PART A: PESTEL analysis on the external business environment of Malaysia based whisky industry. Political factors • According to International Trade and Industry Minister Datuk Mustapa Mohamed (2010)‚ there will be no tariff reduction on the export of alcohol from Malaysia. This will become a threat to the whisky industry in Malaysia as the price of the whisky will remain high in global market and thus they will lose the competitive advantage on it. The demand of their products will drop as the
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Quality ZARA become expanding too fast in international market‚ but doing so company needs to increase the capacity of production‚ they started employ original equipment manufacturer(OEM). This leaded to low quality due of using lower qualification by OEM. For example in China they want to have biggest market share as foreign cloth maker with low cost‚ attracting colleague students and young people; but their product were failed frequently in the quality test made by government ‚ out of 57 product
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! ! ! ! ! ! PROPOSAL E X PA N S I O N BARBADOS by ! David Straka & Daniel Viglaš ! ! ! ! ! ! ! Table of Contents ! Executive Summary! 3! PESTEL Analysis of Barbados! 4! Porter’s Five Forces! 11! IFAS! 13! EFAS! 14! TOWS! 16! SFAS! 17! Application! 18! Entrance Strategy! 19! Logistics & Distribution! 20! 4P Fundamental Research! 21! Product! 25! Price ! 26! Place! 26! Promotion!
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Page 2 Macro Environment Page 2 Competitive Forces in the Tourism Industry Page 4 Conclusion Page 6 References Page 6 Introduction: This paper will be dynamically examining the tourism industry during the 2000s. It will begin by using the PESTEL framework to analyse the macro environment and determine which factors drive the competitive forces within the industry. Following this‚ Porter’s Five Forces model will be used to analyse the actual competitive forces at work within the industry and
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Spanish retailer‚ Zara‚ has crafted a sweet success story riding on its image as a low-cost‚ high fashion store. Nirmalya Kumar and Sophie Linguri take to the High Street to look at Zara’s route from rags to riches. I n 1975‚ the first Zara store was opened in La Coruña‚ in Northwest Spain. By 2005‚ Zara’s 723 stores had a selling area of 811‚100 square metres in 56 countries. With sales of e3.8 billion in the financial year 2004‚ Zara had become Spain’s best-known fashion brand and the flagship
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Design As the flagship brand of Inditex‚ Zara possesses a large amount of capital for investment in product design. Moreover‚ the young but capable designers in Zara have the sensitivity to capture the newest trendy style. They are the typical air traveler busy shuttle back and forth all kinds of fashion shows and trade fairs in Paris‚ New York‚ London‚ and Milan‚ from which they can get inspiration and recognize the fashion trend accurately. Therefore‚ Zara could rapidly design and release fashion-sensitive
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Discuss whether PESTEL analysis is too broad a framework to be of any real benefit to an organisation. Word count: Total: 1103 PESTEL analysis. There are a lot of different factors that might influence to an
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products are shipped twice a week allowing constant changes in style selection. Customers enjoy coming to Zara because each time they shop‚ they find new clothes‚ shoes and accessories. This intrigues them and‚ as a result‚ prompts them to visit Zara’s stores more often than its competitors’. By constantly introducing new‚ low-price items‚ Zara entices new and existing clients to return to Zara regardless of sales. Such a business model increases customer satisfaction as well as company profits
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ZARA Fashion 1) With which of the international competitors listed in the case is it most interesting to compare Inditex’s financial results? Why? What do comparisons indicate about Inditex’s relative operating economics? Its relative capital efficiency? Note that while the electronic version of Exhibit 6 automates some of the comparisons‚ you will probably want to dig further into them? The four companies shown above have very different business models. Inditex owned much of the production
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can’t be afraid to take advantage of change”. - Eric Schmidt This case principally discusses concerning Zara‚ the major procession of provisions of Inditex and the predicament its Information Technology (IT) section is sensing on improving its Point-of-Sale (POS) workstations. In 1975‚ Zara was originated by Amancio Ortega. During 1985‚ Inditex was shaped as an investment business atop Zara‚ erstwhile retail trading handcuffs and a system of on the inside possessed traders. Castellano who served
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