Wednesday, May 20, 2020

Japanese Female Apparel Market For Japanese Women Essay

While the bubbly outfits with overflowing laces and floral patterns that highlight the soft and sensitive characteristics once dominated the female apparel market in Japan, nowadays, Japanese women prefer balancing out the femininity with some stylish mannish clothing. Figure 3, where the woman matched her black lace dress and high heels with an olive-green military jacket, perfectly exemplifies the chic â€Å"甘è ¾â€ºÃ£Æ'ŸãÆ'Æ'ã‚ ¯Ã£â€š ¹Ã£â€š ³Ã£Æ' ¼Ã£Æ'‡â€  (The sweet-and-sexy coordinates) adored by many Japanese female consumers. The concept of â€Å"甘è ¾â€ºÃ£Æ'ŸãÆ'Æ'ã‚ ¯Ã£â€š ¹Ã¢â‚¬  is so well received in Japan because it spices up the overall look with an exquisite aesthetic balance. Known for wanting to break away from the mainstream, young Japanese female quickly adopted MA-1 jacket and the â€Å"girly-military look† as a mean to expressive their individualism in contradiction to social norms. As a result, MA-1 jacket has slowly become a wardrobe staple for Japanese young women. Another significant aspect of MA-1 jacket that helps it secure its top-ranked position is its ability to â€Å"casual down† a dressy outfit. Directly translated from the Japanese-made English word, ã‚ «Ã£â€š ¸Ã£Æ' ¥Ã£â€š ¢Ã£Æ' «Ã£Æ'€ã‚ ¦Ã£Æ' ³, â€Å"casualing-down† coordinates means to dress-down, or to break down the formality of fancy clothing (FASHION PRESS). A notable change in style has swept over Japan when people began to embrace apparels that value both comfort and personal style. According to a survey conducted by Jiratanatiteenun, Mizutani, Sato, Kitaguchi, and Kajiwara in 2011, â€Å"Casual [style] was theShow MoreRelatedUniqlo Assessment Presentation and Project Report Environmental Analysis Apparel Brand Management1066 Words   |  5 PagesIntroduction UNIQLO was a Japanese apparel brand under UNIQLO Co., Ltd established in 1974. They offered â€Å"MADE FOR ALL† high quality causal wear at competitive price. The firm had earned a huge success and high reputation. They were starting online businesses in 2000 and stepped forward outside Japan, in 2001 opening their first oversea outlets in London UK. As international brand, UNIQLO set up their design studio for own products development next year. As of August 2011, UNIQLO internationalRead MoreUniqlo Assessment Presentation and Project Report Environmental Analysis Apparel Brand Management1076 Words   |  5 PagesIntroduction UNIQLO was a Japanese apparel brand under UNIQLO Co., Ltd established in 1974. They offered â€Å"MADE FOR ALL† high quality causal wear at competitive price. The firm had earned a huge success and high reputation. They were starting online businesses in 2000 and stepped forward outside Japan, in 2001 opening their first oversea outlets in London UK. As international brand, UNIQLO set up their design studio for own products development next year. As of August 2011, UNIQLO international hadRead MoreUniqlo Company Profile1141 Words   |  5 Pages* Annual revenue 2012 * Net sales 153.0 +23.3% * Operating income 14.5 +65.4% * Store number*1,085 * Type of retailer by retail mix: Specialty store  retailer  of Private label Apparel UNIQLO was the first company in Japan to establish an SPA (Specialty store retailer of Private label Apparel)* model encompassing all stages of the business—from design and production to final sale. * Type of retailer by ownership: Independent retailer * Major competitors: Hamp;M, GAP *Read MoreGlobal Market Essay example891 Words   |  4 PagesGlobal Market The Callaway Golf might have pros and cons if they prefer either to use of a global marketing or multi-domestic marketing. The Callaway Golf can have a big market in worldwide which may increase the amount of its revenue. Moreover, the products of Callaway can be known by people around the world, especially who interested in golf. By using the global marketing approach to marketing for Callaway, the company may have no problem in producing and distributing its products to other countriesRead MoreMarketing Of Online Shopping For Fashion1306 Words   |  6 Pagesespecially for young women. The fashion market in South korea is saturated with fast fashion at affordable pricing. Soo-Hee Kim, founder of StyleNanda, saw the chance to provide vibrant and unique fashion clothing to young women, thus StyleNanda started out online in 2005. A) Business market of StyleNanda Customer base: Demographics The age range of StyleNanda’s customer base is women between age 18 to 35. The company predominantly targets young middle class working women with high disposableRead MoreWomen and Sports1522 Words   |  7 PagesLiterature Thesis There is a definite correlation between the economics of professional women ¡Ã‚ ¦s sports and their ultimate success. As most success in sport leagues, teams and associations are measured by longevity, win/loss records, and most importantly, revenue, the footprint of female competition at the professional level has not been paramount at any point in our history. Professional women ¡Ã‚ ¦s athletics is characterized by an economic model and a level of acceptance amongst the massesRead MoreDesigner Yohi Yamamoto1820 Words   |  7 PagesConsidered a poet of craftsmanship and clothing, Japanese designer Yohji Yamamoto revolutionized the Western industry as the innovator of â€Å"anti-fashion,† an experimenter in Avant-Garde, and a philosopher of subversive thought. Leading in the ‘new wave’ of 80s Japan fashion alongside Rei Kawakubo, Issey Miyake and other designers, Yamamoto marked a brand that was inherently defiant and acutely fluid, putting pieces on the runway that accentuated the space between fabric and skin rather than condensedRead MoreMotorcycle Industry Analysis1271 Words   |  6 Pagesup almost half of their business through sales of parts, accessories, and apparel. In 1997 approximately 6.5 million motorcycles were owned in the United States, with California having almost two times more retail outlets than any other state. In terms of rider distribution, California, Texas, New York, Florida, and Ohio accounted for more than one-third of all motorcycle ownership in the U.S. In terms of a target market there seems to be no specific or clear differentiation. Below are some statisticsRead MoreForever 21 Marketing Plan4752 Words   |  20 PagesForever 21 Marketing Plan ïÆ' ¼ Index 1. Executive Summary†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦3 2. Environmental Analysis†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦.3 2.1 Apparel Market Analysis†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦.3 2.2 Competitive Analysis†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢ € ¦.†¦5 2.3 SWOT Analysis†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.7 3. Objectives†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦10 4. Marketing Strategies†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦12 5. Detailed Action Plan†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Read MoreStanding Tall: Japan’s Resilient Luxury Market5129 Words   |  21 PagesResilient Luxury Market Brian Salsberg Naomi Yamakawa Photograph: Abbie Chessler 2 In the immediate aftermath of the tsunami, earthquake and nuclear disaster that hit Japan last year, killing 19,000 people and battering the nation’s already shaky confidence, it was hardly surprising that people didn’t feel like shopping. At the time, the conventional wisdom was that such restraint was likely to last. People would still have to shop for essentials, of course, but the market for things like

No comments:

Post a Comment

Note: Only a member of this blog may post a comment.