UNIQLO Company Analysis 1

UNIQLO Company, Global Marketing Analysis

(Name)

(University)

(Course)

(Date)

(Tutor)
 UNIQLO Company Analysis 2

Table of Contents

Section One.................................................................................................................................................3

Introduction.............................................................................................................................................3

History.....................................................................................................................................................3

Operations, strategies, markets and distribution channels........................................................................5

Section Two.................................................................................................................................................6

The internationalization process..............................................................................................................6

Internationalization frameworks..............................................................................................................7

1. The internationalization process framework................................................................................7

2. The Uppsala Model......................................................................................................................8

Section Three.............................................................................................................................................11

Macro environmental analysis...............................................................................................................11

Market specific analysis........................................................................................................................14

Section Four..............................................................................................................................................16

Market Entry Modes..............................................................................................................................16

List of references.......................................................................................................................................19
 UNIQLO Company Analysis 3

Section One

Introduction

Uniqlo Company limited is a Japanese clothing company. The name Uniqlo was as a

result of the combination of ‘Unique’ and ‘clothing’ (Frankel, 2011). This company specializes

in the manufacturing and retailing of casual wear (Uniqlo, 2012). It was first established in 1984

by Tadashi Yanai and opened its first shop in Hiroshima in that same year. The company was

originally a division of the Fast retailing Company limited, a retail holding company. Fast

retailing company owns many other brands that include Aspesi, foot park, National Standard and

Princess Tam-Tam among others (Fast Retailing, 2010). Uniqlo has continued to be in existence

in the fashion industry for a long period of time making impact and changing the perceptions

people hold of the fashion industry. In 2005 its management restructured it and separated it from

Fast Trading Company to form a new wholly owned subsidiary called Uniqlo Company Limited.

It was during the same period of time that it became listed on the Tokyo Stock exchange (Fast

Retailing, 2010). Uniqlo is currently headed by Yadashi Yanai who was its founder and president

but has other managers in the various outlets of the company.

History

Uniqlo first began its operations in Hiroshima where it opened its first shop in 1984. The

company has since grown to become one of the largest clothing companies in the world with

various stores across the globe. Before the company was born, there existed a parent company

under the name Ogori Shoji in Ube Yamaguchi that used to operate Men’s clothing shops (Fast

Retailing, 2010). The company opened a unisex casual wear store in various towns in Japan

including Fukuro-Machi and Hiroshima and these operated under the name unique clothing
 UNIQLO Company Analysis 4

warehouse. Uniqlo was founded during this time by Tadashi Yanai (Fast Retailing, 2010). The

parent company continued its operations under its original name Ogori Shoji until 1991 when it

rebranded to Fast retailing company. Unique began a spirited effort to expand its market and by

the end of 1994 the company had over 100 stores in Japan only (Fast Retailing, 2010).

The company was fast growing and therefore had to think of strategies that would enable

it to continue serving its markets. This necessitated it to come up with the SPA strategies adopted

from The Gap- an American retailing giant, which aimed at producing and selling their clothing

exclusively (Fast Retailing , 2011). The company then set out for overseas expansion after sales

turnover and gross profit from their operations in Japan peaked in 2001, boasting of over 500

stores in Japan only. In 2002, the company established Fast Retailing Apparel Company in china

and began operating the first Uniqlo outlet in Shanghai China. Uniqlo then made a huge move in

2002 from the Asian market to venture into the European market and established four outlets in

London (Fast Retailing, 2010). The England market proved difficult to work in with as sales

were below the company’s expectations. This caused a sharp drop in profits in 2003 and the

company began working jointly with other Japanese companies and celebrities in order to boost

its dwindling sales.

Since 2005, the company has engaged itself in an aggressive expansion plan and has

opened stores all over the world including, The United States with stores in New York City, In

China with stores in Hong Kong and formed a joint venture with Lotte in order to enter the South

Korean Market. It has continued its operations in Europe opening more stores since the profits

and sales began to improve after a difficult period in the entry stage (Fast Retailing, 2010).
 UNIQLO Company Analysis 5

Operations, strategies, markets and distribution channels

Currently the company boasts of stores in USA, China, France, Hong Kong, Japan,

Korea, Malaysia, Russia, Singapore, Taiwan, Thailand and the UK with major projects still in

progress for continual expansion into other untapped global markets (Uniqlo, 2012). Uniqlo’s

business model as explained earlier is borrowed from the US retailing giant, The Gap. The

Model called SPA (specialty store/Retailer of Private label Apparel) brings together all the stages

of the business from the initial design, to production and the final sale of the products (Fast

Retailing , 2011). This model has made it possible for Uniqlo to continue offering unique

products in the market by differentiating itself from other competing retail companies. This

model has been continually refined and allows for various adjustments to be made in the process

of production in order to reflect the current sales environment and this helps to minimize store-

operation costs that include personnel costs and rent. This model has therefor given the company

an upper hand over their competitors enabling it to continue offering high quality clothing at

reasonable prices (Fast Retailing , 2011).

The above mentioned model has resulted in the company employing the cost leadership

strategy as its overall business strategy. This strategy charges low pricing for products and

services and is used with companies that have a big market share (Peng, 2008, p. 45). Their

business philosophy that, clothes do not have to be for the select few makes it clear and supports

this strategy (Elliott, 2011). This strategy has been made possible from the optimized processes

that range from research in the fashion industry to identify trends and the procurement of large

volumes of materials directly from the manufacturers at lower costs making it able to sell clothes

at lower prices (Fast Retailing, 2011).

 UNIQLO Company Analysis 6

Uniqlo distributes its products using its stores in various cities around the world and on

the internet. The flagship stores aim to popularize the company at the same time selling its

products (TT, 2011). Other stores are located in urban areas away from the major cities in order

to facilitate access by the low income. Online stores serve many people across the globe where

experiential shopping is fostered.

Section Two

The internationalization process

Many companies with a huge resource base are venturing into international markets in

order to increase their market size. The process of internationalization is tedious and many

companies fail because of the inability to select the best framework or approach on which to base

their international expansion (Waldman, 2008, p. 4). The blind entry into many international

markets has been detrimental to firms and some have even collapsed because of the huge amount

of investment that is usually made and the risks that are taken to establish these companies. In

the end they fail to sustain businesses because of poor planning before entry into such markets

(Hollensen, 2008, p. 1-10).

There are two major problems that affect companies during the internationalization

process. First during the process of internationalization a company must choose a suitable entry

mode and this is the biggest task that comes have to accomplish (Dawson & Mukoyama, 2006,

pp. 34-35). The problem that is seen here concerns which foreign markets to enter, when to

enter, the scale of entry and the choice of entry mode. Firms must considers the above mentioned

factors and they should not enter blindly into a market following an entry strategy used by a

given company but rather they should look at all possible modes before selecting the best for
 UNIQLO Company Analysis 7

them. The second problem that has been identified is the control of management and this is

because of increased competition that necessitates companies to sustain control over their

international operations (Dawson & Mukoyama, 2006, pp. 34-35).

The process of internationalization cannot be easily understood without looking

international retailing. International retailing can be seen as the management of retail operations

in markets that are different from each other in their regulation, economic development, social

conditions, cultural environment and retail structures (Waldman, 2008, pp. 11-12). From the

above statement, the internationalization of retailing therefore can be defined as the transfer of

retail management technology or the establishment of international trading relationships that

bring to a retail organization a level of international integration that establishes the retailer within

the international environment in such a way as to transcend regulatory, economic, social, cultural

and retail structural boundaries (Waldman, 2008, pp. 11-12). The process of internationalization

is therefore affected by various factors and these include political and regulatory, cultural,

economic, social and retail factors. All these must be understood before a company

internationalizes its operations (Dawson & Mukoyama, 2006, p. 35).

Internationalization frameworks

1. The internationalization process framework

Various strategies or frameworks for internationalization have been put forward by

scholars and these are applied by different companies differently in order to succeed. Many

companies will use a hybrid of the frameworks and not necessarily one because of the various

risks involved in the process of internationalization. Carlson was one of the earliest scholars to

study the internationalization process by observing that firms intending to invest abroad suffer
 UNIQLO Company Analysis 8

from lack of knowledge about how to conduct business in a foreign market (Forsgren &

Hagstrom, 2002, pp. 2-3). He concentrated on the decision process itself and went ahead to

formulated a hypothesis that firms tend to firms tend to address this risky venture by way of trial

and error and by the gradual acquisition of information about foreign markets. His reasoning

gave rise to what became the dominant internationalization process framework. This theory puts

forward two predictions: (a) firms internationalize through increasing commitments to foreign

markets, and (b) firms choose new markets sequentially based on their perceived proximity. The

former is based on incremental learning in a given foreign market while the later builds on

subjective perceptions which are used to determine which specific geographic markets to enter

(Forsgren & Hagstrom, 2002, pp. 2-3).

2. The Uppsala Model

The Uppsala Model is the most well-known theory of internationalization. This model

has been claimed to be very general and therefore it has been applied to many different firms and

different situations. The main reasoning behind the Uppsala model is that the internationalization

of a profit-maximizing but risk-averse firm is a process in which the organization gradually

increases its international involvement in its search for new markets (Johanson & Vahlne, 2009,

pp. 1- 10). A firm becomes increasingly involved as a result of a step by step process due to the

interaction between increasing market knowledge and market commitment. Specifically an

interplay between state and change is posited. The state aspect here refers to certain degrees of

market knowledge and market commitment that the form has at different levels in the

internationalization process. The change aspect denotes an on-going process of the present

business activities and present commitment decisions. These two aspects affect each other in the

process of internationalization (Forsgren & Hagstrom, 2002, pp. 4-5).

 UNIQLO Company Analysis 9

The central argument behind this model is that every firm begins with a certain level of

knowledge concerning the foreign market and commits a certain amount and degree of resources

to that market. This state will influence the changes that the firm will make as concerns its

current commitment to the market and consequently to its current activities. These alterations in

the change aspects cause the state aspect to alter. Therefore the process consists of causal, path

dependent cycles. The main stimulus for this process is the firm’s stock of knowledge (Forsgren

& Hagstrom, 2002, pp. 4-5).

The firm with this knowledge then will start expanding its operations in those new

markets but this expansion is limited. The theory talks of psychic distance which means that

firms first enter markets that are culturally and geographically proximate to the home market and

expand into countries characterized by successively greater cultural and geographic distance

(Forsgren & Hagstrom, 2002, pp. 4-5). As a result of knowledge and experience deficits, firms

tend to make moves to markets that they can most easily understand. In the process of entering

these markets firms initially employ entry modes with low resource commitments and then set up

modes that require greater commitment and risks.

The inexperienced firms in this theory are considered to be uncertain, unwilling and

unable to commit a huge amount of resources. As these firms gain experience in these foreign

markets, the uncertainty is reduced that results in more commitment. This theory in summary

sees the firm as going through the following four stages that show the changing inclination

towards modes that require more resources as their knowledge of the foreign market increases

and their uncertainty reduces: (1) no regular export- activity, (2) selling through an agent, (3) a

sales subsidiary and eventually (4) a production subsidiary (Forsgren & Hagstrom, 2002, p.6).
 UNIQLO Company Analysis 10

Uniqlo can be seen to have employed the Uppsala model in its internationalization

process. The company began its operations in Hiroshima Japan where it opened its first store in

1984. With time the company expanded to have more than 100 shops within Japan. According to

the Uppsala model, this can be seen as expansion within a cultural and geographic distance that a

company understands or has knowledge of the operations of these markets. Due to the good

profits the company was making in the home country and the increased resource base as a result

of the growing shops in Japan Uniqlo decided to adopt the SAP strategy and ventured into the

Chinese market. It is still evident that this company is still working in the Asian market. The

Chinese market is within the same geographical area and therefore expansion was not difficult

for the company. The company managed to open shops in Shanghai china easily because of the

knowledge of the Asian market.

During this period the company decides to venture into overseas markets opening stores

in London, England. This is the first real headache for the company that results in a drop in sales

and profits. The company is seen to have approached the European market with the same

strategy as the Asian market and this was an oversight that would have cost the company a lot in

terms of investments in the foreign markets. It is evident that due to the dropping sales and

profits in the European market, the company did not continue to invest in resources in the area

because of lack of knowledge of this market. The uncertainty makes Uniqlo to change strategy

and begins forming joint ventures with other companies in order continue with its presence in the

European market. The use of celebrities is also seen as another strategy that helps the company

gain acceptance in the European market.

The challenges faced by Uniqlo are not unique as most European companies that venture

into the Asian markets experience similar problems and vice versa. The problem is replicating
 UNIQLO Company Analysis 11

the retail operations of the parent company in the different geographic location with different

cultures. The markets do not easily accept the products and thus the company begins to make

losses. In such cases the best approach is to form joint ventures with other companies that

operate in these markets in order to better operate in these areas and avoid losses.

Section Three

Macro environmental analysis

Every company must conduct a macro environmental analysis of the international market

before venturing into it. This is very crucial for any operations in such environments as failure to

do this will result in losses and even the closure of such companies (Badu, 2002, p. 263). Macro

environmental analysis is an integral part of strategic management and requires that an

organizations looks at the following five areas of concern: Socio/cultural, legal, political,

technological and economic factors within the international market in order to find the best

approach to use in entering these markets and sustaining their operations.

The socio/cultural factors are concerned with values, attitudes, and behaviour of

individuals in a given society. The international markets have different cultures in terms of how

people conduct business and in terms of values and beliefs held by people (Mullins & Walker,

2010, p. 77). It is important for any company to understand this before venturing into these

foreign markets. International culture is varied and will comprise of different language, religion,

aesthetics, values and attributes social organization and material culture (Doole & Lowe, 2006,p.

120). Uniqlo will need to understand the German language and the German culture if at all the

company is planning to enter this market. This is the biggest challenge because many people in

the country speak German and not English that would have been easy to understand. The
 UNIQLO Company Analysis 12

company has to invest in training of staff to understand German or use a common language

acceptable to all the parties involved considering the Uniqlo is a company with headquarters in

Japan.

Political factors affect the operations of many international corporations because these

form the basis upon which any company may be accepted or rejected in any country. Political

factors are comprised of operational restrictions where a company is not allowed to operate in

that country or restricted to particular activities, discriminatory restrictions where companies are

forced not to engage in certain activities within the foreign countries for example supporting

political candidates and lastly physical actions (Doole & Lowe, 2006,p. 120). Uniqlo faces a

challenge to adapt to the new political system in German. German has a federal system of

government with three levels, the federal government, state and local government. Adapting to

this kind of government will be difficult putting in mind that the company is used to operating in

the Asian countries most of which are monarchical.

Legal issues are an everyday problem that companies face while moving into

international markets. These laws are regulatory in nature and will limit the extent to which a

company operates in the international market. These laws are seen to fall in three categories: the

home laws and these include those that dictate or regulate operations in foreign countries,

International laws that govern the relationship between a country and a company wanting to

operate within an international market and the local laws that are found within the specific

countries that the company is planning to venture into (Mullins & Walker, 2010, p. 78). All these

laws are important and affect a company’s activities. Some of these laws may be bad and thus

make it difficult for any company to venture into the country. Some may be less strict and good

and thus allow companies to venture in the country. Uniqlo will find a challenge in German
 UNIQLO Company Analysis 13

especially during advertising. The country has enacted laws that prohibit comparative

advertising. Uniqlo just like many fashion companies will need to compare their products with

others in the market to show their differential advantage and this will bring problems to the

company.

Economic environment is affected by many factors. When people’s income rise or fall,

when the fiscal policy of governments results in increased or decreased government spending,

the entire sectors of the economies are influenced deeply and sometimes suddenly. Some of the

factors to consider in the internationalization of a company is whether the country is a developed

economy, an emerging economy or a less developed economy (Doole & Lowe, 2006,p. 125). Of

critical importance also is currency movements as these may have a potential impact on the

business transactions of a particular company. German is a developed economy as well as Japan.

Most of the spending habits that are found in developed economies are similar. Uniqlo will not

find any challenge operating in the German economy because of the perceived similarity of the

economy. The only problem that may exist is the problem of currency movements as the two

companies use different currencies and this may affect the operations of Uniqlo.

The technological environment represents the changes in technology that will impact the

entry of a company into the international market. This may be as a result of the economy of a

specific country (Mullins & Walker, 2010, p. 79). For example most developing countries rely

on retail stores to purchase their goods and services. Therefore to them business is only possible

where the stores are available so that they can buy the products or services. For the developed

economies, technology is used in their everyday life and therefore purchase can be made online

or in the stores. Uniqlo will find it very easy to operate in German and especially on the online
 UNIQLO Company Analysis 14

platform and this is because most of the consumers prefer to make purchases online rather than

visiting the stores. They find it easy and convenient for them.

Market specific analysis

The 12C’s framework tool is used to provide a more accurate analysis of a specific

market by taking into consideration various aspects of the specific market. The following

represent the twelve components that are analysed: Country, Consumer behaviour, channels,

commitment, currency, communication, capacity to pay, caveats, contractual obligations,

consumption, choices, and concentration (Doole & Lowe, 2006,p. 150).

The country German is a good place for business and this is because of the many

international companies that have established themselves here (Doole & Lowe, 2006,p. 152).

Together with favourable laws and a supportive government, Uniqlo should be able to operate

well in this market. Consumer behaviour represents activities or drives that lead people to buy

certain products or services. The fashion industry is a well-established industry in German and

this should be a driving force to enable Uniqlo venture into this market easily because consumers

are already exposed to casual wear and thus it will be easy for them to use Uniqlo’s products.

Channels represent the distribution mechanisms for the products. Uniqlo can easily establish

stores in this area and also venture into internet selling as this is possible in German.

Commitment refers to the ability of the consumers to continue buying the products and

the company’s ability to continue supplying the products (Doole & Lowe, 2006,p. 154). Uniqlo

has the ability to continuously supply clothes to the German fashion industry. Currency is

important in the exchange process. Though the currency in German is different from that in

Japan there are no big variations as both economies are developed and exchanges should not be a
 UNIQLO Company Analysis 15

problem. Communication can be seen in terms of advertisements and promotions about the

products or service (Doole & Lowe, 2006,p. 155). Uniqlo has a potential to advertise its products

worldwide and design effective communication campaigns and these should help it during the

entry stage into the market. The people in German are able to pay for their products and this is

because they are in a developed economy where most people are well off above the poverty line

and therefore Uniqlo will not experience payment problems on goods purchased. Caveats are

warnings and these exist in every business transactions in the international business. If

international companies cannot follow regulations they may be warned or sent out of a given

country. Such are there in the German market and influence companies’ decisions to a large

extent. Contractual obligations are part of businesses which must be upheld by parties in the

agreement. The fashion industry has such contracts and Uniqlo with its vast experience in the

fashion industry should be able to work well with these.

The consumption patterns of people in German are high as would be expected of any

developed economy (Doole & Lowe, 2006,p. 156). Therefore Uniqlo will find this an advantage

that will contribute immense to its fast growth in the German market. Various choices are seen to

influence fashion or clothing. Age, climate conditions and culture are some of the factors that

influence the clothing choices of people. Uniqlo with its experience in the clothing industry

should be able to supply different types of clothing for different ages and weather patterns for

people in German. Concentration refers to the availability of supply stores in a given area in

order to serve a given market effectively. Areas with a large population require more shops and

distribution facilities and vice versa. Uniqlo has the ability to set up distribution channels and

stores so that people have access to their products wherever they are.
 UNIQLO Company Analysis 16

In line with the above analysis it is evident that German as a country has a favourable

business environment that is supportive of business activities. There are few barriers that would

make a company’s entry into its market difficult. A few factors such as language and some legal

issues may pose a problem for countries aspiring to enter this market. But these are very few

compared to the many opportunities that exist within the country. On the other hand Uniqlo is a

big company that has already diversified its activities in other overseas markets. It has a huge

resource base and should be able to facilitate the entry into this market. From the specific market

analysis it is evident that the company can support its activities in German and therefore I would

support it in entering the fashion industry in German.

Section Four

Market Entry Modes

According to the Uppsala model discussed in the second section of this report, there exist

four modes of entry into the international markets and these include the following: (1) No regular

export activities, (2) Export via independent representatives (agents), (3) establishment of

overseas sales subsidiaries and lastly (4) overseas production/ manufacturing units (Wu & Zhao,

2007, pp. 183-185). The above identified modes follow a sequence from low to high degree of

internationalization. This is attributed to the fact that companies are uncertain over entry into

new markets because of the little knowledge they have of these markets (Wu & Zhao, 2007, pp.

183-185 (Klug, 2006)). But with time as they gain experience they are able to establish

themselves and even open manufacturing or production units for their products and service. The

above mentioned stages are found to go hand in hand with other strategies that include exporting,
 UNIQLO Company Analysis 17

competitive alliances, mergers and acquisitions/foreign direct investment (Wu & Zhao, 2007, pp.

183-185).

Apart from the Uppsala Model modes of entry there are also other entry modes that have

been suggested by various scholars and these include: export entry modes, contractual entry

modes and investment modes. A variety of factors come into play when a company is planning

on what entry mode to use (Wagner, 2009, pp. 3-5). The contractual entry mode involves a

variety of arrangements and these include licensing which is common in pharmaceutical

companies, franchising which is common in the fashion industry, management contracts, turnkey

contracts, non-equity joint ventures and technical knowhow or co-production arrangements

(Klug, 2006, pp. 34-36). The investment entry mode on the other hand will take the form of

acquisitions that involve the purchase of stock in an existing company in an amount that is

sufficient to acquire control of that company, joint ventures and start-up investment. The export

mode involves having agents in a given country who receive and supply products within a given

market (Hollensen, 2008, p. 150).

To achieve the objective of internationalization the following three factors must therefore

be put into consideration before selecting an entry mode: firm factors, environmental factors and

moderators. Firm factors include the firm specific advantage, its experience and strategy

(Hollensen, 2008, pp. 5-10). The environmental factors include demand and competition, socio-

cultural conditions, political and economic conditions (Wagner, 2009, pp. 3-5). The firm factors

and the environmental factors are influenced by five characteristics which include control,

dissemination risk, resource commitment, flexibility and ownership. The moderators on the other

hand include aspects such as government policies, corporate policies and the firm’s size

(Wagner, 2009, pp. 3-5).

 UNIQLO Company Analysis 18

Uniqlo has a choice of using various modes as entry into the German market. This is

because it has strong firm factors as identified earlier and also that the German business

environment is conducive for business activity. The Uppsala stage model will not be effective for

a fashion company such as Uniqlo because many fashion companies do not use it. The best

approach would be the contractual mode and specifically franchising. This is because of the

ability to replicate the fashion industry products to other countries. With this approach, the

problem of language will have been solved and some of the regulatory laws will also be dealt

with. Another possible entry mode is the investment mode and specifically joint ventures with

other companies. Uniqlo has been engaged in joint ventures over the years with many companies

and therefore this mode should also work for them in the German market.
 UNIQLO Company Analysis 19

List of references

Badu, E. E. (2002). Macroenvironmental Analysis for Strategic Management: stakeholders' view

of Ghana's University Libraries. Libri, 52: 263-275.

Dawson, J., & Mukoyama, M. (2006). retail internationalization as a process. In R. Larke, J.

Dawson, & M. Mukoyama (Eds.), Strategic Issues in International Retailing (pp. 31-35).

New York: Routledge.

Doole, I., & Lowe, R. (2006). International marketing strategy. London: Thompson Learning.

Elliott, S. (2011, September 5). Retailers Summon Optimism as They Enter a Critical Season.

Retrieved January 15, 2012, from New York Times:

http://www.nytimes.com/2011/09/06/business/media/retailers-face-critical-season-with-

optimism.html

Fast Retailing . (2011, March 7). Uniqlo Business Model. Retrieved January 15, 2012, from Fast

Retailing Group of companies:

http://www.fastretailing.com/eng/group/strategy/uniqlobusiness.html

Fast Retailing. (2010, December 20). Uniqlo History. Retrieved January 15, 2012, from Fast

Retailing: http://www.fastretailing.com/eng/about/history/

Fast Retailing. (2011, June 07). UNIQLO Business Strategy. Retrieved January 15, 2012, from

FR Group Companies: http://www.fastretailing.com/eng/group/strategy/tactics.html

Forsgren, M., & Hagstrom, P. (2002). Ignorant Internationalization? The Uppsala Model and

Internationalization patterns forInternet Related firms. Retrieved January 15, 2012, from

SNEE: http://www.snee.org/filer/papers/361.pdf
 UNIQLO Company Analysis 20

Frankel, S. (2011, September 19). Uniqlo: back to the future. Retrieved January 15, 2012, from

The Independent: http://www.independent.co.uk/life-style/fashion/features/uniqlo-back-

to-the-future-2356801.html#

Hollensen, S. (2008). Essentials of Global Marketing. New York: Pearson Education.

Johanson, J., & Vahlne, J.-E. (2009). The Uppsala internationalization process model revisited:

from liability of foreigness to liability of outsidership. Journal of international Business

studies, 40: 1411-1431.

Klug, M. (2006). Market Entry Strategies in Eastern Europe in the Context of the European

Union: An Emprical Research Into German Firms Entering the Polish market. New York:

DUV.

Mullins, J. W., & Walker, O. C. (2010). Marketing Management: Astrategic Decisin Making

Approach (7th ed.). New York: McGraw Hill/Irwin Publishers Inc.

Peng, M. W. (2008). Global Strategy. New York: CengageBrain.

TT. (2011, September 24). Uniqlo's first Taiwan flagship store opens, attracts diehard fans.

Retrieved January 15, 2012, from Taipei Times:

http://www.taipeitimes.com/News/biz/archives/2011/09/24/2003514016

Uniqlo. (2012, January). About Us. Retrieved January 15, 2012, from Uniqlo:

http://www.uniqlo.com/us/corp/

Wagner, T. (2009). Foreign market Entry and Culture. Berlin: GRIN Verlag.
 UNIQLO Company Analysis 21

Waldman, C. (2008, November 10). The internationalization process. Retrieved January 15,

2012, from Oxford university Press:

http://www.oup.com/uk/orc/bin/9780199212828/iretailing_ch01.pdf

Wu, D., & Zhao, F. (2007). Entry Modes For International Markets: case Study of Huawei, A

Chinese Technology Enterprise. International review of Business Research papers, 3(1):

183-196.