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- Mujirushi Ryohin : No Brand , Good quality
- In the beginning : The priority was not grow the business but to realise the concept (Finding demand for no brand brand.
- 1980s : Participated in an exhibition of Japanese products in London and sparked a great deal of interest from British retailers.
- 1991 : They opened stay alone stores in London (Regent street) -> Local staff didn't know how to plan the mix of goods and the floor displays in the Muji ways. Hong Kong
- The joint venture with Liberty - Didn't go well : Strategic misalignment.
- 2000s : 14 stores with Fake logo,brand in China.
- Mujirushi Ryohin : No Brand , Good quality
- In the beginning : The priority was not grow the business but to realise the concept (Finding demand for no brand brand.
- 1980s : Participated in an exhibition of Japanese products in London and sparked a great deal of interest from British retailers.
> Harrods (x) , Liberty (o) - More design focused.
> Muji's new goal : Spreading ethos of good, affordable, sustainable design throughout the world.
> no competitors so They started the venture careful,deliberate manners.
* 3 ways to expand
1. License deal
2. joint venture
3. Direct investment
2. joint venture
3. Direct investment
- 1991 : They opened stay alone stores in London (Regent street) -> Local staff didn't know how to plan the mix of goods and the floor displays in the Muji ways. Hong Kong
- 1994 : Ended the partnership with Liberty and created a European subsidiary to run the first London store.
- 1995 : Another Asian travel hub- Singapore Thanks to Seiyu.
- 1998 : other countries in Europe / Economy crisis in japan - Withdraw form Hong Kong and Singapore.
- 2000: Ryohin Keikaku set about cleaning up Muji organisation.
- 2001: Established a Hong Kong subsidiary again.
- 2004: Established Muji-Korea while European expansion ( licensing deals in Scandinavia and Italy.
- 2005 : Entered mainland of China, They brought the real Muji to China to fight with fakers so opened the store in Shanghai.
- 2007 : Opened the first store in the U.S. (New York - Soho)
- 2008 : First priority was to ensure that the Muji experience - from walking into a store to buying and using our products- would feel exactly the same no matter where you where in the world.
- 2017 : opened in Manhattan
- Open an new store only after the existing ones are running profitably.
> They want to understand a country and its retail landscape,work our ant operational kinks, and build a reputation through word of mouth before they expand within it. / Long lasting products and companies.
- 418 stores in Japan -> 403 stores in 27 countries throughout Europe, NA , Australia and the middle east.
- The joint venture with Liberty - Didn't go well : Strategic misalignment.
> Hands-on fashion would be the best way to present their concept, Liberty managers had their own business to top ; Not on the top priority
- 1990s : Opened the store in Hong Kong (1991)
- 2000s : 14 stores with Fake logo,brand in China.
- Quality control was still a concerns due to the huge land in China.
- Their Global strategies : Set rules for store design, layout , and merchandising.
> All front line staff members the same training and to bring many locally hired store mangers to their offices.
> Finally They could share all same data.
- The barriers of expanding to the US
1. Long distance
2. the culture of consumer litigation
- In places that have a surfeit of stuff to buy, They think the products can be particularly useful.
- They focused on urban or uni areas where their e-commerce sales are strong in the US but there were still some huddles.
1. Based on Asian manufacturing
2. high cost of labour
3. lack of advertisements
- Good product & Low price fit in the Japanese downturn.
- They stick to their rules
- Each local manger proposes a location on the meeting.
- Make long- lasting products
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