Global Strategic Management
Global Strategic Management - Uniqlo
1. History
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
1. History
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
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) August, 2008, <http://www.fastretailing.com/eng/ir/library/pdf/annual2004.pdf>. 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.