Strategies within Japanese Apparel Manufacturers

Abstract

Based upon a questionnaire survey, this research study focuses on the Japanese apparel manufacturers. The aim is to understand the characteristics that make up the marketing strategys of Japanese small to medium sized apparel manufacturers. The authors generate exploratory hypotheses, which are tested via statistical analysis of data obtained from a questionnaire survey. The hypotheses tested include, the relationships between "High Value Added" strategys and factors involved with manufacturing and marketing channels. High Value Added strategys relate to the manufacturers' competitive behaviors that create high and new value for their products. The results indicate that High Value Added strategys have positive relationships for domestic outsources, the number of outsources, use of directly operated shops and the orientation for sales in overseas markets.

Own brand strategy of the Japanese apparel manufacturers

“…We adopted the same data set as used by Inoguchi et al (2012) the questionnaire survey. First, a pilot study was undertaken by mailing a questionnaire to 150 companies randomly selected from the yearbook.…”

“…Integration of planning, production, and promotion activities within a company have developed as important strategies in the Japanese apparel industry. This is the well-known SPA [1] business model adopted especially by apparel manufacturers in Japan and South Korea (Urakami and Wu, 2010;Urakami et al, 2009Inoguchi et al, 2012;Lee et al, 2014). Urakami and Wu (2010) described SPA as a vertically integrated system, dealing with the coordination of marketing, sales, and purchasing activities of the retailer as well as the design, production, and distribution activities of the manufacturer within the company.…”