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Table of Contents
ANSWER CASESTUDY: 10
Case Study 1: Garnier and Revlon: In Need of a Makeover ............................................. 10
INTRODUCTION: ...............................................................................................................................10
BODY: ..................................................................................................................................................10
Reasons for L'Oreal's withdrawal of Garnier and Relvon brands from the Chinese market: ..........10
How to avoid the problems discussed above when L'Oreal first entered the Chinese market: ........11
CONCLUSION: ....................................................................................................................................13
Case Study 2: UNIQLO: The Innovative Route in Fashion Retailing.............................. 14
INTRODUCTION: .............................................................................................................................14
BODY:..................................................................................................................................................14
During the growth phase, businesses can implement several marketing strategies to prolong the
rapid growth of the market: ..............................................................................................................15
If I were a target customer of Uniqlo, I would choose to buy Uniqlo, because: ..............................16
CONCLUSION: ....................................................................................................................................17
REFERENCES: ....................................................................................................................................18

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Case Study 1: Garnier and Revlon: In Need of a Makeover
In 2014, L'Oréal, the world's largest cosmetics company, announced that it is pulling its Garnier brand
out of China. Earlier that year, U.S.-based Revlon said that they would be exiting the mainland market
after almost two decades, having incurred $22 million in expenses. This exit came as a surprise given
China's cosmetic industry's impressive top line numbers. The Chinese market is the third largest
globally, following North America and Japan. In China, L'Oréal is the second largest beauty and skin
care company, with Procter & Gamble at No. 1. The cosmetics market has more than doubled between
2008 and 2012, with a market value of $22.8 billion. Though sales did dampen in 2013, the growth rate
is still in the healthy double digits with approximately $23 billion in market sales.

Glossy Beginnings
In 1996, after the Chinese government had relaxed the norms governing foreign investment, the French
cosmetics giant entered the mainland market and gained popularity with its subsidiary L'Oréal China.
Egged on by their initial success, L'Oréal brought other international brands into the market in order to
get a bigger market share. Garnier is one of nine brands that L'Oréal operates in China, and was
introduced in the market in 2006 as a mass-marketed cosmetic company with low-prices in comparison
to L'Oréal's standard higher-priced skincare brands like L'Oréal Paris and Lancöme.

Recently, L'Oréal's products accounted for about 17 percent or $2.04 billion of China's total cosmetics
industry. However, Garnier, which produces hair and skin care products, accounted for a mere 1 percent
of L'Oréal's China sales. The company's like-for-like growth reached 6.5 percent in Asia (excluding
Japan), while China accounts for only 2 percent of Revlon's total sales.

For Revlon, their reach-having entered only 50 of the 160 cities across China-and overall marketing
may have worked against them in the market. The exit plan of both these companies illustrates the
difficulties that foreign companies are facing in entering the Chinese market.

Beauty is Not Just Skin Deep

Despite their obsession with cosmetics, the Chinese consumers do not buy just any foreign brand that is
introduced to the market. With reports indicating that consumers in China are more receptive to online
shopping and becoming savvier when it comes to product quality, they are not willing to pay a premium
just because the product bears a Western brand. This is also indicative of a decline in sales growth from
brick-and-mortar stores as digital penetration continues to increase, which stands at around 6 percent
across all cities in China.
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The Chinese L'Oréal strategy did not produce the desired outcomes leading the company to start losing
sales and it saw a decline in market awareness. Companies like L'Oréal face quite a bit of competition
from local players. A weak understanding of the Chinese consumer tastes has also worked against big
international brands. Local brands have been able to offer cosmetic products that make use of
traditional Chinese practices-medicinal and herbal. Working such small but important facets into their
businesses has given domestic players an edge over the foreign companies. Due to the competition and
rapid growth of domestic products and labels in mass-market cosmetic space, L'Oréal's Garnier brand
bowed out of the Chinese hair care market.

In China, Revlon had not been able to successfully distinguish its luxury products from the mass-
market cosmetics. The company sold its products at both high-end makeup stores as well as mid-tier
retailers such as local supermarkets and community stores. Without distinct product differentiation,
Revlon lost a chunk of their market share because to consumers who wanted a luxury product, being
sold to by mid-tier retailers is suggestive that the brand is not of high quality. On the other hand, its
high price point made average consumers pass it over. Another sore point was that Revlon did not
introduce products for the Chinese market. Instead, all its products were foreign.

Competition is also growing from local and South Korean brands in the mass market segment. Local
cosmetics companies, such as Peh Chao Lin and Herborist, offer products at lower price points than
Garnier and Revlon. Their sales distribution network has also improved vastly. Chinese consumers see
local brands as sophisticated products that are available at lower prices, thus, more appealing. Even
Sasa, Hong Kong's discount cosmetic company, is not performing well in China.

Apart from the local business competition, the health scares in China that include those stemming from
tainted cosmetics have made Chinese consumers wary of what they buy. They believe that premium-
priced products are safer than cheaper ones. There is also the belief that using any one cosmetic brand
too long is bad for their skin. This belief has led many companies to launch more brands and new
products, making the landscape even more competitive. This highlights the fact that foreign brands have
to work harder to be able to meet the demands of a market with higher consumer expectations.

Beauty From Within: An Inside Player

While L'Oréal is still considered one of the market leaders in China's beauty and cosmetic industry, to
strengthen their expansion plans in the Asian stronghold and retain their market share, L'Oréal seems to
be employing an 'acquire-to-grow' strategy. In 2014, one of L'Oréal's major acquisitions was local brand
5
Magic Holdings International Ltd. for $843 million, which will not only give L'Oréal China's biggest
facial mask brand but also a way into consumer preference. Magic includes products that sell MG-
branded cosmetics like masks that contain snail essence. Kiehl's, another L'Oréal brand, is a niche brand
marketed with a positioning as a natural product, has seen impressive sales. Another brand that L'Oréal
carries is Maybelline, a makeup than skincare brand, and holds the largest market share among makeup
brands in China.

As another strategic move to make the brand more appealing to the mass, L'Oréal's China division said
that they will cut the "price of most of our imported products". While consumers in China often pay
more for luxury goods, some companies will charge them a higher price for the same commodity. Most
of L'Oréal’s luxury brands, apart from Yue Sai (which was acquired by L'Oréal in 2004), are imported.
L'Oréal has also set up a Research and Innovation Centre in Shanghai and manufacturing centers in
other locations to produce a bulk of their mass brands.

Source: Kotler, P., Armstrong, G., Ang, Tan, C. T., Yau, O. H, & Leong, S. M. (2017). Principles of
Marketing: An Asian Perspective. Pearson Education.

6
Case Study 2: UNIQLO: The Innovative Route in Fashion Retailing
UNIQLO Co., Ltd. is a Japanese casual wear designer, manufacturer, and retailer. Since 2005, the
company has been a wholly owned subsidiary of Fast Retailing Co., Ltd. Uniqlo Japan is the nation's
largest apparel retail chain, with a 6.5 percent market share of the Japanese apparel market and a
network of 841 stores at the end of August 2015 generating annual net sales in 2014 (the year ended
August 31) of over $5.9 billion. The company contributes more than 50 percent of the group's net sales.
From there, UNIQLO International has been driving group growth by opening new stores each year in
various countries outside Japan. The company currently has more than 1,600 stores across 17 countries
worldwide, including Australia, Bangladesh, Canada, China, France, Germany, Russia, and the United
Kingdom. With sales totalling $3.4 billion in 2014, UNIQLO International has contributed about one-
third to group sales. This makes Fast Retailing the latest global company from Japan and Asia's top-as
well as the world's fourth-largest-apparel retailer, following Inditex (Zara), Hennes & Mauritz (H&M),
and Gap.

Founded by President and CEO Tadashi Yanai, UNIQLO's first store opened as a "unique clothing
warehouse" selling unisex casual clothing in Hiroshima in 1984 and was later renamed Fast Retailing
Co. in 1991. At this time, the company was simply reselling garments that it bought from other
manufacturers, but a key turning point for the brand came about when it decided in 1997 to take on
more elements of the value chain and begin producing its own clothes. This transformed UNIQLO from
a suburban casual clothing store into a Japanese household name, and the company became Japan's first
specialty store retailer of private label apparel (known as an SPA). Ever since, the company has refined
this business model, allowing sophisticated control of the entire business process, from planning and
design to material procurement and sales. As a consequence, UNIQLO won the fiscal 2014 Retailer of
the Year Award from the World Retail Congress for exceptional, world-class performance and has
successfully developed into a global brand. Tadashi Yanai believes that this global development and
growth is a testament to UNIQLO's unique position as the world's only "lifewear' brand, which means
everyday clothes for a better life high quality, fashionable, affordable, and comfortable.

How did Fast Retailing manage to turn UNIQLO into a global fashion retail brand? Steered by the
philosophy "Made for All," UNIQLO offers high-quality products at affordable prices; for example, a
pair of jeans may be priced as low as $9. The UNIQLO Material Development Team is able to procure
high-quality materials at low costs through direct relationships with and bulk purchases from material
manufacturers globally. In addition, the company has a team of technical specialists known as the
Takumi Team, boasting many years of experience in the Japanese textile industry. These specialists are
7
sent directly to UNIQLO's partner factories in China to offer technical instruction and share their
abundant experience. At the same time, the supervisors from the production department, based in the
Shanghai office, make weekly visits to partner factories to check the quality and progress of production.
Moreover, UNIQLO has continuously innovated in functional materials through collaborations with
manufacturers and suppliers as well as customers. For example, it developed a heat- generating material
known as HEATTECH with Toray Industries, Inc. Launched in 2003, HEATTECH is a unique, highly
functional line of innerwear that preserves body warmth and has won over a multitude of customers. As
customer opinions and needs play a vital role in UNIQLO's product development strategy, its
HEATTECH products have been continuously refined each year based on customer feedback. The
UNIQLO Customer Center receives approximately 100,000 comments from customers annually and it
is precisely this customer feedback that makes it possible for UNIQLO to produce the high-quality
apparel that it does.

In addition to the affordable prices of UNIQLO products, their trendy designs help attract customers.
UNIQLO partners with renowned artists and designers from across the globe, such as German designer
Jil Sander Following a five-year absence from designing, she created a collection for UNIQLO named
+J, which was launched globally and sold out in most countries in the first week. In order to position
UNIQLO as a socially functional brand and not just another fashion brand, the company appoints
influential brand ambassadors like chef David Chang, technology entrepreneur David Karp of Tumblr,
jazz musician Esperanza Spalding, professional tennis player Novak Djokovic, and Australian golfer
Adam Scott.

Another positive characteristic that UNIQLO has integrated is the world-renowned Japanese
characteristic of attentiveness in customer service. At UNIQLO stores, there are "advisors" who help
customers find what they need and keep the store neat and tidy at all times. Advisors are trained to
project the UNIQLO way of interacting with customers.

Fast Retailing continues to revolutionize the retail clothing industry by creating innovative retail
experiences. In 2013, UNIQLO's joint project with the New York's Museum of Modern Art (MOMA)
successfully boosted the company's visibility worldwide by enabling UNIQLO to offer a range of
sweatshirts and T-shirts with cutting-edge design from both contemporary artists and established pop
masters like Andy Warhol. For Fall 2015, UNIQLO announced Magic for All, a global partnership with
Disney Consumer Products. In the future, the company aims at revolutionizing the retail business
further by constructing state-of-the-art distribution centers, starting in Tokyo, in order to create an
8
entirely new way of shopping: If a store runs out of a particular product a customer wants, UNIQLO
can order it from their virtual store and deliver it to that customer by the time they get home.

Fast Retailing aims to achieve consolidated Group sales of $61.2 billion by 2020 with a continuous
growth rate of 20 percent per year in order to become the world's biggest specialty retailer of private
label apparel. In a growing global environment in which cheap and chic also means looking and feeling
good, UNIQLO has definitely found the best cut in fabric.

Source: Armstrong, G., Kotler, P., & Opresnik, M. O. (2017). Marketing: An Introduction, Global
Edition, 13th edition. Pearson Education.

Case Study 1: Garnier and Revlon: In Need of a Makeover

Question 1: According to the case, what caused Garnier and Revlon to pull out of China?
(25 marks)
Question 2: Describe how the issues discussed above could have been avoided by L’Oreal when they
first entered the Chinese market.
(25 marks)
Case Study 2: UNIQLO: The Innovative Route in Fashion Retailing
Question 1: According to the case, what stage of the product life cycle is UNIQLO in? Why so? (25
marks)
Question 2: Assuming that you are their target customer, would you purchase UNIQLO? Why or why
not? (25 marks)

9
ANSWER CASESTUDY:
Case Study 1: Garnier and Revlon: In Need of a Makeover
INTRODUCTION:
China is a strong and thriving market for foreign businesses to invest in, that's why L'Oreal does not
miss the opportunity and penetrates the Chinese market. However, the lack of careful analysis of
environmental and human factors led L'Oreal to withdraw the two brands Revlon and Garnier from the
Chinese market, which reduced the company's market share L'Oreal industry in this market.
BODY:
Reasons for L'Oreal's withdrawal of Garnier and Relvon brands from the Chinese market:
In 2014, the whole cosmetics sector of China made up of L'Oréal's goods represented around 17 percent
or 2.04 billion dollars. The manufacturing platform Garnier made only 1 percent of the L'Oréal sales in
China for hair and skincare products. The company's similar increase in Asia (excluding Japan) reached
6.5 percent, but China represents just 2 percent of the overall sales of Revlon.
Although Chinese consumers have a fascination with cosmetics, they are not just buying any foreign
brands onto the market. Reports showing that China's consumers are increasingly responsive to online
purchases and have become more knowledgeable in terms of product quality, they are not prepared to
pay a premium just because the goods have a Western name. This is also an indication of a reduction in
brick-and-mortar sales growth as digital penetration continues to climb, which is around 6% in all
Chinese cities.
The Chinese strategy L'Oréal did not get the intended result that led the business to begin to lose its
revenues and that market awareness decreased. Local players are seeing some competition from
companies like L'Oréal. The Chinese consumer's slight comprehension also worked against major
foreign companies. Cosmetic goods made use of traditional medicinal and herbal Chinese techniques
were offered by local brand companies. Domestic actors have provided a boost over international firms
by working with these minor but significant features in their organizations. The L'Oréal Garnier brand
bowed out of the China haircare industry, thanks to the rivalry and quick expansion of local goods and
labels in mass-market cosmetics.
For Revlon, their reach, which only reached 50 of the 160 cities in China, might have been countered
by marketing generally. The departure strategy for these two firms shows the challenges international
corporations have to join the Chinese market.
In China, Revlon could not separate its premium items successfully from the cosmetics on the general
market. The firm marketed its items in both high-end shops and middlemen, such as local supermarkets
and shops. Revlon lost a portion of its market share without significant product differentiation since it
does imply that it is not a high-quality brand for consumers who sought a premium product. Its high
10
price point, on the other hand, made it pass through by typical customers. Another terrible issue was
that Revlon did not launch Chinese market items. Instead, it was entirely foreign items.
The competition in the mass market category also increases with local and South Korean companies.
Locals like Peh Chao Lin and Herborist are offering goods lower than Garnier or Revlon at a cheaper
price range. Their sales network has also greatly improved. Chinese customers consider local brands
more attractive than advanced items available at lower rates.
In addition to local rivalry, Chinese customers are not aware of what they buy, given the health
concerns in China that include people from contaminated cosmetics. You think prices are safer than
those which are lower. The assumption is that using one cosmetic brand is too long for your skin. This
conviction has encouraged numerous firms to develop more products and brands, which have made the
countryside even more competitive. This shows that external brands have to work harder to fulfill the
needs of a more consumer-friendly market.
How to avoid the problems discussed above when L'Oreal first entered the Chinese market:
L'Oreal must design a particular 4P marketing plan, to minimize the risk of entering the Chinese
market, to survive and prosper in the Chinese market.
Definition: 4P is a marketing approach that contains four key elements: product, price, place,
promotion. The four features are sometimes called the Marketing Mix. The successful application of
4Ps in marketing would have an important impact on the income of the company.
1/ Product strategy:
From ancient times, Chinese ladies hold the notion that "as long as the skin is white, all deficiencies are
hidden" A tan shows their poor socioeconomic condition. So they are looking for any technique of
making their skin white from herbal products used topically to medicines used within. To understand
this need, L'Oréal has launched whitening goods into China's market: lotions and creams of a range of
lines to meet Chinese women's whitening demands.
The cosmetics line that Maybelline is China's top brand in this production line is one of the L'Oréal
achievements of this market that we can not help but note. L'Oréal developed and put this brand on the
Chinese market immediately after its acquisition from an American firm and the unexpected result was
that Maybelline continues to sell and the Maybelline is far from the most popular Chinese women's
maquillage.
2/ Pricing strategy:
Mainland Chinese people are today more educated, educated, and interested in fashion and personal
image than in the past. They no longer only focus on fundamental living circumstances, but also the
quality of life. They are prepared to spend a lot of money on personal pictures, high revenue. The
Chinese cosmetics sector, so promises to provide cosmetic corporations greater benefits. L'Oréal has
11
established itself as a top-quality cosmetic firm and catered for the top quality in China. In China like in
the EU or the United States, L'Oréal priced its high-end product range. After succeeding in the above
sector, L'Oréal has introduced inexpensive goods to the market, which have been priced well below the
high-end line but which are more than the price of products in the same competitive segment. In every
area, L'Oréal has therefore always shown itself to be an excellent cosmetic firm. The use of L'Oréal
goods to Chinese women helps them feel trusted, fashionable, and luxurious. Due to the lack of
pressure in the Chinese market for L'Oréal's branded products, Chinese consumer preferences are high,
and such a high value enhances brand recognition in this market.
3/ Distribution strategy:
Depending on the product range of L'Oréal goods are distributed and sold in various places. From the
point of view of Chinese customers, purchasing at a major shop is no more an issue of counterfeit
goods, phony items, excellent prices, and good quality of service. Chinese shops are split into 3
segments: popular, middle-class, and high-class. The popular product line of L'Oréal, such as Garnier,
L'Oréal Paris, and Maybelline are sold in middle-class shops, while luxury products such as Lancôme
have been incorporated in the chain of high-class shops.
Furthermore, relatively affordable hair and skin care products such as MiniNurse and Yü-sai are
available in supermarkets and small cosmetic department shops for medium and low-category
treatments. A further point that is worth highlighting concerning L'Oréal's distribution strategy in China
is L'Oréal's distribution of its goods through retail giants in China. Parkson was selected by L'Oréal to
"send Gold" with more than 100 systems in key Chinese cities. China is currently one of the nations
with highly-developed IT, life has grown more busy and busy, Internet users are quite congested.
L'Oréal has thus taken advantage of this chance to connect eBay to many other online shops to
distribute their products. This sophisticated distribution method helps L'Oréal to generate enormous
income.
4/ Promotion strategy:
Today's young Chinese are strongly affected by Korean film actors, they see their idolatry as their
benchmark. L'Oréal uses pictures of Korean film stars to promote Biotherm's line of products. The
Korean idols have appearances, mannerisms, and personalities which Chinese men adore, while women
aspire to be like their partners. And a far more than anticipated outcome came, Biotherm's sales for men
have significantly grown and are tough to achieve for other guys.
One of L'Oréal's tactics in China for promoting the plan is PR. L'Oréal is one of China's most popular
businesses owing to its social advantages. Every year, L'Oréal organize events such as the For Women
in Science Award (with the support of the United Nations Organization for Women's Environment),
World Barber joins forces to combat AIDS, as well as L'Oréal, has opened activities in support of both
12
Chinese governments and local populations, which focus on priority education and environmental
protection activities.
CONCLUSION:
In short, L'Oréal's marketing strategy is quite effective in the Chinese market. Although it has joined
China following its competitors, L'Oréal's marketing approach has placed it second among Chinese
cosmetic firms. This is a fantastic lesson to study and understand by marketers as well as by
corporations.

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Case Study 2: UNIQLO: The Innovative Route in Fashion Retailing

INTRODUCTION:
Introduction Stage – The first stage of the product is when firms spend a lot of money on the market.
Target consumers are individuals that love to discover and experience the goods first.
Growth Stage – In the stage of growth, the product gets high sales fast at this point and brings your
firm profit. The biggest profit margin is provided by the dominating product in the market.
Maturity Stage – The stage of stability, in order to upgrade items or to introduce alternative products,
must focus on marketing tactics in this stage. Sales are steady and start decreasing over time as
numerous rivals arise, market share loss, and consumer items are inappropriate.
Decline Stage – The product begins to produce minimal profit, and the cost of marketing the product
begins to be expensive. Should lower prices to stimulate production to generate income at this moment.
Uniqlo is in a growth phase, to clarify this phase of Uniqlo, the following will be specific examples in
the body of the article.
BODY:
UNIQLO Co., Ltd. is a Japanese casual clothing designer, producer, and distributor. Over 50% of
Group net revenues are contributed by the firm. UNIQLO International has driven the group's
expansion from thereby launching new businesses in different nations in different countries outside
Japan every year. Currently, the firm has over 1,600 outlets in 17 countries globally, which include
Australia, Bangladesh, Canada, China, France, Germany, Russia, and the UK. UNIQLO International
made a contribution to group sales of almost a third with a total of $3.4 billion in 2014.

14
During the growth phase, businesses can implement several marketing strategies to prolong the
rapid growth of the market:
Strategies to improve product quality, enhance new features and new designs for products:
Uniqlo offers excellent items at cheap rates, driven by the idea of "Made for All," for example, a pair of
jeans may be priced as little as 9 USD. The UNIQLO material development team can obtain high-
quality materials at a cheap cost by directly interacting with material manufacturers internationally and
by buying bulk supplies.
Besides UNIQLO's low costs, its fashionable designs entice clients. UNIQLO works worldwide with
leading artists and designers including German designer Jil Sander - After a five-year lack of design,
she produced a UNIQLO collection called +J which was launched internationally in several countries
and sold out the first week.
In addition, via cooperation with producers and providers as well as customers, UNIQLO has
continually developed functional materials. It created, for example, HEATTECH with Toray Industries,
Inc., a heat-producing material. HEATTECH was launched in 2003 and is a very innovative and very
useful clothing line that maintains warmth and has won over several consumers.
Because consumer opinion and requirements play an important part in the product development strategy
of UNIQLO, its HEATTECH products are enhanced year after year based on client feedback. Around
100 000 comments are received yearly by the UNIQLO Center, which makes it feasible for UNIQLO to
create high-quality clothing, exactly because of this consumer input.
Strategies to enter new market segments:
The fast retail sector continues to disrupt by building a unique retail experience. The collaborative
UNIQLO initiative with the Museum of Modern Art ( MOMA) in New York effectively enhanced its
international appearance in 2013 by enabling UNIQLO to sell an array of current artists and well-
known pop masters, including Andy Warhol's, toys and t-shirts. Uniqlo announced Magic for All, a
global Disney Consumer Products collaboration, for the autumn of 2015.
New strategy: From the generalist to the multi-specialist:
The firm appoints influences brand ambassadors such as chef David Chang, Tumblr's technology
entrepreneur David Karp, Jazz musician Esperanza Spalding, professional tennis player Novak
Djokovic, and Australian Golfer Adam Scott to make UNIQLO a socially functional brand and not just
another fashion brand.

15
Move online:
CSR is social corporate responsibility, which means social accountability for companies.
Uniqlo has been well recognized as a production and retail company because of its fleece Jackets.
Uniqlo joined the online market then grew up to global markets and progressively reaffirmed its brand
using contemporary marketing tactics.
Digital Marketing:
Uniqlo was undoubtedly one of the first businesses to successfully start the internet marketing
campaign for "Uniklock" throughout 2007. Viral commercialization effort developed for international
brand recognition with a watch with beautifully produced dance videos and captivated music from the
lounge. The clock lasts all year long, with females dancing polo shirts in summer, cache more shirts in
winter, and girls sleeping at midnight. At Cannes Lions Festival, Uniqlo has received several significant
publicity prizes including a Grand Prix.
Recently, "Uniqlock" has also been included in the 2019 worldwide campaign #UTPlayYourWorld,
collaborating with TikTok to encourage consumers to wear Uniqlo clothing and "display" them in short
video clips. They are displayed in shops.
If I were a target customer of Uniqlo, I would choose to buy Uniqlo, because:
1. Don't follow the trend:
First of all, they're not fashionable. Tadashi Yanai established Uniqlo in Hiroshima, Japan in the 1980s.
The Uniqlo designs are basic and classic, as a manufacturer of unisex apparel for both men and women.
2. Material features:
Many manufacturers of sportswear offer shirts that sweat, cool or retain heat. Uniqlo is nonetheless the
first term to be used for daily or business items in this function. Uniqlo sells pants to ensure that guys
are cool. The business also produces a polo with "sweating technology, for the taste of smoothness,
dryness, and comfort."
3. Extremely competitive price:
High quality and cheap pricing is the fundamental business strategy of Uniqlo. During the economic
crisis in the early 90s, their cheap items ruled Japan. The company costs about $90 for a basic cashmere
sweater. In the meantime, J. Crew sells the identical product for $225.
Uniqlo can sell inexpensively, as it has a tiny production line, according to New York Magazine. If
mass manufacturing is just for a few models, it may negotiate reduced rates for raw materials.
Consequently, customers gain too. Low costs attract to males, in particular, as they appreciate
pragmatism while purchasing.

16
4. The appearance is neat and complete:
One of the other characteristics of Uniqlo is that its goods match better than its competitors, while
Uniqlo provides a wonderful amount of custom-made jeans, most of the fantastic pants of the company.
Everything for around $50. Uniqlo client Dennis Green thinks that Uniqlo apparel sizes are better than
many other similar stores.
CONCLUSION:
Everything above shows that Uniqlo's marketing techniques have the quintessence of the Japanese. The
brand Uniqlo demonstrated a quality brand that promotes the image to the globe from quality to
marketing. One may say that the firm has gone to other areas where the "wolf" of the fashion industry is
not lacking. However, the "sweet fruit" that Uniqlo has gained is not little and it is now one of the
largest inexpensive fashion names in the world.

17
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chủ, T., tế, 4. and tế, 4., 2021. 4P Marketing là gì? Định nghĩa 4P trong marketing mix.
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18
ASSIGNMENT FINAL EXAM
ORIGINALITY REPORT

7 %
SIMILARITY INDEX
4%
INTERNET SOURCES
0%
PUBLICATIONS
3%
STUDENT PAPERS

PRIMARY SOURCES

1
ipfs.io
Internet Source 4%
2
Submitted to Raffles College of Design and
Commerce
2%
Student Paper

3
Submitted to Chester College of Higher
Education
1%
Student Paper

Exclude quotes Off Exclude matches Off

Exclude bibliography Off