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The paper “ UNIQLO Co Ltd - 0 Marketing Objectives, Product Adaptation, Promotion Mix, Distribution, Price Determination, and Terms of Sales” is a   convincing variant of case study on marketing. The history of Japan’ s textile industry could be dated from 710 AD during the Nara era. Though several studies about garment firms in Japan exist, little is known of the Japanese clothing industry before the eighteenth century. According to researchers, the Japanese clothing and accessories industry was influenced by Asian clothing companies specifically; Chinese and Korean firms. Today, garment enterprises in Japan play a prominent role in enhancing the Japanese economy.

The textile firms form the seedbed for the Japanese economy because they provide employment opportunities to a large mass of people, and also provide the country with foreign exchange. That notwithstanding, the clothing and accessories industry in Japan faced numerous challenges, which hinder the realization of its full potential. One of the main challenges is the import invasion by international firms, and low quality-textiles due to unreliable climate conditions in Japan (Farrell, 2008). To address these challenges, many garment manufacturing firms have adopted ICT with a view of enhancing their performance.

With this regard, the textile industry in Japan that was traditionally labor-intensive has been mechanized. Also, textile experts are constantly researching on cost-effective methods of farming to counter harsh climatic conditions. As a result, the Japanese textile industry has witnessed growth and expansion. UNIQLO Co. Ltd has for long dominated the clothing and accessories market in Japan. The company looks forward to expanding its operations to other regions. Brazil provides the ideal destination for expansion due to its location, high population, and growing market.

UNIQLO shall base itself in such major cities as Rio de Janeiro, Sao Paulo, Brasilia, and Salvador. These cities are vibrant with high population growth. Brazil is a major tourist destination with over 30 million tourists annually. Therefore, the cities can provide an ideal clientele base for UNIQLO products. To shed more light on UNIQLO’ s investment plans in the region, this report shall study the following; marketing objectives, product adaptation, or modification, promotion mix, distribution, price determination, terms of sale, and, methods of payment. 2.0 Marketing Objectives2.1 UNIQLO Specific ObjectivesOrganizations’ marketing objectives could be continued existence, profit maximization, and market dominance.

UNIQLO Co. Ltd aims at becoming the market leader in the clothing and accessories across Brazil through value creation, adoption of information technology in creating superior brands, and conducting advertising campaigns. In so doing, the company will take into consideration environmentally, as well as, economic practices. 2.2. Target MarketThe target market for UNIQLO Co. Ltd will be largely based on demographics and purchase power variables. The company intends to increase the selling of more clothing and accessories, in order to achieve growth.

UNIQLO Co. Ltd understands that different age groups have diverse needs and interests. As such, the company will classify its target market into three that is, young people, adults and industrial market segments. UNIQLO Co. Ltd will develop new brands to appeal to young people between the age of 14 and 29. According to Palmer (1996), the young individual provides the greatest opportunity for markets because of their explorative nature, influence and minimal resistance to new products. Notably, the youth has a strong association with fashion styles, and wooing them will enhance the company’ s competitiveness in the market.

The fashion cognizant young individuals are usually early adaptors and buy clothing and accessories regularly. Therefore, the company intends to strengthen the brand image through promotion. To tap this market, the company has adequate plans for utilizing TV and social media, as the strategic advertising tools.    

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