Keywords: porters five causes uniqlo, swot evaluation uniqlo
Introduction
Dubbed as Japan's retail success report in the new millennium, UNIQLO is a 100% consolidated subsidiary of Fast Retailing Co. Ltd, a Japanese retail positioning company. UNIQLO shaped the portmanteau for â˜unique' and â˜clothing' as am emblem of creativity and personality of Japanese apparel industry. UNIQLO offers classy and high quality clothing at sensible prices, and was seized as an possibility to set up a brand position domestically and internationally, merging all the facets of the business enterprise from product design to final sales and the procedure of the 790 stores around the world. Principally offing for a highly brand mindful consumer group, UNIQLO envisions itself as a leading global informal wear company focusing on high sales and success expansion. For UNIQLO, such target could materialise predicated on the established strategies such as low cost management, cheapest manufacture and marketing schedules and prioritising customer requirements.
Today, UNIQLO is described as the apparel large Gap, Inc. 's counterpart predicated on the 4, 000% share price increase, making UNIQLO as Japan's third most significant clothing merchant. However, it isn't always triumph for UNIQLO; the subsidiary also has its own show of downturns especially on its international expansion. For instance, enlargement programmes in the United Kingdom (UK) found a tumultuous stumble in profits, forcing Fast Retailing to turn off 16 of the 21 UNIQLO stores opened up, because of competition. Most recently, three UNIQLO stores in New Jersey were also sealed because of financial slumps. Despite these facts, UNIQLO keeps the spirit and still assumed that the brand has only but way ahead. How UNIQLO will going to do such is central to the paper, focusing on the company's strategic management. External, industry and competition analysis as well as the inner environment will be attended to.
External Analysis
Political Analysis
Political factors have immediate impact on business conducts and functions. Decisions created by the affects the decision-making of sellers and may come by means of plan or legislation. In Hong Kong, the â˜one country, two systems' is the widespread governance idea which endows the special administrative region with a higher degree of autonomy and its capitalist monetary system. Within the capitalistic and free market-oriented economy, retail companies make nearly all microeconomic decisions but they have to comply with specific agreements. Mainland and HK Better Partnership Economic Layout (CEPA) and the US-China Textile Memorandum of Understanding are two types of this. The ex - provides UNIQLO with a tariff-free treatment, stating that products without any existing CEPA guidelines of origin will enjoy tariff-free treatment upon applications by local manufacturers. The second option could provide UNIQLO with a chance for an annual development of 8-17% in 21 categories of Chinese textiles and clothing exports to the US. Labor and customary laws as well as code of conducts are also complied into including China Public Conformity 9000 and US and European union quotas (RSCA 2006; Doshi 2006).
Economic Analysis
Domestically and internationally, businesses are also being influenced by economic factors whereby a solid economy indicates positive results and weak overall economy signifies the opposite, affecting both businesses and consumers. Hong Kong's gross local product is believed at US$206. 7bn with the service sector that contributes 90% of the total GDP. The region is also named as the world's eleventh greatest trading entity. Almost 50% of the full total population is employed full-time and the unemployment rate has a continuing average decrease by 4. 1%, making disposition of income a possibility, a lower cost of living that is (Once a month Break down 2008). Spending is normally devoted for food, cover, healthcare, transportation, leisure, services and apparel. People nowadays are very particular with â˜making an investment in quality' clothing in that way job application spending with high quality apparel detects (Doshi 2006). Realising this, the purchase price and quality characteristics of UNIQLO has a tactical fit; UNIQLO makes people look popular and confident in world-class clothes at a reasonable price through the company-wide integration of the Niche Store Dealer of Private Label Garments (SPA) model, a low-cost but effective operation model.
Social Analysis
Demography or the population characteristics may determine buying patterns which understanding demographic changes within a specific region or place facilitates determining whether products and services would charm to customers as well as the amount of prospective customers (Barney and Hesterly 2006, p. 35). Hong Kong has a total of 6, 985, 300 people based on 2008 estimate which is continuously growing scheduled to immigrant influx from Mainland. Relating to Doshi, people in HK and in other places have a growing involvement in private brands. Consumers aspired for having private levels on everyday garments. Everyday wear from HK which is known once and for all design and quality has a good image on global consumers. Nevertheless, international brands are concentrated in high-end consumers while domestic brands are for low-end consumers (Doshi, 2006). In taking good thing about the prosperity of the demography, UNIQLO makes work on providing high-quality products and generating ideals to the modern culture by fees. Further, UNIQLO is a company that is determined in creating positive reputation as manifested in its eyesight and mission, varieties of management, ways of doing business and requirements to employees.
Technological Analysis
Technological innovations are a priority for the clothes retailing industry but it'll continue to be as labor intensive as it is today. Maximizing the industry's efficiency, increased in automation has been the recent trend but it is limited on specific functions, to which mostly require human involvement such as sewing and making patterns. Although there are computerised sewing machines that boost the production and reduce training time. Further, the uses of computer system software designed for the industry will be on making difficult sketches, printing thorough designs and storing of information for easy retrieval. The client orientation of UNIQLO was in essence construed from its website where customers can provide feedbacks by email and online community. Hong Production Council made a report disclosing that the apparel industry could make sense of information technology (IT) if utilise for order control, costing evaluation, order tracking, material management, reporting and connection (2004).
Industry Analysis
Porter's Five Forces Analysis
A) Risk of Entry
Barney and Hesterly (2006, p. 43) explain that new entrants are the firms that have either recently started operations or those that threaten to begin operations within an industry soon. Notably, the clothing industry is a buyer-driven industry where providers are thinking about buyer's decision-making particularly when brand names type in the picture. These buyer-centric industries have low obstacles to entry mainly because of extreme competition. Utilising brands as a market electricity source; however, this is a challenge for each and every clothing company. Inside the clothing business, mass customisation has seen to be the very best strategy. Placing strategises into action remains to maintain resilience today (Culpan 2002). Therefore, the concentration must be on minimising the costs without compromising quality and also to do that, managerial know how is a must in order to understand relationships with suppliers and consumers, to aid creativity and development and maintain range of motion in adapting to new market needs (Kincade, Regan and Gibson 2007).
Building brand understanding and consumer devotion is an expensive endeavor since it entails advertising needed not and then promote the brand but also on sustaining awareness and loyalty. Building up brands also requires that we now have â˜quick response' programs to increase earnings and manage risks. Among UNIQLO's major resources is its brand name, which is now synonymous with comfortable, high quality and cheap clothing merchandises. Although brand recognition outside the home country is a problem, it is of intangible value to UNIQLO as an enterprise advantage. Brands are valuable and exceptional and reputable brands are received through the impressions one has of the business, and its products. Since a brand name is built overtime it becomes costly to imitate thus providing a ecological competitive gain in the outfits industry (Groucutt, Lydley and Forsyth 2004, p. 285).
B) Risk of Rivalry
Either in home or host countries, apparels, accessories and merchandise will will have a competitor which often fluctuates in size. The present day market tendencies for the outfits industry are globalisation and intensified competition, increasing price and lower profit margin pressures, small quantity with high complexness orders, shorter lead times, multiple location operation, changing customer requirements and liberalisation on textile and clothing quota that creates new market dynamics. Being responsive to these market trends shifts the concentrate of the attire industry for additional intensive product development and improvements leastwise possible cost. Such condition makes companies to divert on product differentiation because of high turning cost. Within an industry where products are deemed to be â˜identical', the key resources of differentiation are brand image, reputation and preceding lifestyle (Byoungho 2004b). For UNIQLO, the merchandise themselves are an important way to obtain competitive border. UNIQLO strives at growing products of high quality, in various collections to allow the company to attain the highest possible volume of customers. Consequently, the competitors would be endangered as it pertains to introducing progressive products. UNIQLO is positioned in the style capitals of the world for the purpose of taking benefit of the new information about fashion styles. UNIQLO's capability to quickly adapt to fads and new marketplaces has helped them develop product differentiation, something that is key to the business's success in the apparel industry. Regarding to Tokle (1990), product differentiation is what separates the most notable competitors from the others, but it something that is not costly to imitate. That is why their product differentiation is merely a short-term competitive benefit. Competitive gain could be achieved once the organisation learns to control its features that the finish consumers could appreciate and competitors would find issues imitating (Porter 1985; Roney 2004).
C) Risk of Substitutes
Everyday wear is very particular with loose-fit, comfortable and calm fit. Athletic or active wear was perceived to be the closest replacement to everyday wear as manifested by the flourishing athletic wear industry. Typically worn as everyday fashion clothing, dynamic attires could provide deterrence in the industry. Additionally, the blurring demarcation on the informal clothing family could be also seen as a chance for substitutes. Specialised stores offer semi-casual, smart informal and business informal lines. Semi-casual clothes are less presentational than informal but aren't as loose as informal dresses. Smart casual purports conservative looks but with harmony on colors, fabric, shoes and accessories. Business casual, on the other hands, varies in meaning but the common aspect is the scruff of the neck. Realising this, the bottomline now is the price. Furthermore, predicated on the SPA business design, all the required functions at UNIQLO falls under a single umbrella especially the inbound logistics and the production. UNIQLO is an example of a cut-make-trim company in which in which the company purchase the fabric and retain possession of the raw materials and work-in-process, therefore rendering it hard for competitors to imitate or produce substitutes for UNQILO brands.
D) Threat of Suppliers
The prices and option of commonly used fabrics such as silk cotton, mixes, synthetics and wools might fluctuate significantly due to its reliance on demand, crop yields, weather, source conditions, transport costs, government regulations and economic condition amongst others (Byoungho 2004a). Quota is the major factor that affects the demand and supply of textile and textiles. Despite the fact that the sale of raw materials is standardised, impartial contractors, raw materials suppliers, importers and attire manufacturing firms could not isolate themselves from such scenario as a result of potential unsteadiness in the source string (Chetty 1999). As well, because of forward vertical integration, coupled with the low barrier to accessibility, suppliers could easily become rivals. In becoming risk of admittance, suppliers could be become a competition to already founded apparel manufacturers. In addition, companies is also one of the dangers when the demand of the labor rises, it'll cause labor costs price inflation. Laszlo (2008) stress that we now have five main elements of the clothing value string including raw materials supply, provision of components; creation networks; export programs and marketing networks at the retail level. Through the process, UNIQLO comes with an ownership on production and thereby a complete control on the equipment procurement. UNIQLO insources its development and handles a lot of the functional details. Sourcing is a go-to in the attire industry but it is not rare although it can add value to UNIQLO.
E) Threat of Buyers
Achieving more and diverse eating group, the clothing industry is both a stable and unstable industry. Steady because quality price and quality products are the key element and unstable because there are many factors that influence both price and quality. In the point of utilization, for occasion, there are â˜middle men' such as the retail stores that offer an array of brands. In purchasing manufactured apparel, retail stores could have influence on making significant requirements and requirements on the purchase, influencing prices. Though quality is inherent, prices wouldn't normally be reasonable by any means, and different clothing is readily available. This clarifies why apparel developing companies are establishing their own stand along stores that will focus on their own produce. Important is the fact that apparel stores should never fall dependent on s specific category of customer. Customers are increasingly showing to favor above standard outfits with a much lower cost, making clothing less differentiated. When reselling directly to consumers, purchasers would incur a substantial part of their dispensable cash. Same goes with retail store, they purchase apparel at the very least possible last cost, but adds up to prices of outfits. UNIQLO is involve in selling to the customers through niche store marketing, with a minimalist strategy of 'pile 'em high, sell' em cheap' concept that is. In addition, the unbranded fashion or the no-logo strategy was perceived to be the key reasons for people's warm attention (Williamson 2007; Parrish, Cassill and Oxenham 2006).
Competitor Analysis
Local Competitors
1) Bossini
A couple of three rivals for UNIQLO: Bossini, Giordano and Muji. Bossini International Holdings Limited is an attire brand owner, store and franchiser nestled in Hong Kong. From its starting point in 1987, Bossini extended to expand both domestically and internationally. Today, the global distribution network is comprised of 551 directly maintained and franchised outlet stores in Mainland, 322 export franchised shops, 178 directly managed shops in Hong Kong, Taiwan, Singapore and Malaysia and 1, 051 retailers in 20 countries. Taking take great pride in on its Bossini brand that is comfortable, easy to mix-and-match, colourful and lively like the â˜Family-Fit' brand, Bossini was able to cater to various consumer requirements in a value for money fashion (Bossini Annual Survey 2006/2007).
The strength of the brand and the folks was drawn from the seven procedures: face simple fact, keep it simple, act with the quickness of light, placed stretch goals, drive quality, create and sustain a learning company and keep the A, nurture the B and discard the C. Through this group of practices, Bossini places emphasis on quality, efficiency and success as a source of competitive edge. The company is also constantly building brand consciousness by means of impressive cross-regional marketing activities. In enhancing its supply string, Bossini shorten the merchandise routine from design to store and can continue steadily to build string ties with them in a proactive manner. Building up an IT system is a strategy meant to drive future progress and profitability. Although company handles closure of unsuccessful outlet stores whenever essential to divert their attention to areas which needs a closer focus and with participating in broad promotions and dual-branding to promote the products also to extend market reach, Bossini is more centered on its four main markets.
2) Giordano
Established in 1981, Giordano is one among the favorite and established everyday apparel dealer in Asia Pacific Region which utilizes about 11, 000 personnel with over 1, 895 retailers functioning in 30 territories worldwide. From its restructuring from 1986, the business ready for international growth, which was permitted by the original success in Hong Kong, Mainland and neighboring countries such as Taiwan and Singapore. Referred to as the most successful homegrown shops, Giordano is a pioneering company that participated in drafting of code of practice in the retailing world and introduced improvements such as the total shopping experience where customers are greeted individually in the doorstops and bade goodbye unto when giving the store.
Envisioning itself to make people feel good while looking great, the company's main strategy is its â˜For the People' philosophy wherein quality, knowledge, development, service and ease are at the central. As an attire of preference, Giordano is also devoted in providing simplicity of design, quality workmanship, attentive customer support and value-for-money, allowing the business to highly build its devoted following (Giordano 2008). Although four brands - Giordano Ladies, Giordano Principles, Giordano and Giordano Junior - are constantly profitable, the weakness is the fact Giordano has a limited range of products and that consumers may grew sick and tired of the existing ideas.
3) Muji
Ryohin Keikaku, better known as Muji, is an outgrowth in the Seiyu, Ltd. In learning to be a separate brand, Muji evolves range of garments, home goods and food that takes pride on being efficient, simple and of high quality.
Literally means â˜no brand', the over 700 Muji products observes the philosophy of simplicity. Largely purporting an individualistic and diversified lifestyle, Muji employs three procedures that is reported to be the explanation for demonstrating good quality products at lower prices. They are collection of materials, streamlining techniques and simplification of packaging.
The company's emphasis on preventing materials wastage and improvement of essential product quality as well as time and labor optimisation will be the key in reaching operational effectiveness and efficiency. Selecting materials is a very important level for Muji where suitable raw materials are the main concern. Mass buying is a technique wherein quality is the indispensable criterion, underpinning the opportunity of producing high quality, low prices products. In doing so, the weakness is on changes popular and offer of raw materials. Standards at processing phases are also under close scrutiny to be able to eliminate waste and reduce cost. With regards to product packaging, Muji sticks to the simpleness philosophy, bearing only product related information and the high cost (Ryohin Keikaku Co. , Ltd. ).
International Competitors
4) Gap
Distance, Inc. and United Colors of Benetton will be the two international competitors for UNIQLO. Space, Inc. has been officially designed in 1988 as a global specialty and shop store which offers casual attire, accessories and personal maintenance systems. Difference, Banana Republic, Old Navy and Piperlime are the four most important brands. As a means of building the worthiness of the brands, Difference is very fastidious with brand development, ensuring that value will be included from product design to syndication onto marketing, merchandising and shopping environments. The strong point of Difference is its constant commitment in enhancing the brand; in simple fact, Gap has an intensive portfolio of brands covering classically styled, high quality, informal apparel at average prices for virtually all age groups. However, the weakness is on inventory turnover. Emphasising style, quality and good value, Difference embraces a shopper friendly environment where store facades change depending on offering season, size and location of the store. Just like UNIQLO, Distance is never threatened of shutting under-performing stores and increasing and redesigning existing stores (Gap Annual Article 2006).
5) Benetton
A global clothing brand which is based in Treviso, Italy, the name Benetton originated from the Benetton family who founded the company in 1965. Now around in over 120 countries, Benetton began with only 5 stores in 1979 that have been bounded to attain 800 stores today. The 5, 500 network of modern stores worldwide will be the reason for creating a complete turnover of 2 billion euro. Fashion clothing is the central business wherein quality, style and enthusiasm through the brands such as United Color of Benetton, Sisley, Playlife and Killer Loop are the primary concerns. Mixing energy, colors and practicality, Benetton offers a stock portfolio of products for men, women and kids. The power is at its innovation and IT integration in producing 160 million garments each year. At Benetton, superior product quality is achieved through committing every level of the creation process with technology and creativity. The weakness is on the inclination for incoherent diversification (Benetton website 2008).
Common to all or any the opponents of UNIQLO, either home or international, is the international expansion strategy known as the judo strategy or the conscious decision to go rapidly into new market segments where there is uncontested ground. (Hilburt-Davis 2002), and providing the best value of money predicated on specific brands. Product differentiation, low priced development and gateway market penetration like UK and the Mainland are other strategies that these competitors pursue, just as like UNQILO is doing. It's important that brands must conform to the needs of the clients of varying years structures and personal preferences and producing brands where value was installed from the 1st step. Quality and customer support are the main concerns, followed by style or design and operation. Brand development and building brand understanding as well as the overall look of the establishment are also the priorities. Common also to Bossini and Difference is the closure of unproductive stores/outlet stores while Benetton takes take great pride in in its IT integration in production. Bossini also engages in dual-branding in conditions of marketing. Since it is also common to all of these rivals to conceptualised product profile, the weaknesses are on incoherence in diversifying the products, apart from inventory turnover and concentrating on core marketplaces. Typically, when these situations happen development will be damaged and it would not be a good idea for those companies which are into bulk buying especially that the styles are immediately paced out.
For UNIQLO, the weaknesses of the home and global competitors could be reaped off as new strategies and the talents could be manipulated as new advantages. The UNIQLO could be upgraded in opening flagships stores atlanta divorce attorneys gateway market in order to similarly diversify brands and gateway locations, providing to all forms of demographics. For UNIQLO, product mixture and shopping spree would be plausible especially if it will come in bolder tones, with better quality and cheaper prices, but are manufactured based on forecasted demands. To have advantage of the opportunities that competition impose, UNIQLO must start its horizon into new product tendencies including the sterling silver market and the plus-size market within the brand ideas. Although every one of the contending companies including UNQILO are into informal, everyday wear, what will set UNQILO apart from them is the potential of easy treatment clothing where fabric are very liquid and/or wrinkle free.
Internal Analysis
SWOT Analysis
1) Strengths
UNIQLO was considered successful due to its commitment in divergence which facilitates the individuality of each family member as well as people that have fashion-forward and edgy people. These products are of expected high quality because of the effective global materials procurement. With all this, UNIQLO's products are designed parallel with the client requirements and worldwide markets trends. Words of the buyer (VOC) is one of the key in building the most effective brands. For UNIQLO, however, this is not enough, it should be joined with direct engagement in value chain process and doing it through a low-cost, quality-driven manner. Inside the post production stage, additionally it is very important to UNQILO to acquire effective syndication management and inventory control. UNIQLO is an expert in store development thereby efficient store operation in addition.
2) Weaknesses
Japan and Fast Retailing are devoted in simple, practical clothing with minimalist clothing details rather than leading edge, extravagant clothing. This is the make of UNIQLO, but could also be its major weakness in penetrating fashion-oriented places such as London, Paris and New York whereby fashion aspect of UNIQLO products are very limited. Another weakness is that UNIQLO belongs to a multi-layer syndication structured industry; circulation digestibility is hard, leading to clogging in circulation inventory. UNIQLO is also formerly created for low-end consumers and that they will face a head-to-head competition with all types of market such as high end, high street, ethical consumers and cut-price shoppers when operating abroad. Occasionally, profitability is basically dependant on the opportunities of retail season like back-to-school and vacations. In both circumstances, UNIQLO must already find the necessary managerial and operational competences prior to establishing a presence in these places; but in the truth that UNIQLO would not be able to tap on being reactive enough to these dangers; this will impact the business results.
3) Opportunities
Belonging to an industry where fashion and clothing market developments are unending, UNIQLO is operating in a worldwide business where companies' course and business activities are always increasing. Globalisation provides the clothes industry with grater simultaneity with the aid of technology, facilitating the exchange of information with speedier level. Because of interdependence, free trade zone has also viewed as profitable because fashion, textile and garments market segments became borderless. While also making bigger revenue, UNIQLO could spend money on social influence or its commercial social responsibility. What's kept for UNQILO is to seize the opportunity of any faster information and knowledge copy from these locations through a full drive IT integration including the customers. The teenager market is also another opportunity the UNIQLO could exploit since this group is very careful in value shopping plus they have tastes of where you can shop and how to look.
4) Threats
Changes in economical conditions, changes in ingestion trends and strong competition are just three of the goodies that UNQILO, and all the apparel firms, happens to be facing. Foreign currency affects the business do of UNIQLO because of the locational position of the procedures. Johnson and Scholes (2002) relate that strategic setting is an crucial in realising the strategic capabilities of organisations. UNIQLO has a geographically dispersed procedure: fashion designers are in Tokyo, NY and Paris, garnering first hand information popular trends; processing departments are in China where cheap labors reside; headquarter continues to be in Japan which takes responsibility in proper decision making. Labor and materials could fluctuate depending in the performance of yen much like US dollar's. In happenings that the market of either one of the mentioned locations drifts, UNIQLO's operation will be shaken. In addition, the outfits industry where UNIQLO plays as a significant player is polluted with customers' influences where the likelihood of switching brands is definitely a chance.
Conclusion
Referred to as the equivalent of Gap, UNIQLO is increasingly becoming known in the global outfits industry. UNIQLO continued to be a make of preference due to quality, simplicity, functionality and cheaper prices of the merchandises. Although UNIQLO is politically influenced by CEPA and US-China memorandum, UNQILO invests only on opportunities that are profitable, beneficial and will purport the continuous geographic development of the business. UNIQLO has an advantage as it pertains to individual spending because clothing is a simple need. While at it, however, UNIQLO should never ignore the cultural aspects of conducting business which is to provide people empowerment when it comes to giving to the federal government through tax. The company is also devoted in enhancing customer service through acquiring the VOC.
Going into the outfits market is not too difficult; however, new entrants must face the challenges of building brand understanding and coping with the emergences of new styles. There are in least five major competitors for UNIQLO - Bossini, Giordano, Muji, Difference and Benetton. All these rivals get excited about ongoing product differentiation since, depending on fashion movements, substitutes could instantly emerge. Because of the SPA model, UNIQLO's procedures are inherently unusual; sense of ownership in process tasks is the main element. The 'pile 'em high, sell 'em cheap' notion, as well, can be an attribute unique to UNIQLO. In sum, the common strategy at UNIQLO is the constant home and global growth and low priced creation and management, achieved through constant conditioning of the already reputable brand, possession of processes, acquiring the VOC, sound circulation and inventory control and reliable store businesses.
To evaluate, the existing strategies of UNIQLO are providing the business with immense success and expansion. However, UNIQLO already has a record of blunder in concentrating more and prioritising international expansions; thus harming the trustworthiness of the company specially in conditions of managerial capacity, experience and competence. There remains the fact that the products lag behind the grade of the products generated from the fashion centers of the worldwide due to the fact designers already are for the reason that places. A fact also is that UNIQLO has an immature experience curve in aspects of global market penetration. Shutting down of 16 of the 20 stores in the united kingdom in 2001 and 3 stores in NJ are clear-cut evidences of the incompetence privately of UNIQLO. Global integration proved to be futile especially because UNIQLO is easily shaken up by global financial changes. UNIQLO admits that the closure of the New Shirt stores is as a result of recent recessions and investment drifts in america. In the UK, stores confronted closure as a result of failure to discover the consumer personal preferences of Britons, which are very different recover of Asians and Japan per se.
You will discover two recommendations for UNIQLO: Asian market integration and establishment on an online shopping site. The first centers the theory that UNIQLO is an Asian product and must be initially offered to Asian consumers. The understanding of Asian consumers, though they also vary depending on specific civilizations, would be much higher in comparison to that of the Westerners. There are several fashion or brand focused countries in Asia that UNIQLO has yet to find including the Philippines, for case. Filipinos consider clothing as a staple and the apparel industry in the country is a booming industry. Nonetheless, Filipinos contain the â˜invest in quality' perception where quality is the principal matter and price is extra; but if there are products that incorporate these two features, it'll be much appreciated. Furthermore, export costs would be limited.
Online retailing is a proven successful endeavor. Different types of markets and establishments are growing because of globalization and the launch of new information technology, as well as the pioneer which is the web. The main element requirements are now focused in quality, speed-to-market, versatility, innovation, networks, customer support and customization. Internet advertising or sometimes called, as web advertising is a type of advertising when a person can control or personalize the information regarding to his/her interest by using internet (Hanson 2000). Internet advertising provides instant connections and link with the consumers since the customers or the viewers are the person who determines on what advertisement to view beneficial to the field with their interest. UNIQLO could supply the consumers with the energy to control the opportunity in building an on-line involvement through the use of internet and achieving the most number of locations at exactly the same time without the need to establish a store in a particular place.
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