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We are going to shop till we drop: The Japanese resurgence for designer and high fashion goods – a case study

Allen Marber (Fordham University, Bronx, New York, USA)
Paul M. Wellen (Roosevelt University, Chicago, Illinois, USA)
Boo Shin Yoon (Fordham University, Bronx, New York, USA)
Brenda Torres (Fordham University, Bronx, New York, USA)

Competitiveness Review

ISSN: 1059-5422

Article publication date: 5 September 2008

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Abstract

Purpose

The purpose of this paper is to examine how Chanel, the world famous cosmetics and clothing marketer, has enjoyed uncommon success, not only in its native France, but elsewhere as well, especially Japan. What is the formula for success in this country?

Design/methodology/approach

A review of the literature has been undertaken in an effort to understand the success of Chanel in the Japanese marketplace.

Findings

The success of Chanel in Japan clearly demonstrates that an understanding of a marketplace combined with classic marketing strategy principles including the marketing mix elements of product, price, promotion and distribution can lead to a brand's success in the international arena.

Research limitations/implications

Though there are several universal marketing “truths” presented in this paper, a caution must be noted when generalizing from one company to a universe of firms.

Practical implications

This paper provides an excellent example of how classic marketing strategy as taught in all basic marketing courses is applied to a real world company. It shows that adherence to a few simple marketing concepts, including an understanding of the customer's psyche, can pay significant dividends for all firms.

Originality/value

This paper provides a blueprint to those firms seeking to “crack” any market, of any size, anywhere in the world.

Keywords

Citation

Marber, A., Wellen, P.M., Shin Yoon, B. and Torres, B. (2008), "We are going to shop till we drop: The Japanese resurgence for designer and high fashion goods – a case study", Competitiveness Review, Vol. 18 No. 3, pp. 217-226. https://doi.org/10.1108/10595420810905993

Publisher

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Emerald Group Publishing Limited

Copyright © 2008, Emerald Group Publishing Limited

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