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Levi Strauss Japan K.K: A denim jeans market

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  1. Introduction.
  2. The cool casual company - CCC.
  3. CCC and corporate social responsibility.
    1. The international labour organization & legal age.
    2. Types of child labour.
  4. Industry trends & Nike.
    1. The global alliance.
  5. The Pakistan environment.
    1. Pakistan labour statistics.
  6. Recommendations.
  7. Conclusion.
  8. Bibliography.

Levi Strauss is the largest brand-name apparel manufacturer in the world. Levi Strauss's core product lines for men, women, and youth are the LSJ brands of jeans and jean-related products. Facing up a period of economic crisis in the Japanese, Levi Strauss risks to lose market shares. How can LSJ manage to overcome this situation, especially in a tough competitive environment? In order to answer this question, one will need to analyze the current Japanese jeans market and how LSJ positions itself on the market regarding to the marketing mix. In order to make evidence of rates, tables and a map of Japan will be used. Moreover, a magazine advertisement has been drawn for the next promotion. Looking at the marketing strategy, 1993 can be seen as a turning point: leading firms raise the bar for excellence by trying to improve marketing efficiency and effectiveness. Levi Strauss Japan must understand the strategic value that marketing brings to the rest of the company, leverage technology as well as process automation in order to grow.

[...] The denim jeans market in Japan: Market size and growth rate The demographic factor has to be taken into consideration, as it forecasts a lower birth rate. Thus, the future size of the young men segment will be smaller, which means that long-run demand is not reliable for young consumer purchase and should diminish little by little. II Micro economic factors Competitor activity The jeans market in Japan (cf Appendice 1 ?Sales for Jeans Manufacturer?) The market of the jeans industry has come into maturity, which means that sales, after remaining high for a long time (with growth between 1985 and 1990) are going to decrease progressively after1991. [...]


[...] Levi Strauss Japan has to do its best to add value to the chain of services it is providing for its customers. However, it has to make crucial strategic choices in the segmentation. LSJ should show up a bigger interest in magazines, as it has to promote its brand as much as it can to remain competitive. In a word, it has to reinforce it pull strategy. In its advertisement, LSJ has to show a different image from its rivals so that prospective customers remember it. [...]


[...] Financial Results Jeans represented of sales revenues in 1991 and Japan totalizes a good 16% of the total market share. The Japanese company achieves very satisfactory performances as a whole since it has much better results than its competitors in 3 categories: in return on sales, with an impressive (nearly three times the industry average), in sales-to-employee ratio with ¥180 million (three times better than the average of rivals) Finally in Price to Earnings ratio of 50. LSJ reached such proportions thanks to a centralized organisation and to many improvements made in its distribution centre and its sales force. [...]

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