Critical Appraisal of

Global Marketing and

Digital Business
Practices of Levi Strauss
& Co.
Global Marketing and digital business
Pratik Shrestha (21240206) Pratik_thu@yahoo.com

Source:(Levi Strauss, 2017)

Table of Contents
Global Marketing and digital business 1
Pratik Shrestha (21240206) Pratik_thu@yahoo.com 1
Introduction and Company Background 2
Macro and Micro Environmental Analysis 3
The Denim and Textile Industry in The U.S.A (Porters Five Forces Analysis) 3
The Japanese Denim industry (PESTEL Analysis) 4
Political/Legal factors: 4
Economic factors: 4
Socio-cultural factors: 4
Technological factors: 5
Ecological Factors: 5
SWOT Analysis of Levi Strauss and Co. 5
5
Analytical Comparison of The Denim and Textile Industry for Levi Strauss & Co in
U.S.A. and Japan (Porters Diamond Theory of National Advantage) 6
Internationalization Theories and Global Marketing Practice Analysis of Levi
Strauss & Co. and Levi Strauss Japan KK 7
1. The Uppsala Model of Internationalization 7
2. Transaction Cost Analysis (TCA) Model 8
3. Network Model 8
Critics of The Applied Internationalization Theories and Critical Normative
Implications for Levi Strauss Japan KK (Analysis of Case of Levi Strauss Japan KK,
Stanford Graduate School of Business) 9
Marketing Segmentation, Targeting, Positioning and Branding 10
Recommendations 11
Conclusion 11
References 12
Introduction and Company Background

This report aims to critically analyze the global Marketing strategies and Digital business models
used by Levi Strauss & Co. The Home Country is United States where the company was founded,
the targeted Host country for analysis is Japan. The Report will be addressing the challenges faced
during Japanese Jeans market penetration, Changing distribution channels and Pricing. A thorough
PESTLE analysis and SWOT Analysis will take place. As well as analyzing Levis Marketing mix,
Market Positioning, Consumer Targets and Segmentations. A Case of Levi Strauss Japan KK will be
analyzed to effectively apply implications of the internationalization theories and to Global
marketing strategy into Japan.

Levi Strauss & Co. was founded 1873 in San Francisco by Levi Strauss, specializing in riveted
denim jeans, different lines of casual and street fashion. The private held company is presently one of
the most renowned Apparel Brands as the Inventor of Denim in the 1870s and the modern Blue
Jeans in 1900s. Levi Strauss had always been successful, however in the early 60s they experienced
immense success in its business (Levi Strauss, 2017). The more casual look of the 1960s and 1970s
ushered in the "blue jeans craze" and served as a catalyst for the brand. In 1959 Levis jeans are
chosen for the American Pavilion at the Worlds Fair in Brussels and are exhibited at the American
Fashion Industries Presentation in Moscow, exporting garments to Europe. This was followed by
the establishment of Levi Strauss International (Based in Brussels) and Levi Strauss Far East (Based
in Singapore), beginning the companys expansion into Europe and Asia in 1965 (Levi Strauss,
2017).
Macro and Micro Environmental Analysis
The Denim and Textile Industry in The U.S.A (Porters Five Forces
Analysis)

The Japanese Denim industry (PESTEL Analysis)

Political/Legal factors:
Promotional activities are controlled by legal and political bodies in all nations. In the western part of
the world the denim industry advertising polices varies from that of Asia. In China Door to Door
sales are prohibited, and in Japan Censorship is taken very seriously for public content (Frue, 2017).
Legal restraints for distribution channels are relatively low. Linkage of trade and labor as well as
integrating worker rights provisions within the context of trade agreements are key as well. The
Japanese Government imposed policies affecting low birth rates and demographic shift to older
population, causing an immediate shrink in market demand (Frue, 2017).

Economic factors:
Varying local markets of countries to their disposable per capita income are the economic factors
considerable to the customers. Standardization of products cause a fluctuation in pricing and reduced
market capture in poorer countries according to the aforementioned factors. The denim industry has
levels of prices depending on brand statutory that might be difficult to penetrate certain markets. For
example. Levis Jeans have a high brand value with medium to high prices, due to which citizens
with limited funds might not be able to easily access the product in poorer countries that cannot
afford sophistication and luxury (Bradshaw, 1983).

Socio-cultural factors:
Globalization and Digital marketing have success rates in relation to social and cultural factors.
Culture, traditions and society of certain markets massively affect levels of quality of purchases as
well as spending of disposable income (Fairchild, 2014). Since the textile and denim industry can be
regarded as commodities prior to basic needs depending on certain posterior of the community.
Denim was introduced in the Japanese market during WWII by the U.S. forces. The market boom
continued till the late 1980s highly influencing Japanese youth towards American Leisure and
Fashion (Carducci, Horikawa, Montgomery, 1994).

Technological factors:
Addressing the Technological factors of the local market being updated and whether full advantage
of the product is feasible, are high concern for the Textile industry. Japan has highly advanced
telecommunication systems, wireless technology and automation. Digital marketing as a part of
Levis marketing strategy are fully feasible across the market with their immersive ad campaigns and
cultural impact from the west (VrontisVronti, 2004)
.

Ecological Factors:
Ecological Factors addresses the environmental aspects of the ecology, such as climate change,
environment, tourism, farming etc. 70-80% of Japan is Mountainous and Forested and inhabitable for
residence and industrialization (Frue, 2017). Hence, the industry is segmenting a very dense market
in Japans most populated cities. Levis policy of Sustainably sourcing raw materials, Animal welfare
policy, Fire Safety and The Levi Strauss Foundation are key marketing elements (VrontisVronti,
2004).
SWOT Analysis of Levi Strauss and Co.

Levi Strauss & Co. has a Unique and Broad

portfolio of products, establishing itself
globally. Its Brand exposure and Innovative
marketing strategies are its key strengths.
The areas of growing concern are third party
dependence for manufacturing and their
concentration of customers causing weak
liquidity (Carducci et al., 1994). A threat to
the companys overall performance and
growth can be traced to increasing crime in
retail and counterfeit products as well as the
sheer amount of competition. However,
International expansion as well as growth of
web-based stores are likely to provide ample
opportunities (VrontisVronti, 2004).
Analytical Comparison of The Denim and Textile Industry for Levi
Strauss & Co in U.S.A. and Japan (Porters Diamond Theory of
National Advantage)
Internationalization Theories and Global Marketing Practice
Analysis of Levi Strauss & Co. and Levi Strauss Japan KK

Various models and theories attempt to explain the globalization of companies and flow of goods and
services across borders. The various theories state that when an organization enters the relationship
with an associate beyond its country of origin or attempts to progress itself, Internationalization
occurs. The concept assumes that operations, culture and value differ in foreign markets than that of
the Local market. There are various factors driving companies to expand into foreign markets such
as, Expanding Market, Outsourcing Labor and reduce Logistics cost in certain areas of the supply
chain (Manufacturing, Assembly, Tech Support etc.) (Fonfara et al., 2011).

In this report, Levi Strauss & Co.s globalization in to Japan will be analyzed in highlight to three
concepts of internationalization explained further below;

1. The Uppsala Model of Internationalization

The Uppsala model was created by three authors from the University of Uppsala (Johnson,
Wiedersheim-Paul and Vahlne). The gist of the model is that the process of globalization of
companies are sequential, phased, evolutionary or gradual. The authors categorized the preceding of
internationalization by 3 major factors; i) Success at a local level and various decisions within the
firm precedes expansion. ii) Expansion begins with close markets and after further markets. iii)
Companies entering overseas begin with export activities and then forward to more demanding
activities (Gorynia, Jankowska et al., 2007).

Four steps in the internationalization process are identified in the Uppsala Model:
1. Irregular export activity sporadic export.
2. Export through independent intermediaries (agents).
3. Establishing of a subsidiary, sales branch.
4. Establishing of a subsidiary, production branch (Johnson, Wiedersheim-Paul
et al., 1975).

Source: (VahlneJohanson, 2013)

 2. Transaction Cost Analysis (TCA) Model

The Model analyzes the friction obstructing the

smooth transaction of drafting, negotiating, and
safeguarding any exchange or transaction i.e. the main
question the theory asks is that why are some of the
economic transactions organized internally the way they
are in the modern society while external bodies procure
others (Williamson, 1994). As seen on the figure, Coase
(1937) states that firms tend to expand until the extra
transaction costs lines with the open market. TCA is
based on assumptions that transaction costs exist in the
real world, also arguing that companies tend to perform
activities internally that they can undertake at a lower
cost using a hierarchical management system while
relying on the market in which independent third parties
have a cost advantage (Williamson, 1985). TCA claims Source : Hollensen, S. (2014)
that an
international companys concerns principally with efficiency, hence providing optimization of
transactional cost and overall value (Jones, 1998).

3. Network Model

The Network model deals with relationships

with personal, commercial and cognitive
value between multiple inter-organizational
firms. Halinen and Tornroos (1998) argues
that firms are a part of a wide embedded
business network that consist of six
embeddedness i.e. Technological, Political,
Spatial, Market, Social and Temporal, that
influence the decisions and the operational
behavior (Halinen and Trnroos 1998). The
key concept of the network model revolves
around the position of a company and access
to the network and market resources inside
this vast network. The model allows
companies to internationalize using three
strategies; Source: Hollensen, S. (2014)
1) Penetration: The firm develops its existing relationships as
an internal part of the existing network.
2) Extension: Company extends relationships with external parties and networks in new market.
3) Coordination: Improvement of existing relationships in various networks and new markets
(Sorensen, 1997; Rubaeva, 2010)
Critics of The Applied Internationalization Theories and
Critical Normative Implications for Levi Strauss Japan KK
(Analysis of Case of Levi Strauss Japan KK, Stanford
Graduate School of Business)

Levi Strauss entrance to the Japanese market occurred in 1971 as an extensional branch office of
Levi Strauss (Far East) Limited (Based in Hong Kong). However, prior to that with the Hong Kong
based associate had minimal level presence in the market generated via importers. In 1973 Hiratsuka
Distribution Centre was opened and shortly after in 1974 Levi Strauss began domestic production of
jeans via contracted factories that produced products solely for Levis and sourced raw materials from
domestic textile manufacturers and trading companies (Carducci, Horikawa, Montgomery, 1994)

In Dec of 1975 Levi Strauss added operations of wholesale agencies and in 1978, the reporting line
of the Japanese office changed from Hong Kong to LSI Headquarters in San Francisco. In 1982, Levi
Strauss Japan KK started operations as an independent company and officially becoming public with
4.1 million shares of LSJ listed in Tokyo OTC market in 1989 (Carducci, Horikawa, Montgomery,
1994).

In highlight of their timeline and operational activities a trend can be noticed in contrast to the
Uppsala model of internationalization. The four stages of the Uppsala model can be seen played out
in sequence i.e. i) Sporadic Export ii) Independent Intermediaries iii) Foreign trading Branching iv)
Foreign Trading and Production Branch (Johnson, Wiedersheim-Paul et al., 1975). Their gradual
increment of presence from Levi Strauss U.S. to Levi Strauss Far East and then finally, establishment
of Levi Strauss Japan KK shows linear market selection in reflection to Cultural, Economical and
Geographical distance.

Even though substantial patterns of gradual and sequential internationalization reflecting the Uppsala
model have proven Levi Strauss to establish themselves in the niche of Japan. Their patterns can be
contrasted as rapid or non-sequential (Axinn and Matthyssens, 2001). A factor responsible as argued
by Forsgen (2002) might be the Network Relationship of Levi Strauss & Co. as well their Efficient
Value and Supply chain. Many Critics (Anderson, 1993; Aspelund and Butsko, 2010; Forsgen, 2002)
have argued against the Uppsala model that it fails to address various factors and sequence on
internationalization behavior of firms. These internationalization behaviors that Uppsala model fails
to explain can be addressed in the case of Levi Strauss Japan KK. For example; Their position in the
Jeans market based on deepened relationship with nationwide Jean shops, chain stores and
department stores and Their Ad Campaign supported by their Headquarters and The Hollywood
(Carducci, Horikawa, Montgomery, 1994). Also, its interesting to see that Their Supply chain
reflects the Transaction Cost Economy to a certain extent, where all production and procurement are
outsourced to the market while, key operations are still internal.

According to Dawson (1994) and Pellegrini (2008), The Direction and velocity of
internationalization of a firm can be enhanced by Firm Resources I.e. Brand image and Specificity of
assets. Hence, it can be argued that due to Levi Strauss strong brand image and history, paired with
their innovative and efficient Supply Chain and Marketing model allowed them to create a
competitive advantage within Japans Jean Market (Stray et al., 2008) and thus decreasing entry
barriers as well as the need to gradually internationalize (Cachon and Swinney, 2011; Dunning, 1980,
1993; Jin et al., 2011).
Marketing Segmentation, Targeting, Positioning and
Branding

The segmentation and Targeting marketing strategies of LSJ have proven themselves to capture
market share in their targeted market for certain products aimed towards particular demographic,
economic, geographic and Behavioral (Usage rate, loyalty status, occasions etc.) segments.
(Carducci, Horikawa, Montgomery, 1994). Since, Information on the subject in recent segmentation
and positioning cases were unavailable, a 1995 Case study will be analyzed comparing their current
LIVE with LEVIS campaign. As LS&Co. used adaptation model to efficiently retain their quality
product image and pricing. The also contour to market requirements and shape themselves
accordingly. All Japanese products are created to fit the Japanese peoples measurements
accordingly.

Source : (Carducci et al., 1994)

Illustrated from the company profile from the 1994 case study, LSJs Targeting and Segmentation
strategy accentuated a pull strategy similarly employed by Levi Strauss U.S. and International. They
spent and approximate of 6% of their total sales in Advertising (The Nikkei Weekly, 1991)
traditionally targeting young men aged 16-29 increasing demand. They positioned themselves as
price leaders (15-20% more expensive for similar products than competitors). Competing apparel
companies such as Edwin, Lee, and Wranglers matched their prices shortly after, allowing massive
increase in LSJs market share. Levi Strauss & Co.s product and advertising strategy have helped
then in their long-term view as being leaders in their category. To position and brand themselves as
the original and historic denim company, developing a premium product image and linking their rich
American heritage. They used James Dean as the main ad character as well as depicting Hollywood
movie scenes where John Wayne, Steve McQueen, and Marilyn Monroe wore Levis. They
successfully stimulated the jeans market through various Ad campaigns such as, HEROES wear
LEVIS, My Mind My LEVIS, 1984 and The Original LEVIS, 1987 (Carducci, Horikawa,
Montgomery, 1994).
Recommendations
Levi Strauss & Co. quickly recognized the purchase mentality of the Japanese towards Imported
Denim from the U.S. due to massive uprising of American Culture and products among Japanese
youth. According to Neil Pryde (Levis Vice President of Brand Marketing) says that Appreciation
of denim culture is deeper in Japan than the rest of Asia (and most of the world!), (LS&co.
Unzipped Team, 2014), To which he continues over there Levis has a deep-seat appreciation for its
rich history. The Current and Future Challenge faced by Levis Marketing team will be the maturing
penetration of Smart phones and Internet Bandwidth. With this comes widespread and sophistication
of various Digital platforms and social media influencing Fashion and pop culture (LS&co.
Unzipped Team, 2014). These factors should be taken into consideration as Opportunities and
parallels to penetrate Segments in new markets and target wider concentration of customers. A
blowout campaign strategy can be approached by Levis to regenerate their brand image as the oldest
and most original Denim Brand. All Digital platforms and Social media should be utilizing as well as
Heavily investing in support with famous rock idols, Movie stars and Unique artists.

Conclusion

To conclude the report, as an internationalization process of Levi Strauss & Co. towards Japan, they
have seen various trends occur as well as face various global marketing issues. In order to establish
Levi Strauss Japan KK, they contrasted the Uppsala Model, gradually and sequentially breaking
through markets, gaining networks and knowledge as they penetrated the Japanese market. There
were voids that the Uppsala model created in the globalization process such as cost effectiveness and
market segmentation. These voids were filled by another strategy in the supply chain, that is hints of
Network and Transaction cost model, creating strong distribution channels and an efficient supply
chain.
As mentioned in the PESTLE analysis and Porters 5 forces analysis, the Host and Home country
have opposite Cultural and traditional operations however their inevitable love for Denim and the
American appeal Helped Levis to conquer Japans Denim Market share.

Current Internet and Social media has allowed Levis to appeal a broader market and apply their
Live with Levis campaign. Local Stories can be told and portrayed to show originality in the ads
marketing skills as well as re-establish their positioning and brand image. For Levis to reign their
kingdom back as in the 1970s, they need to utilize all technologies and digital platforms available, to
make their possible market aware of their past success. Their current campaign Live with Levis
predominantly focuses on the American and European market. However, their bold campaign
reaching more younger generation throughout the world will help them regain approaching market
trends and compete better with other Apparel brands with Fast lead times. They can use various
popular stages such as London Fashion show, New York Fashion show, Paris Fashion show etc.
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