Does fair play have an important role in competitive sport Essay Example for Free

Does fair play have an important role in competitive sport Essay From the time of gods and goddesses, they have been competing in friendly sports and throughout time, it evolved into sports and even Olympics. From the time that sports were invented, the concept of fair play or sportsmanship was not yet apparent. But when sports were finally considered of great importance, the concept of fair play became universally understood. Basically, fair play is sportsmanship. For some, both players and audiences alike, consider it as the â€Å"golden rule† in sports. In fair play, you treat your team mates and opponents as someone you would like to be treated as. You show respect for yourself, your team mates, and your rivals. You should also demonstrate respect for both coaches of the opposing teams and other important figures in the field like the umpires, judges and other officials. (Sanders, 2005) But in modern times, it does not only apply to the players; consequently, it now also applied to the people watching the game. It now developed into an attitude that may influence the players, audiences and the game. (Sanders, 2005) In every sport, there is always a loser and a winner. But, the greatness of the game relies on how the players played the sport. And consequently, their sportsmanship should also be apparent in their game. It is undeniable that winning feels great but being a sport has a great role in a winner’s game. It can make or break a game. Today, when sports become an alley for talented players to become superstars, the spirit of sports become plagued. In retrospect, we have to keep in mind that being a sport has its advantages—and winning the game is one of it. While playing, playing fair not only helps to win a game but it also builds character. With the help of the coach, the athletes can reach their highest potential and so, they become better players and human beings. (Fakehany) Since sportsmanship is an attitude, it also teaches valuable lessons and builds character to a person. It has become a way of life both in and out of the field. And these very same attitudes help a person to be ready not just in the court but also outside (i. e. corporate life). How we play a game makes us introspective in a sense that it assists us to re-evaluate ourselves and reflect on our behaviors. www. yogiberramuseum. org, 2005) Sportsmanship is also vital so as not have massive brawls and misunderstanding in a competition. Fair play creates a friendly atmosphere wherein athletes can really enjoy the game from the beginning until the end. Unconsciously, it creates the mood of the entire game and it lessens the tendency of the players to have arguments. It makes both the opposing teams feel as if that they are not competing at all but more of a friendly competition. Peak) Research analysts have also done studies wherein it supports that indeed, fair play is a factor to win or how the team approaches the game. Apologists of sports say reiterate that fair play is a great way to avoid addiction and violence. For them, it is a mere socialization of the players with one another. And thus, it implies that because of fair play, players have more blissful and energetic strategy as compared with players who does not have a sense of sportsmanship. (GA. , 2005) Earlier, we have said that winning is a big part of a game. But definitely, there are always two sides in a story. Generally, competitors view winning as unimportant but the more aggressive view is that, it is the only thing. And, the main reason why we compete in a sport is to ultimately win the game. We usually strive to win. This very same reason makes us ponder why fair play plays an important role in a competitive sport. Firstly, when we want to compete, we assume that our competitor will also give his/her one hundred percent and they will also strive to win. And to eventually win the game, both of you will give your best. When we give your best, alongside with it comes all your athletic ability and might hoping that in the end, you will be successful. This is the mere essence of competition and sports—to win—but more importantly, to play the game fair. (Feigley, 2007) This philosophy is vice versa—for the player to win, he must give his best so that his best will let him win. Additionally, when both players give their best efforts, there will always be another chance where the two of you will meet again. This will be an advantage on both parts because through this, you now both know the strengths and weaknesses of each other. And because of this, both of the players can now plan their strategies so that they can beat the opponent next time they meet. And in so doing, they can also improve their skills and sports. In conjunction with such, the player must play fair so that both can give their best efforts that will eventually give them a sense of satisfaction. Also, as mentioned above, playing fair is also a form of socialization. When we enter into a competition, we should also bear in mind that after every after game, there will always be another chance wherein the two of you will meet again. It will also be an advantage to know your opponent not just on the court but more so, personally. You cannot just discuss your strategies but also, you can also create camaraderie, connections and friendships. This is an advantage for both players because you not only gave the audience what they are craving for; but also, it also shows that you can be defeated gracefully, which is commendable in the audiences point of view. Being a sport also gives the player a sense of â€Å"self-improvement†. Further elaborated, when the player becomes the loser, this gives him a lesson that he should constantly improve his sport or craft so that next time, he will win. Now, in view point of the winner, this does not mean that he should always be confident in his abilities. He should also be constantly honing his talent because there will always be someone out there that is better than him that might outshine him one day. Fair play serves as a constant reminder for both the player to always sharpen their respective craft to improve themselves and consequently, achieve their primary goal—which is, to win. Now, like mentioned from above, fair play does not only apply to the player. It should also apply to the other people that are prominent in a game like the coaches and other officials. There is no denying that coaches are a huge factor to develop a character and sense of sportsmanship of a player. They serve as the primary teacher which teaches us to be not just great players but also, as the ones that we take our basic course in sports. Now, since they are considered as the first teachers, it is inevitable that they should also serve as role models for players. Players should not be treated as the only stars in the game. The coaches and officials should also be a sport. This does not only break the rule of being a â€Å"teacher’ but also, it conforms to the notion of fair play. Coaches should also be able to accept winning and defeat gracefully. This does not only generate respect from the audience but more importantly, they also earn the respect of their fellow coaches and officials. And when they have already earned that respect, they should also learn to repay it to their players. With every lesson or new technique or strategy that they teach their players, it should also be accompanied with the constant lesson that the players should also learn how to be humble, or, in other words, be a sport. The whole concept of fair play will not be complete without being empathetic with the audiences. We have seen in televisions how the audiences react whenever their favorite soccer team makes a goal. The audiences should also have a proper etiquette whenever they watch their favorite team play. More often than not, audiences get too excited for their teams and eventually, it causes chaos in more ways than one. The audience should also have a concept of fair play so that there will be no casualties (both physical and egoistical) in the end. Just like their idols, they should also learn to accept defeat gracefully and understandingly. The concept of fair play or sportsmanship has been a â€Å"golden rule† in the world of sports ever since time in memoriam. Basically, it only states that players should show respect and should be fair in following the rules of the game. Not only should it apply for the players but also, for the coaches, officials and the audiences as well. Practicing fair play plays a great role in winning a game because it becomes a part of the whole game itself. Being fair implies a big responsibility not just for the players but also for the coaches, officials and the audiences as well. In playing fair, the player can re-evaluate his abilities and the strategies that he is employing if ever he losses a game. But this does not mean that the winner should now be always confident; he should rather practice more so as to hone his skills and so that, he can maintain his winning streak. Also, being fair builds camaraderie amongst players. For some, it is a form of socialization. Not only does it create friendships but also, it can also be a foundation of connections and a little bit of fame. Still, in a player’s point of point of view, it builds character. Generally, in sports, the coaches are considered as the first teachers of the athletes. They are the ones that should be responsible for how players behave and carry out the game. More importantly, they are the ones that sportsmanship should be highly visible because after all, they are the ones that created great, responsible and humble players. They should also know how to accept defeat gracefully because after all, in every game, there is always a winner and a loser. This should also be true for the officials because it is in their hands that the whole flow of the game lies. Also, they are considered as the â€Å"big boss† in a game and consequently, they can serve as a door for opportunities and a great entertainment for the audience. Lastly, to make this whole philosophy be holistic, it should also apply with the audiences. Around the world, there have been hundred reports that a simple game between two rival soccer teams causes many casualties and even suspensions for both teams. Audiences should know how to act properly in a game and should not be over excited regarding their respective teams. They should practice the concept of sportsmanship so that everything will be fair. In conclusion, the concept of sportsmanship has long been around and it is practiced since time in memoriam. It is an unwritten wherein it can save or break a game (or in some cases, even players and managers). Since it is a rule, it should be respected; but there are also situations where it has been violated and the violators have paid their price. To break it down, it is just a simple rule but pertains a heavy load of responsibility and consequences. And these consequences are downright heavy so it is will be much better for the players to just practice this philosophy so as not to get their selves into a big trouble and maybe one day, save their lives.

The Extraordinary Olive Essay -- Botany

The Extraordinary Olive The several uses of the olive tree, Olea europaea L., have long been recognized and celebrated by human civilization. Olive trees have been cultivated since prehistoric times in Asia Minor, and introduced with human migration and trade throughout the Mediterranean and Europe, into Africa, and eventually into New Zealand and North America. Thomas (1995) lists the beginning of olive cultivation as aproximately 3000 B.C. Olives appear in one of the first cookbooks ever discovered. As long ago as the 17th century B.C., the olive was considered sacred. In Greek mythology, Athena is said to have placed an olive tree on the Acropolis in order to win over the denizens of Attica, a favor for which the city became her namesake, Athens (Anonymous 1997). The champion at the Olympic Games was crowned with its leaves. "Offering an olive branch" is synonymous with peaceful intentions. The oil was burned in the lamps of sacred temples, as well as being the "eternal flame" of the Olympic games. There are many references to the olive in the Bible. One of the most significant is in the tale of Noah and the Flood. The dove, sent out to search for a sign of land and life, returned with none other than an olive branch. Moses proclaimed that all men who worked to cultivate olives were exempt from military service (Grieve 1995). The olive is often referred to as a symbol of goodness, purity, and life. The miracle of Hanukkah was the olive oil which burned for eight nights when there was only enough to last for one day (Prero 1996). It is clear that the olive was an important part of life in the Mediterranean, as is the world over today. Description Olive trees are graceful in appearance, with elegant lanceolate silv... ... shallow. The "mission olive" of California derives its name from the Franciscan missionaries who originally planted them near San Diego around 1759 (Anonymous 1997). Olive production has also recently spread to New Zealand and Australia, but these continue to be incidental yields in comparison to the Mediterranean region. References Anonymous. 1997. Olives. Grieve, M. 1995. Botanical.com; A Modern Herbal. Olive. Electric Newt. Neff, R. and D. ResSeguie. 1995. Oil of Olives, An Ancient Wonder. Sundance Natural Foods. Prero, Y. 1996. Chanukah and Olive Oil: Lessons in Devotion. YomTov, vol.II#22. Thomas, J. Dec, 1995. Olive Fact Sheet. Tous, J. and L. Ferguson. 1996. Mediterranean Fruits. From J. Janick (ed.) Progress in New Crops. ASHS Press, Arlington, VA. p.416-430. U.S.D.A. 1995. An Economic Assessment of Olives. (Executive Summary).

Perfume Market in China

Strategy for UNIQLO in India Class: Global Strategy – Optimizing your Global Footprint Professor: Mark Roeske Students: Hidenobu Hayakawa Nagasaka Sohta Nguyen Thanh Thi Phuong Waseda Summer Intensive , August 2012 Final Report Final Report [STRATEGY FOR UNIQLO IN INDIA CONTENTS Executive Summary PART I/ UNIQLO and Apparel Industry – Overview of UNIQLO business – Apparel Industry: Value Chain & Key Success Factors PART II/ Environmental Analysis – PEST analysis for India – 5 Forces analysis for Apparel industry in India – SWOT analysis for UNIQLO’s entering into IndiaPART III/ Strategy Formation – Entry Strategy: Entry Mode – Expansion Strategy: 3 Phases – Implementation Plan: 4P, AAA Conclusion Reference Appendix 2 Final Report [STRATEGY FOR UNIQLO IN INDIA EXECUTIVE SUMMARY Japan is famous for innovation and high-tech manufacturing industries but not for fashion. However, this fact should be reconsidered since th e brand UNIQLO, a true Japanese fashion brand, now can be found in the biggest cities of the world from world-class shopping malls like Ginza (Tokyo), Fifth Avenue (New York) to the streets of Shanghai and Malaysia.UNIQLO is the main brand of Fast Retailing Co. , Ltd (see Appendix 1 for Corporate Profile), the largest producer in apparel retailing industry in Japan and ranks the fourth in the world (after ZARA, H&M and GAP). Mr. Tadashi Yanai, the founder a nd current CEO of Fast Retailing (FR) used to be the richest man in Japan. In this report, we develop the strategy to bring UNIQLO to the world second largest population, India. The reasons why we choose this plan can be explained briefly as following.Fast Retailing aims at becoming the number one apparel retailer in the world by 2020. In order to achieve this ambitious vision, they need to boost up sales from other markets other than depending only on the already-saturated Japanese market. First venturing into international mark ets in 2001, UNIQLO now has worldwide operations, including in the U. K. , China, Hong Kong, South Korea, the United States, France, Singapore, Russia, Taiwan and Malaysia. There are very few big economies in the world that UNIQLO has not touched, which includes India.The reason for choosing India as the next destination of UNIQLO brand is mainly because of the attraction of India itself with a big population and rising GDP growth as well as an warm-welcome legal environment for foreign investment. About the structure of this report, we divide in three different parts. The first one will give an overview of UNIQLO brand, its position versa other world-top apparel brands. This part also explains the value chain of apparel industry focusing on SPA model and its relevant key success factors. The second part provides an in-depth but compact environmental analysis of India n general and its apparel industry. Based on the country and industry analysis, a summary of external and internal f actors affectin g the introduction of UNIQLO brand into India is shown in the SWOT analysis. The last but most important 3 Final Report [STRATEGY FOR UNIQLO IN INDIA part of the report focuses on forming the entry strategy as well as expansion strategy for UNIQLO in Indian market. The main data source for this report is the FR’s latest annual report for fiscal year ended August 31, 2011 as well as information available on reliable websites, which are shown in the Reference.PART I/ UNIQLO and Japanese Apparel Industry UNIQLO of Fast Retailing â€Å"Changing the World with Truly Great Clothing† is the motto of Fast Retailing which show s the corporation’s spirit, vision and strategy. The specialty retailer UNIQLO, the Group’s mainstay operation, has enjoyed strong growth by offering high-quality casual wear at reasonable prices based on its SPA (Specialty store retailer of Private label Apparel) business model, which spans product design, manufacture, distr ibution and retail. UNIQLO’s products range from denim, cashmere, knitwear & underwear to men & women jeans, trousers, shorts, shirts and t-shirts.The first UNIQLO store opened in 1984 and as mentioned above, UNIQLO now has operations in U. K. , China, Hong Kong, South Korea, the United States, France, Singapore, Russia, Taiwan and Malaysia. In 2011, th ey opened global flagship stores in Taipei, Seoul and on New York’s prestigious Fifth Avenue, as part of plans to grow business worldwide. At the end of fiscal 2011, they had 843 stores in Japan and 181 stores in other markets. Their breakthrough products include HEAT-TECH inner wear line, Ultra Light Down jackets and Cool biz line. In Japan, UNIQLO is the nation’s largest apparel retailer, with a 5. % 1 share of the 10. 7 trillion yen Japanese apparel market, and 843 stores nationwide at the end of fiscal 20 11. In fiscal 2011, sales increased 28. 7% year on year to 93. 7 billion yen and operating profit grew 40 . 6% to 8. 9 billion yen. While this is still only a small amount compared to UNIQLO Japan’s sales of 600. 1 billion yen, UNIQLO international’s operations in Asia are providing highly profitable. The total number of UNIQLO International stores stood at 181 at the end of August 2011. They plan to add another 107 to boost the total to 288 stores by the end of August 2012. Fast Retailing’s Annual Report 2011 4 Final Report [STRATEGY FOR UNIQLO IN INDIA The chart below envisions the breakdown of UNIQLO sales in the future: (Source: Annual report yearend 2011, Fast Retailing Co. , Ltd) Apparel Industry The following chart shows the current ranking of major global SPAs in the apparel world (Source: Annual report yearend 2011, Fast Retailing Co. , Ltd) SPA business model incorporates the entire clothes-making process from procurement of materials, product planning, development and manufacture through distribution and retail to inventory management.To ensure the develo pment of products of exceptional quality, UNIQLO has refined its SPA business model to control the entire business process (see UNIQLO business model in Appendix 2). UNIQLO successfully differentiates itself from other companies by developing unique products and minimize store operation cost. This model is described in the flow of supply and key success factors are identified as below: ?1) Product Planning Key Success Factor: Product development based on customer feedback. Market-Out is a one of key driver for UNIQULO to attract consumer where their preference are diversified. Final Report [STRATEGY FOR UNIQLO IN INDIA ?2) Raw material Purchase Key Success Factor: Material procurement from around the world. The UNIQLO Material Development Team is able to procure high-quality materials at low costs through direct negotiations with and bulk purchases from material manufacturers globally. ?3) Production Key Success Factor: a) Expert technical guidance at factories emphasizes quality in order to produce millions of products of standardized quality. b) Flexible to produce in small unit(lot) ? 4) Sales & Marketing Key Success Factor: Flagship Stores Boosts the BrandUNIQLO is seeking to build its brand through its network of global flagship stores. Global flagship stores serve as hubs to get out the UNIQLO message, and concept of high-quality basics, while showcasing what sets UNIQLO apart from competitors such as H&M, Zara or Gap. PART II/ Environmental Analysis 1/ PEST analysis for India India, officially the Republic of India, is a country in South Asia. Its population is around 1. 2 billion, second largest after China. In term of the ease of doing business, India ranks 132nd, even worse than Pakistan (105th). ? Political factor:About its political system, India is the world's most populous democracy with a parliamentary republic with a multi-party system. However, India ranks 95th over 185 countries in term of corruption rate and the corporation tax is really hig h at 40%. The law was changed in 2011 and it allows foreign companies to have wholly own subsidiary. Although tax and corruption are negative points, there are lots of positive points as the current Prime Minister, Manmohan Singh, promised to bring more transparency in work of public servant and create no barriers to investment in India ?Potential impact to UNIQLO: It is an ideal timing for UQNILO to go to India now because from 24th November 2011, Indian government allowed a foreign company to have its wholly-own subsidiary of retailer. However, it needs to pay attention to potential legal risks from Indian inflexible Labor Law, for 6 Final Report [STRATEGY FOR UNIQLO IN INDIA example, practically impossible to fire someone in India, requiring payment of annual bonuses even if the company wasn’t profitable, high compensation for workers that suffer injury/death on site of employment and trend of getting stringent on working condition and minimum wage law enforcement. Economi c factor: India is a rapidly rising power. Its GDP growth rate is impressively high (2009: 8. 24%, 2010: 9. 55%, 2011: 6. 86%). In term of nominal GDP, it ranks 11th in the world. Nevertheless, GDP per capita is very low compared to the other BRIC countries ($1,389, 140th ranking). India contains the largest concentration of people living below the World Bank's international poverty line of US$1. 25 per day. Inflation rate is very high of 11. 99% in 2010 and 8. 63% in 2011. As for apparel industry, the total market capitalization is expected to increase from US$32. billion in 2009 to US$57 billion in 2015. ?Potential impact to UNIQLO: consumer’s demand is increasing more and more in the future. Therefore, Indian apparel market creates a huge chance for UNIQLO. However, India is too big to deal with as a one country, so that cities are important to define business strategy. The first targeted destination should be Mumbai, which is the biggest city in population (12. 5 mil peop le) and its density (20,694/km2) is four times higher than Tokyo (5,541/km2). It is absolutely a very promising business because there is no tariff to clothing between Japan and India from 2010. Social factors: Population growth rate is 1. 4% per year and India is expected to reach 1. 4 billion in 2030. The literacy rate is about 74. 04% (2011) and there are more than 90 million English speakers. This population is divided in the following age structure: 0-14 years: 31. 8%, 15-64 years: 63. 1% and 65 years and above: 5. 1%. Their lands are fertile and very good for agriculture. The weather is various in locations and there are summer and winter and raining seasons. ?Potential impact to UNIQLO: UNIQLO should make unique comfortable products suitable for various climates.Although India provides cheap labor cost, the deviation in salary base in India is very large, 2-3 times difference by education and 20-30 times difference for professionals. Another important factor for consideration is related to the labor union in India. There are about 8,000 Labor Unions and they are very active. 7 Final Report ? [STRATEGY FOR UNIQLO IN INDIA Technology factors: India is well-known as the land of IT outsourcing, so the infrastructure as well as transport and communication should be good. Nevertheless, there are more and more blackouts recently.As for textile, India is a big textile producer as being the largest producer of Jute, Cotton, Silk, Cellulosic and Synthetic fiber/Yarn. ?Potential impact to UNIQLO: in the long run, UNIQLO should make its own products in India to take the advantage of cheap raw material and low-paid labor sources. However, they now need to build up their distribution from the scratch. 2/ 5 Forces analysis for apparel industry of India In general, the PEST analysis shows favorable results to the business plan of introducing UNIQLO brand in India.In order to form the entry mode as well as competition strategy for UNIQLO, an in-depth understanding of cu rrent apparel industry of India is needed. The 5 forces model of Porter is applied to identify involving forces of this industry and details are shown below: ? Threat of new entrants: High Barrier to new entrant into apparel industry is low because there are no restrictions and the current Indian government shows warm welcome to foreign investment. On the other hand, â€Å"Functional Fiber’’ could lose its uniqueness and distinctiveness by products from other apparel companies.For example, Private brand from Chemical companies (like Du Pont Company) could be our rival in this category. ? Bargaining power of suppliers: Low As the main raw materials are â€Å"Cotton and Functional fiber’’ and cotton is commodity, UNIQLO can find the cotton source from various suppliers in and outside the country. More importantly, UNIQLO has a strong sourcing of functional fiber from Toray, its strategic partner. They have had a good corpo ration on global base under a lo ng-term contract. Finally, access to distribution channels is not limited and retailers provide shelf-space when they receive listing fees here in India. Bargaining power of buyer: Medium There is no switching cost for buyers. Most of the POS (Point of sales) are PAPAMAMA shop but they are small in size and not able to exercise buying power. However, due to the regulation change in 2010 8 Final Report [STRATEGY FOR UNIQLO IN INDIA with regard to the field of retailer, quantity of mass–retailers has been increasing at urban area, making buyer bargaining power stronger. Consumer spending on fashion products has grown at 7. 1% annually from 2002 through 2010. There is a rising affluence which helps to increase brand awareness among Indian consumers.Indian is among the most brand conscious countries in the world (according to the â€Å"Nielsen Global Luxury Brands Study†). Indian often spend around 100$ on an average for apparel. To them, the most important factor is the l ook and feel of the product and price is also another important factor. Therefore, UNIQLO should market itself as the highly functional and innovative clothing brand from Japan to be sold at reasonable price. ? Threat of substitute products of service: High The substitutes are various from price, quality to brand as well as ease of access to customers.Local apparel manufacturers have consolidated in group and they are strong at low-cost operation. Still people have preference in local style outfit (their traditional custom: sari). ? Rivalry of competition: High India is considered an attractive market for luxury brands, about 50 premium and luxury brands, including Zara, GAP, Tommy Hilfiger, Guess, Benetton, Levi’s etc, have opened stores in India in recent years. Direct competitors of SPAs like UNIQLO (GAP and Zara) have been doing business in India and they have solid portions of market share in the non-functional category. Rivalry among existing companies is fierce.Regardi ng strengths and weaknesses of current competitors, Zara’s strength lies in its ability to quickly bring the latest designs to its stores while Levi’s and Benetton strengths are in their supply chains as they have been in India for more than 10 years. Shopper’s stop and Provogue are local players and they are available in more locations of customer attraction. However, current competitors also have weaknesses like: due to fewer seasonal variations, driving new fashions every season hasn’t been easy for them. Except Benetton, most of other brands do not offer traditional (embroidery) and colorful stuff, which Indians prefer more.Some of the competitors do not have good distribution infrastructure. In brief, the market in India is still in its early ages and is growing at a high rate. A lot of other premium brands are planning to open their stores in India soon. Market size is big especially in its tier-1 three most populous cities namely Mumbai, New Delhi and Bangalore (more than 30 million people in total). 9 Final Report [STRATEGY FOR UNIQLO IN INDIA UNIQLO targets customers of all ages and genders, but in its first bricks, it should focus on customer aging from 15-64 and who is more brand conscious.The targeted customers should earn more than $100 dollars per month to afford UNIQLO products. 3/ SWOT analysis for UNIQLO in India The overview of UNIQLO business and the results of PEST and 5 forces analysis help us recognize the external factors and internal factors affecting to the investment decision and strategy formation of UNIQLO in India. All important factors are summarized in the SWOT frameworks below: Strengths Weakness – High quality, functional products for wide range of customer and to be sold at – UNIQLO originally had image of cheap clothes for everybody with basic designs Japanese culture is still the core value of FR reasonable price – Being famous for innovative products back up by Japan technolo gy innovation while Indian working culture is very much different. – Having strategic cooperation with suppliers (TORAY) – Shortage of global human resources due to the language barriers. – Having strong global footprint – Lack of well-established distribution network – Good SCM with SPA model – The financial status is very healthy Opportunities Threats – Increasing demand of functional products with high-tech and innovative materials in government welcomes oreign investment (apparel) – High Yen – Increase of purchasing power and brand consciousness in India price for market share. – Instability of consumption tax and regulations the second populous world. – Indian – Strong competition which may cause a war of – Different wear behavior of targeted customers and poor access to shopping centers – The global economic downturn and Indian slow GDP growth – Social matters (labor union, war with Afghan, security risk, market exit) – High rental at shopping mall 10 Final Report [STRATEGY FOR UNIQLO IN INDIA PART III/ Strategy Formation 1/ StrategyBased on environmental analysis as well as strengths and weaknesses of UNIQLO, following is the suggested strategies for UNIQLO upon entering into India. Vision: Becoming the number one lifestyle apparel SPA in India in next 10 years. ? Value Positioning: highly functional clothes selling at middle to high price ? Competitive strategy: Differentiation by innovative product and aiming to be creator of new clothe types (ex: HEAT-TECH or Ultra Light Down Jacket lines) ? Targeted segmentation: Customer aging from 15 to 64 years old of both genders, belonging to the social classes having medium and high-income, living in urban area. Entry mode: first entering as a wholly-own subsidiary of Fast Retailing Co. , Ltd and later expand the store networks through alliance with strategic retailers or franchising/licensing models . UNIQLO had very successful business results with the wholly-own branch model in other countries like China, US and EU, which should be an advantage for them in India. ? Expansion Strategy: Phase-based model Phase 1 (Year 1 – Year 2) Market penetration & Brand and Network building Target: Having piloted 5 big-sized stores in the five most condensed shopping malls of Mumbai (5 stores) Phase 2 (Year 3- Year 5)Brand building & Regional expansion Target: Having 10 stores in malls of 4 big cities: Mumbai, Delhi, new Delhi and Bangalore (40 stores) Phase 3 (Year 6 ~ Year 10) Brand strengthening & National expansion Target: Building the first flagship store in Mumbai and having in total 100 stores nation-wide (1 flagship and 100 stores) 2/ Implementation plan: To realize the above strategy, 4P marketing framework has been applied and details are shown in the table below: 11 Final Report [STRATEGY FOR UNIQLO IN INDIA Products Place – Phase 1: emphasize functional inner wear à ¢â‚¬â€œ Phase 1: start from big-sized stores in top-tier ine (heat-up and cool-biz types). This makes shopping malls in Mumbai and corporate with Indian more comfortable when combining domestic retailers who are easy to be controlled UNIQLO innerwear with their traditional by UNIQLO. sari. – Phase 2: develop various stores in big and – Phase 2: offer diverse casual apparel small shopping malls in top 4 biggest cities products of vivid designs for men and including Mumbai, Delhi, New Delhi, and women for any occasions. (T-shirt, sleeveless Bangalore. dress, jackets, jeans, etc ) – Phase 3: design styles and develop materials for Indian market to turn UNIQLO as the Phase 3: Open one world-class flagship store in Mumbai and increase the store quantity through franchising or licensing nation-wide. leading lifestyle clothes for domestic people. Price Promotion – Pricing for UNIQLO in India will be based – The store design, furniture, fixtures and music competitors’ pricing in India as well as its are all carefully planned and coordinated to global price strategy. create a shopping experience that reflects – Considering UNIQLO’s unique differentiated products and the income of target customers, the price will range from medium to high. global UNIQLO's brand concept. Marketing strategy will emphasize on the senses to inspire the aspiration lifestyles as – The possibility of lowering price of some Unique Clothing via strong investment in products is high because GPD per capita of advertising on TVs, journalism and on-line India is still very low compared to other websites. Discounts at weekends and special BRICs. ceremonies will be applied to boost the sales. Moreover, India is a totally different market compared to its home Japan in term of culture, religion and politics. Therefore, in order to win in this market, UNIQLO must follow the triple A strategy for its global operation and planning. Adaptation: India is very big and varies in climate, tribes, religion and tradition. Therefore, UNIQLO has to provide diverse products adapting to wear behavior of localities . For example, in Mumbai, where UNIQLO aims to open first stores, is very hot so UNIQLO's high -tech dry T-shirt would be ideal. At the very end, UNIQLO should provide the specific design and fabric exclusively for India (ex: embroidery products with vivid color). By adapting the firm’s products and services to the local 12 Final Report [STRATEGY FOR UNIQLO IN INDIA context, it can boost revenues and market share. ?Aggregation: India's population is 10 times than Japan and this market is getting bigger and bigger. Therefore, if UNIQLO makes a big success in Indian market, they would get the benefits of economy of scale by turning India into regional or even global operation of UNIQLO. Although they now have a production factory in Sri Lanka, India is a very much bigger market connecting to the Asian sub continent. I n the future, all development, production and marketing can be grouped in India as the regional operations headquarter. ? Arbitrage: India has a big apparel cluster and cheap labor force.On the other hand, now in China, where 80% productions of UNIQLO products are there, labor wage is increasing rapidly. If UNIQLO decided to go to India, they can move factories from China to India to reduce to cost burden as well as avoid the threat of intense political conflict between China and Japan. CONCLUSION UNIQLO aims to create apparel MADE FOR ALL, offering the elements of style in clothes that suit diverse values of customers. Therefore, although India is diverse in term of culture and shopping behavior, in the one-world one-market era, UNIQLO has a big chance.According to us, short-term goal for UNIQLO is to set up profitable business model and increase brand awareness. Long-term goal is to be a leading lifestyle brand in India. Starting from high-profile shopping centers, then flagship s tores but eventually UNIQLO would become popular functional casual clothing that its shops can be found in every cities of India. As for organization and operation, to meet up with the huge demand of labor force in the future, we suggest UNIQLO to recruit and train university graduates in India in the same way as in Japan (either in India or Japan).The fresh approach to staff training will facilitate aggressive new stores openings in India later. Finally, regarding the corporate culture, in order to avoid cultural conflicts as well as to preserve UNIQLO’s Japanese Core Values amid Globalization, (UNIQLO is a company born and bred in Japan), they should balance and integrate its Japanese DNA and Indian DNA to feature itself as a new type of Japanese-originated global corporation. 13 Final Report [STRATEGY FOR UNIQLO IN INDIA REFERENCE 1/ Note on Globalization and Strategy http://www. iese. edu/en/files/AR-Apuntes9. pdf 2/ Fast Retailing Latest Annual Report 2011 http://www. as tretailing. com/eng/ir/library/annual. html 3/ Other websites: http://www. jetro. go. jp/world/asia/in/biznews/4ed43b5b0cb20 http://www. jetro. go. jp/world/asia/in/invest_04/ http://en. wikipedia. org/wiki/Corruption_Perceptions_Index http://ja. wikipedia. org/wiki/%E3%82%A4%E3%83%B3%E3%83%89 http://www. google. co. jp/publicdata/explore? ds=d5bncppjof8f9_=ny_gdp_mktp_kd_zg m=country:IND=ja=ja=%E3%82%A4%E3%83%B3%E3%83%89gdp%E6%88%90%E9%95 %B7%E7%8E%87) http://ja. wikipedia. org/wiki/%E3%82%A4%E3%83%B3%E3%83%89) http://www. google. co. jp/url? sa=t=j==s=web=1=0CGAQFjAA =http%3A%2F%2Fcsi. ckinsey. com%2F~%2Fmedia%2FExtranets%2FConsumer%2520Shopper%252 0Insights%2FReports%2FIndias_fast_growing_apparel_market. ashx=LtM0UN7mGIb4mAWmwoG YCQ=AFQjCNE5VELIQ-B385iwXw_VnAjkCscOCw=rXzMNQp0szM7wLXWKzPqXQ http://ja. wikipedia. org/wiki/%E3%82%A4%E3%83%B3%E3%83%89 http://ecodb. net/country/IN/imf_inflation. html#pcpipch http://www. meti. go. jp/policy/trade_policy/epa/country/pdf/india0408. pdf h ttp://www. google. co. jp/url? sa=t=j==s=web=1=0CGAQFjAA =http%3A%2F%2Fcsi. mckinsey. com%2F~%2Fmedia%2FExtranets%2FConsumer%2520Shopper%252 0Insights%2FReports%2FIndias_fast_growing_apparel_market. shx=LtM0UN7mGIb4mAWmwoG YCQ=AFQjCNE5VELIQ-B385iwXw_VnAjkCscOCw=rXzMNQp0szM7wLXWKzPqXQ http://www. indexmundi. com/india/age_structure. ht 14 Final Report [STRATEGY FOR UNIQLO IN INDIA APPENDIX Appendix 1: Fast Retailing Corporation Profile Index Figure Country Japan Found year 1963 Sales( billion) 820. 35(2011. 8) Net profit( billion) 54. 35 Total assets( billion) 533. 78 ROE(%) 18. 1 Market value (() 14,742 Stores 2088 (10 countries) Employees (full-time) 14,612 Region sales rate 73(Japan):27(Oversea) (Source: Annual report yearend 2011, Fast Retailing Co. , Ltd) 15

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