London Concept Store

Marketing Plan Project

 CREDITS

Yi Cheng Huang
Fashion Business Year 2
Group 3
Student Number: 017736
Istituto Marangoni London
 TABLE OF CONTENTS

01. EXECUTIVE SUMMARY 06

02. INTRODUCTION 08

03. STRATEGIC AUDIT 10

Micro-Marketing Environment
Macro-Marketing Environment
Customers’ perception towards the brand
Swot Analysis
Stratagic Option

04. MARKETING PLAN 22

Marketing Strategy
Aims and Objectives
Target Markets and Customers and Positioning
Marketing Mix

05.MARKETING ACTION PLAN 38
Plan Calendar and Budgets

06. EVALUATION AND CONTROL 42

07. APPENDIX 44

08. BIBLIOGRAPHY 48

5
01.
EXECUTIVE SUMMARY
 UNIQLO is a Japanese fashion
retail brand that focus on
“Comfortable Everyday Clothing,
Made for all”
(Fast Retailing AR, 2014).

This six months marketing plan to launch London

concept store in order to engage with its customer by
developing new concept store and providing unique
in-store experience merging with E-commerce through
order consumer preference products online and
deliver to their home at the time when they arrive,
which allows UNIQLO to gives customers
special experience and feeling interests with
the brand.

7
02.
INTRODUCTION
In 1894 UNIQLO Co., Ltd. opened it first store in Japan as a Specialty store
retailer of Private label Apparel (SPA) model owned by Fast Retailing CO.,
LTD (FR) (Fast Retailing-About FR, 20151), as it opened in the UK in the year
2001 (Fast Retailing-Company Instruction, 20152) and now it operates globally
with about 1485 stores in 16 different countries (Fast Retailing-Overview of
Business segments, 20153). UNIQLO is a Japanese clothing brand for casual
wear with high-quality texture but with reasonable price (Fast Retailing-About
FR, 20151). But not only raising in the number of stores, as stated by Fast
Retailing AR (2014) there is a strong increases in net sales 21% (£1319.48).
However, Fast Retailing also owned other brand such as GU, Theory, PLST, J
BRAND, PRINCESSE tam-tam and COMPTOIR DES CONTONNIERS,
these brands stores were opened either in USA, Japan, France and China. (Fast
Retailing-Global Brands, 20154)
 

9
03.
STRATEGIC AUDIT
According to Easey, M (2009, p.240) in order to accomplish marketing
objectives, there will be needed of marketing goals, operations and
performance that is known as marketing audit of the company. The marketing
audit is usually divided into two main categories, which are micro and macro
marketing environment.
 

Figure 1: Marketing Environment (Sorensen, C2009, p.26)

11
STRATEGIC AUDIT

Micro-Marketing Environment

• Competitors:
The competitors are identified by strategic group suggested by Aaker (2007,
p.59), to be more detailed about the competitor and easier to be compared that
is by looking at this two tables following- SWOT and price point analysis.

Brands Strengths Weaknesses Opportunities Threats

• Baby, Kids, • Don’t have UK • More into fashion • Changes in
Men’s, Women’s website trends, such as production costs
and Maternity • Is not a fashion skinny jeans and currencies
product ranges led complete • Pop-up stores sell • Emergence of
• Helping charities • Don’t have limited edition discounters
Gap such as ‘Product interesting products • Economic crisis
RED’ technologies • Strong in e- • Competitors
• Collaboration commerce • Changes in
with Vespa fashion trends

• Baby, kids, • Doesn’t appeal • Expanding • Economic crisis

Men’s and too much for the organic products • Competitors
Women’s product older generation
ranges
American
• Successful
Apparel
internationally
• Very fashion led
and popular with
youth
• Kids, Men’s, • Plain garments • Develop • Economic crisis
Women’s and • Not too much interesting • Competitors
Home product media coverage campaign
United ranges in the UK • Collaboration
Colors of
• Is not very with some
Benetton
exciting designers to
campaigns make products
more tempting
Table 1: Competitors SWOT Analysis
 

12
 Cashmere
Brands Leggings T-Shirt Blazer
Sweater
UNIQLO £9.90 £9.90 £59.90 £29.90

Gap - £16.95 £54.95 £99.95

American
£23.00 £24.00 £72.00 £77.00
Apparel
United Colors
£17.00 £17.00 £75.00 £55.00
of Benetton
Table 2: Competitors Price Analysis
The table shows the competitors for UNIQLO in the UK fashion brand market,
I took those competitors due to the products’ availability and similarity to
UNIQLO’s. On the other hand, as you can see the price for each company is
slightly different, but UNIQLO has much lower price in cashmere sweater
because UNIQLO can negotiate to lower cost with the global manufacturers
directly when ordering a bulk buying. However, I would say that GAP is the
main competitor for UNIQLO, not only because it operates globally but also
they are using SPA business model too, also you can see the SWOT analysis
for each competitors and compared to UNIQLO’s later on. (Fast Retailing
AR, 2014)
 

13
STRATEGIC AUDIT

• Suppliers:

The main two suppliers described by Gallagher, C (2015) for UNIQLO, to

make clothes which are Dongguan Tomwell Garment Co Ltd and Pacific (Pan
Yu) Textiles Ltd in China. Also Kaihara Corporation in Japan for specific
spinning and dyeing process and Toray Industries for special materials such as
HEATTECH products in UNIQLO (Fast Retailing-UNIQLO Business
Model, 20155). Despite having suppliers in China have advantage with
lower cost of production, but there were issues on working environment
for the employees reported by SACOM group in Hong Kong, due to high
temperatures, poor ventilation and working for too many hours with low
wages. However, Fast Retailing stated that they would improve the
monitor system on their manufacture partners and tracking on employees
accidents and overtime hours. (Gallagher, C, 2015)
 

• Manufacturers:

UNIQLO has factories through out the global in China, Vietnam, Bangladesh
and Indonesia, also production offices in Shanghai, Ho Chi Minh City, Dhaka,
Jakarta and Istanbul. (Fast Retailing AR, 2014)

• Intermediaries:

From manufacturers to warehouse then to each individual stores in different

countries and cities globally, according to Fast Retailing-Group Outlets (20157)
there are 842 stores only in Japan and 716 stores globally. However in the UK,
there are only 10 stores that are mostly either flagship stores or inside the
department store such as Westfield in London and Bluwater shopping centre in
Kent. (UNIQLO’s UK Store Locations. no date)
 

14
 • Consumer

The understanding of consumer’s needs in their lives so, we can satisfy them in
the future. Also to increase customer acquisition by attracting and drives them
to buy their first purchase in UNIQLO. On the other words, identifying unmet
needs of customer it can help the company to increase market share or creating
a new market (Aaker, D. 2007, p. 50). Moreover, UNIQLO has a customer
centre where they can receives massive of comments and requests on
improving products, stores and service, according to Fast Retailing’s Annual
Report (2014) they receives more than 100,000 comments per year, which is a
big amount of recommendations that allows UNIQLO understanding
consumer’s wants and needs.

• Public

Sorensen, C. (2009, p34) said that the public could be either an impact or
favour for the company’s successes, such as financial, media, government
publics and pressure group. Financial publics is important as it affects on
funding for the company, if we need a bank loan then we need to provide
favourable payments option in return, or whether or not any Publics wants to
invest in UNIQLO, it all depends on the financial statement such as Income
Statement, Balance Sheet and Cash Flow and you can see in Appendix 1-3.  

15
STRATEGIC AUDIT

16
 Macro-Marketing Environment

Political
The globalisation bring UK and Japan closer and lots of companies are starting
P   to target same market and customers which as a result causing an increase in
mutual interests and concerns as each apparels will wants to survive in the
market.

Economical
The issues for having a business in the UK after the recession is that many
E   local customers’ buying decisions are becoming more price conscious and will
prefer to purchase a good quality with good value.

Social
UNIQLO is a Japanese fashion apparel and the culture is very different
S   compare to UK, however, their culture, food, fashion, art and design has been
an increasing impact globally, for example the Japanese Tokyo style.

Technological

T   The E and M-Commerce are becoming as an important part of the business,

because lots of consumers are now like to purchase online because it saves
time, so UNIQLO must keep inventing new innovative technology activities.

Legal
The integrated tariff, duties, Intrastat and intellectual property (IP) in the UK,
L   also need to consider the children regulation such as the nightwear (Safety)
regulations and the children’s clothing (Hood Cords) regulations when
importing in. (Government UK, 2013)

Environmental

E   In 2012 Ashulia fire and in 2013 Savar building collapse in Bangladesh, now
the sewing factories and fabric manufacturing plants are monitored by external
institutions specialised. (Fast Retailing AR, 2014)
 

17
STRATEGIC AUDIT

Customer perception towards the brand

Figure 2: Customer Satisfaction

UNIQLO have a
system for their
customer to complain
any issues or what
they would like to
suggest for the
company to improve
in the future,
moreover the
company has good
time manner
management that is to
response back to their
customers by the end
of the next business
working day. As you
Figure 3: UNIQLO Survey can see from the pie
chart in figure 11 the numbers of compliments are about 248% (67175) way
more than complaints number (29389), which we can conclude that the overall
of UNIQLO’s customer are satisfied with their company mostly is their store
customer service. On the other hand, in figure 12 is the result of survey for
AIRism product about feeling unlimited comfort, almost 99% of the consumers
agreed, which means UNIQLO succeed on what they want the customer to
experience on the unique of the products. Also there review link for UNIQLO
for customer to comment and rate on their products.
 

18
Figure 4: UNIQLO review website

19
STRATEGIC AUDIT

UNIQLO’s SWOT Analysis

• UNIQLO has strong international reputation as it operates globally and

internationally (16 markets worldwide)
• Cost saving of manufacturing in China

S   • SPA business model that is producing good quality products with

reasonable price
• UNIQLO developing innovative products, such as HEATTECH fabric
• Competitive advantage as UNIQLO provides various price points for
casual wear apparel

• Despite being a popular brand it has a limited brand recall

• Higher cost due to import tax
• UNIQLO mostly produced in China, there could be political,

W  
economical and legal problems
• Not all of the products are available online
• Doesn’t advertise all collaborations, such as with LEMAIRE, which I
found in UK webpage (UNIQLO WEB NEWS. 2015)
• Too much layers in distribution channel
 
 
• Using virtual advertising and social media, it increases UNIQLO’s
brand image and engaging with new customers
• High opportunity in campaign as collaborates with variety sports events

O  
and celebrities
• UNIQLO uses E&M-commerce
• UNIQLO opening more stores in European Zone
• New stores in the UK big city such as London
• UNIQLO could introduce maternity product ranges
 
 
• Increase the competition from local fashion companies, such as Gap,
United Colors of Benetton and American Apparel

T   • Consumers could easily brand switching as only concentrated target

segment for clothing regulation in different countries
• The external factors such as economic recession
• Currency fluctuation
 
 

Figure 5: Cross Word (Dreamstime, no date)

20
Strategic Option

After analysing the strategic audits that includes micro and macro-marketing
environment, customer perception towards the brand and SWOT that helps to
develop strategic option, which is opening a new concept store in London, as in
Fast Retailing annual report also stated that they are expanding the market into
U.S. Market also new UNIQLO stores in Europe and global centres.

MARKETING PLAN
Marketing Strategy

The strategy will be formulated based on the Ansoff matrix (1957, cited by
Kotler et al, 2010). My marketing plan for UNIQLO is to meet ‘Market
Penetration’, as the company already entered UK’s market with the products
that mostly has been selling in every country, however, the plan is to open a
new concept store in London to increase revenues for the company and to
delivered UNIQLO ‘s customers’ needs and wants.

Aims & Objectives

1. Increase market share 5% in 6 months

1.1 Increase brand awareness by using social media such as Facebook
and Instagram followers by 3% each month
1.2 Research & Development new products to demonstrate unique and
quality features to differentiate with others fashion brands
1.3 Opening first new concept store in London by the end of year 2015

2 Improve UNIQLO’s customer service in-store and online

2.1 Train employees to be the customer satisfaction store management
2.2 Local stores will be manage by local employees which increase their
community focus and more understanding of their customers
2.3 The opening events for London concept store in 6 months there will
be a wide range of fun activities run by local staff

3 Increase UNIQLO customer numbers and loyalty

3.1 Advertisement on social media and transportation (Tubes, Buses)
3.2 The next-generation worldwide distribution system that consumer
order from a virtual store then it deliver into theirs home by the time
when customer back home
3.3 Expand online store market and increase the speed of delivering
times
 

21
04.
MARKETING PLAN
develop strategic option, which is opening a new concept store in London, as in
Fast Retailing annual report also stated that they are expanding the market into
U.S. Market also new UNIQLO stores in Europe and global centres.

MARKETING PLAN
Marketing Strategy

The strategy will be formulated based on the Ansoff matrix (1957, cited by
Kotler et al, 2010). My marketing plan for UNIQLO is to meet ‘Market
Penetration’, as the company already entered UK’s market with the products
that mostly has been selling in every country, however, the plan is to open a
new concept store in London to increase revenues for the company and to
delivered UNIQLO ‘s customers’ needs and wants.

Aims & Objectives

1. Increase market share 5% in 6 months

1.1 Increase brand awareness by using social media such as Facebook
and Instagram followers by 3% each month
1.2 Research & Development new products to demonstrate unique and
quality features to differentiate with others fashion brands
1.3 Opening first new concept store in London by the end of year 2015

2 Improve UNIQLO’s customer service in-store and online

2.1 Train employees to be the customer satisfaction store management
2.2 Local stores will be manage by local employees which increase their
community focus and more understanding of their customers
2.3 The opening events for London concept store in 6 months there will
be a wide range of fun activities run by local staff

3 Increase UNIQLO customer numbers and loyalty

3.1 Advertisement on social media and transportation (Tubes, Buses)
3.2 The next-generation worldwide distribution system that consumer
order from a virtual store then it deliver into theirs home by the time
when customer back home
3.3 Expand online store market and increase the speed of delivering
times
 

23
MARKETING PLAN

Target Markets & Customers

Segmentation:
• Demographics
o Age: 18 – 38 years old
o Gender: Female and Male
o Occupation: Undergraduate & above, Working adults
o Disposable Income: £500 and above
o Location: Urban area

• Psychographics
o Perception: UNIQLO as upper class casual wear brand and
consider that clothing is important for appearance
o Learned: Advertisement (catalogues, emails, London
underground advertising), Internet, family and friends.
o Needs: High quality with reasonable price
o Personality: Fashion conscious
o Lifestyle: Casual, healthy and daring
 

24
Positioning:

‘Casual wears with high quality at affordable prices’

As I mentioned in the
competitor’s price point table
before, UNIQLO has position
itself at lower prices on their
products compare to the
others companies, however
according to porter prize
(2009) UNIQLO’s has their
value propositions are firstly,
each products are treats as
components, to be mix match
with other pieces, secondly,
to be high quality with lower
prices also the brand keep
introducing new features, for
example the AIRism and
HEATTECH clothes.

The table shows the ranking of each fashion industry and the sales they earned
also the percentage changes, as you can see UNIQLO has earned about £7.4
Billions at the end of August 2014 and it increase about 21% on a local base,
which means UNIQLO is doing really well comparing to GAP its main
competitor.

FIgure 6: Industry Ranking

 

25
MARKETING PLAN

Marketing Mix:

• Product Strategy

In order for the company to earn profits- ‘product strategy’ is the most
important part because it is very tangible and it represents the brand, stated by
Jackson et al (2009, p.87). However, in the new London concept store we will
provide the same innovative and unique design ranges with other stores that
exit in London, such as UT &UL line, AIRism, HEATTECH and so on.

UNIQLO offers various

collections first is the UT
collection is the UNIQLO’s T-
shirt that first launched in the
year 2003, afterward UT were
designed through pop culture,
art, music, movies and anime to
produced these wide ranges of
T-shirt for expressing the
consumer itself.
 
The Extra sizes for both gender male
and female that started from size XS
to XXXL, as meeting every sizes
demand on customer needs and it also
offers for exclusively online purchase.

26
 The collections made by excellence technical machines that are
surprisingly lightness with unexpected level of warmth, also produce for
water proves products that is called-Ultra Light Down.

The collaboration with Ines

de la Fressange-“ A new
unconventional luxury, for
tomorrow”, for every single
piece of clothes has its
totally different appeals and
personality.  

The AIRism with

stretchable, light and
breathable fabric that takes
away  moisture to keep cool
and comfortable feeling all
over the day.

UNIQLO came up with

HEATTECH collection with
allows the fabric takes body’s
heat and keep it inside air
pockets deep within fibre to feel
the warm go warmer when
consumer wears it.  

27
MARKETING PLAN

• Place Strategy

The place strategy is decided through consideration of customer demands form

their responses in customer satisfaction system, as in the table below shows
UNIQLO has expand more deeply into globally by opening new stores in
Europe countries as such Germany and France started in the middle of year
2014. But not only focused on European market also there is a large increase of
opening more stores in U.S. and China market within a year time, which to
satisfy UNIQLO customers and also to increase revenues for the company.
However, for the new concept store it would be place in Covent Garden,
London, due to is very commonplace for tourist to visit and lots of local people
like to shop there and hang out with their friends.

  • Promotion Strategy Figure 7: UNIQLO stores number

Advertising can help the company to boost the awareness of every activity that
is going on. Firstly the direct mail for loyal customer who had sign up for
newsletters and catalogues either by post or email, so that customer gets inform
immediate and they won’t lost the information or misread of the news.
Secondly is through advertising on transportation such as underground and bus
with big visual image of the new concept store information, because there are
lots of people taking tubes and buses to go to work, home or other places. Also
advertise in magazine such as Vogue. Lastly but not least, that is using
UNIQLO’s social media platform, which includes, Facebook, Instagram,
Twitter, Pinterest, google+ and YouTube channel to provide a video clip of
new concept store interior design.
28  
Figure 8: Covent Garden (visitlondon.com, nodate)

Figure 9: Tube advertise (Huang, Y, 2015)

29
MARKETING PLAN

• Process strategy

UNIQLO could provide such high quality clothes with reasonable prices are
because of using the SPA (Specialty store retailer of Private label Apparel)
model, as you can see below is the diagram of the three stages flow from
planning, production to sales. The company providing the best materials in the
world through negotiating directly with materials manufacturers and bulk
buying at low cost, then producing unique and good quality clothing for their
customers which will be available either in-store or E-commerce to purchase.
Afterwards, UNIQLO will gather information from customers’ complaints or
suggestions through their customer centre to develop new ideas or services in
the future to satisfy consumers’ needs and wants.

 
  FIgure 10: UNIQLO Business Model

30
 • Physical Evidence

The concept store opened in Paris April 2014, design by Tokyo’s architecture
WONDERWALL that integrated Japan and France culture very significant for
customers to enjoy the visual and the fashion clothes at the same time.
 

Figure 11: UNIQLO France Store (Huang, Y, 2015)

31
MARKETING PLAN

THE LONDON CONCEPT STORE

For the new concept store in London I would use the same designer as the team
understand the company well so it would be easier for them to design another
concept store, however, I would like to show the ‘UNIQLO’ brand
characteristic that gives customers of strong feeling when they walk in side the
store in Covent Garden, London.
 

32
Figure 12: London Concept Store

33
MARKETING PLAN

Figure 13: London Concept Store

Figure 14: London Concept Store

Figure 15: London Concept Store

Figure 16: London Concept Store

MARKETING PLAN

Figure 17: London Concept Store

Figure 18: London Concept Store

 Figure 19: London Concept Store

Figure 20: London Concept Store

Figure 12-20: UNIQLO concept store (Jun, Teh K, 2010)

05.
MARKETING ACTION PLAN
This is the six months Plan Calendar with Budget for UNIQLO London Concept store

DATE ACTIVITIES BUDGET NOTE

Plan to submit and waiting
01-07-2015
for approval
10-07-2015 Approval for budget
10-08-2015 Concept Store development
In-store health &safety
15-08-2015
management
Changes to make based on
20-08-2015
feedback
Press Launch (Preparation) £1000-£8000
Magazines:
27-09-2015
Invite Vogue London
Journalists:
27-09-2015
Vogue London
03-10-2015 Follow-up communication
Logistics and Press releases
05-10-2015
PRESS LAUNCH £1000-£3000
12-10-2015 Feedback from the press
19-10-2015 Analyse feedback/coverage
Decisions to be made on
22-10-2015 distribution and launch
concept store
INITIAL LAUNCH £5000-£75000
Put promotion code on
25-10-2015
website and social media
Put promotion voucher in-
25-10-2015
store
25-10-2015 Special shopping bag
Ship products & save data
26-10-2015 on customers for future
loyalty schemes
UNIQLO- London Concept Store 6
N/A
months plan
Budget for Concept store design and
£1000000
promotion plan
Invite architecture WONDERWALL to
£400000
design new concept store
Monitor by CSR team- Tanaka &
Yasumoto, to test the store environment
£25000
and checking customer occupancy in-
store
£10000 Fixed problems issues after testing
Develop page information to be
£6000
advertise in the magazine
£100 Transportation cost
Confirm and review the types of papers
to be use and the specific page to
£800
advertise and anything needs to be
adjust
£1000 Confirm the numbers of people to
attend the launch of concept store
Measure the number of media coverage
£400 and changes to need be made before
advertise to consumers
Collect all complains and/or
£2000 recommendation from media coverage
by IT department
Contact CEO Tadashi Yanai for final
N/A
confirmation
15% off for all products first day
£30000
launch
15% off for all products for first week
£10000
launch
Unique design for the first week
£20000
shopper in-store
Make data system needed- contact IT
£10000
department

39
MARKETING ACTION PLAN

Official Launch £5000-

(Preparation) £220000
Advertise on London Vogue
02-11-2015 £10000 In Cover Issue Autumn/Winter 2015
Magazine
Design header, profile image for the
Social media platform
N/A channel assign Shinjo from IT
advertisement:
department to manage
Boots the post in one day to target
02-11-2015 Facebook £20000
location and occupation in London
Boots post to target location and
02-11-2015 Twitter £15000
occupation in London
Boots post to target location and
02-11-2015 Instagram £17000
occupation in London
02-11-2015 Youtube £18000 Post concept store video
Transportation
N/A Contact with ExterionMedia
advertisement:
02-11-2015 London underground £25000 6 months adverts
02-11-2015 London Bus £25000 6 months adverts
Rent per month in Covent Garden,
05-11-2015 Concept Store located £60000
London
Visual merchandising for the Window display, new concept store
1311-2015 £7000
launch in store campaign and lookbooks in-store
All products to be ready at Covent
Garden concept store for consumer to
18-11-2015 Stock ready in store £10000
purchase, and quality check on every
products
£10000-
OFFICAL LAUNCH
£150000
24-11-2015 Concept store to launch N/A Covent Garden, London
Drawing lots for customer in-store,
24-11-2015 Events in store £100000 either one free products or promotion
code and Photobox in-store
Boxing day-one day
26-12-2015 £20000 50% off every products on the day
promotion
END OF YEAR
Table 3: UNIQLO Plan Calendar
 

40
Figure 21

Figure 22

41
06.
EVALUATION AND
CONTROL
The evaluation and control stage focuses on analysing either in quantitative
and/or qualitative metrics associated based on the implementation, aims and
objectives for the company’s marketing plan. (Grunert, J, no date)

The three aims:

1. Increase market share 5% in 6 months
By comparing with other competitors to see the difference in the level of share
in the market. Also by checking the quantifiable metrics which are social media
platforms- Facebook, Instagram and Pinterest by every month, to see if the
percentage of followers has increase 3% that help to increase brand awareness.
If it doesn’t increase there is the need to modify the plan, which after helps to
increase the market share. Furthermore, after opening the new concept store in
London the company needs to calculate the ROI (return on investment) to see
either the marketing plan is making a profit or loss.

2. Improve UNIQLO’s customer service in-store and online

First of all to make sure the training was effectively and employees should
understand how to successfully runs the customer satisfaction store
management department, UNIQLO can take half of the workers in each stores
to be train with associating professional trainee from outside the company, in
order to give the customer unique and satisfying experiences either in-store
and/or online store. Moreover, for the employees in each local stores should
mostly manage by local workers, so that they can understand and easier to
communicate with the local customers, however, the company should hire the
local workers with professional skills on each department, which allow them
provide high quality customer service for the consumers.

3. Increase UNIQLO customer numbers and loyalty

The methods are firstly by using advertisement on social media and in
transportation such as London Tubes and Buses, which can increase the
awareness to new customer for the company and engage with current
customers to let them know that UNIQLO are aware of them, in order to make
them to be loyalty to the brand. Also with the new distribution system to buy
online if there isn’t the product they want in the store and deliver it at the same
time when they got home, in other words, is to create unique experience for
consumers to make them want to stay and purchase from UNIQLO.
 

43
07.
APPENDIX
Figure 23: Income Statement
45
APPENDIX

Figure 24: Balance Sheet

46
Figure 25: Cash Flow
47
08.
BIBLIOGRAPHY
BOOKS:
• Aaker, D. (2007): Strategic Market Management. European ed.
West Sussex: John Wiley & Sons, Ltd.

• Easey, M. (2009), Fashion Marketing. 3rd ed. Oxford: Willey-

Blackwell

• Sorensen, C. (2009): The Fashion Market and the Marketing

Environment. In Easey, M. 3rd ed. Fashion Marketing. Oxford:
Willey-Blackwell

• Jackson, T, Shaw, D. (2009): Fashion Marketing. Hampshire:

Palgrave Macmillan

• Philip, K, Berger, R and Bickhoff, N. (2010): The Quintessence Of

Strategic Management. Heidelberg: Springer
 

49
BIBLIOGRAPHY

WEBSITES:
• Fast Retailing. 20151: About FAST RETAILING. [Online].
[Accessed on: 28th March 2015]. Available from:
http://www.fastretailing.com/eng/about/business/aboutfr.html

• Fast Retailing. 20152: Company Instruction-UNIQLO Europe Ltd.

[Online]. [Accessed on: 28th March 2015]. Available from:
http://www.fastretailing.com/eng/group/strategy/uk.html

• Fast Retailing. 20153: Overview of Business Segments. [Online].

[Accessed on: 28th March 2015]. Available from:
http://www.fastretailing.com/eng/about/business/segment.html

• Fast Retailing. 20154: Global Brands. [Online]. [Accessed on: 28th

March 2015]. Available from:
http://www.fastretailing.com/eng/about/photolibrary/globalbrands.
html

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50
 • Government UK. 2013: Import and export clothing, footwear and
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BIBLIOGRAPHY

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52
 • Figure 11: UNIQLO France Store. 2015. By Huang, Y. [Accessed
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