT i ABSTRACT(中文摘要) iii ACKNOWLEDGEMENTS iv CONTENTS vi LIST OF FIGURES ix LIST OF TABLES xi Chapter 1 Introduction 1 1.1 Research Purpose and Goal 1 1.2 Research Method and Process 2 1.3 Research Scope and Limitation 4 Chapter 2 Literature Review 5 2.1 Five Forces Model 5 2.2 Activity System Map 8 2.3 Strategy Diamond 9 Chapter 3 Global Apparel Industry Analysis 12 3.1 Global Apparel Market Overview 12 3.2 Apparel Industry characteristics 17 3.2.1 Fast Fashion 19 3.2.2 Industry Prospects 19 3.3 Five Forces Analysis 20 3.4 Main Competitors Analysis 23 3.4.1 ZARA 23 3.4.2 H&M 25 3.4.3 GAP 27 3.5 Competitive Position Analysis 31 Chapter 4 UNIQLO Firm Analysis 33 4.1 History Background 33 4.2 Value Chain Activities 37 4.3 Performance Indicators and Activity System Map 43 4.4 Strategic Issues 46 Chapter 5 Internationalization and Growth Strategies for UNIQLO 49 5.1 Internationalization Strategies of Fast Fashion Players 49 5.1.1 ZARA’s Internationalization Strategy 49 5.1.2 H&M’s Internationalization Strategy 51 5.1.3 GAP’s Internationalization Strategy 53 5.1.4 UNIQLO’s Internationalization Strategy 55 5.1.5 Oversea Market Performance 58 5.1.6 Comparisons of International Strategies 60 5.2 Strategic Recommendations for UNIQLO 63 Chapter 6 Conclusions 72 6.1 Findings and Suggestions 72 6.2 Future Research 75 Appendix 76 References 79 LIST OF FIGURES Figure 1.1 Research Process . 3 Figure 2.1 Five Forces Model 7 Figure 2.2 Southwest Airline Activity System Map 9 Figure 2.3 Strategy Diamond 11 Figure 3.1 Global Apparel Market Segment by Region 13 Figure 3.2 Asia Pacific Apparel Market Segment by Country 14 Figure 3.3 Global Apparel Market Segments by Gender. 15 Figure 3.4 Five Forces in Apparel Industry 22 Figure 3.5 Competitive Position Analysis of Price and Fashionable Design 31 Figure 3.6 Competitive Position Analysis of Price and Quality 31 Figure 3.7 Competitive Position Analysis of Price and Speed 32 Figure 3.8 Competitive Position Analysis of Quality and Speed 32 Figure 4.1 UNIQLO’s Business Model 35 Figure 4.2 UNIQLO’s Organization Chart 36 Figure 4.3 UNIQLO’s Production Process 38 Figure 4.4 Career Path Process 41 Figure 4.5 UNIQLO’s CSR in Bangladesh 42 Figure 4.6 UNIQLO’s Activity System Map 45 Figure 5.1 ZARA Internationalization Timeline 50 Figure 5.2 Number of ZARA Stores in the World 50 Figure 5.3 H&M Internationalization Timeline 52 Figure 5.4 Number of H&M Stores in the World 52 Figure 5.5 GAP Internationalization Timeline 54 Figure 5.6 Number of GAP Stores in the World 54 Figure 5.7 UNIQLO Internationalization Timeline 56 Figure 5.8 Number of UNIQLO Stores in the World 56 Figure 5.9 Historical Track of Main Players’ Internationalization 57 Figure 5.10 Competitive Position Analysis of Price and Functional Fabric 67 Figure 5.11 Competitive Position Analysis of Price and Internet Marketing 67 Figure 5.12 Competitive Positions Analysis of Quality and Functional Fabric 68 Figure 5.13 Competitive Positions Analysis of Quality and Internet Marketing 68 Figure 5.14 Proposed UNIQLO Activity System Map 71 LIST OF TABLES Table 1.1 UNIQLO Interview Information. 2 Table 2.1 Apparel Market Trend in China India and Brazil 16 Table 2.2 Fast Fashion Retailers Ranking in 2010 17 Table 3.1 Comparisons among Main Players 30 Table 4.1 UNIQLO’s 4P Composition 40 Table 4.2 Strategic Performance Indicators and Results. 43 Table 4.3 UNIQLO’s SWOT Analysis 48 Table 4.4 UNIQLO’s TOWS Analysis. 48 Table 5.1 Composition of ZARA Stores in the World 51 Table 5.2 Composition of H&M Stores in the World 53 Table 5.3 Composition of GAP Stores in the World 55 Table 5.4 Composition of UNIQLO Stores in the World 57 Table 5.5 Countries and Stores Percentages of Main Players 58 Table 5.6 Domestic and Oversea Sales Percentages of Main Players 59 Table 5.7 Entry Modes of Main Players 61 Table 5.8 International Strategy of Main Players 62 Table 5.9 Store Numbers of Main Players in China , SouthEast Asia, India and Brazil 65 Table 5.10 Suggestions for UNIQLO’s Entry Modes in China , SouthEast Asia, India and Brazil 69 | |
| dc.language.iso | en | |
| dc.subject | 國際化策略 | zh_TW |
| dc.subject | 快速時尚 | zh_TW |
| dc.subject | 全球成衣市場 | zh_TW |
| dc.subject | UNIQLO | zh_TW |
| dc.subject | 快速回應 | zh_TW |
| dc.subject | 進入模式 | zh_TW |
| dc.subject | UNIQLO | en |
| dc.subject | global apparel market | en |
| dc.subject | Fast Fashion | en |
| dc.subject | internationalization strategy | en |
| dc.subject | quick response | en |
| dc.subject | entry mode | en |
| dc.title | 全球快速時尚產業的國際化策略-UNIQLO個案研究 | zh_TW |
| dc.title | Internationalization Strategy in the Global Fast Fashion Apparel Industry-UNIQLO Case Study | en |
| dc.type | Thesis | |
| dc.date.schoolyear | 99-2 | |
| dc.description.degree | 碩士 | |
| dc.contributor.oralexamcommittee | 謝明慧,陳律睿 | |
| dc.subject.keyword | UNIQLO,全球成衣市場,快速時尚,國際化策略,快速回應,進入模式, | zh_TW |
| dc.subject.keyword | UNIQLO,global apparel market,Fast Fashion,internationalization strategy,quick response,entry mode, | en |
| dc.relation.page | 80 | |
| dc.rights.note | 有償授權 | |
| dc.date.accepted | 2011-08-01 | |
| dc.contributor.author-college | 管理學院 | zh_TW |
| dc.contributor.author-dept | 國際企業學研究所 | zh_TW |
| 顯示於系所單位： | 國際企業學系 | |
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