The document analyzes Germany's lingerie industry using Porter's Five Forces model. It finds that the threat of new entrants is low due to established brands dominating the market, but entry barriers are also relatively low. The threat of substitute products is very low as there are few alternatives to lingerie. Buyers have moderate bargaining power as they have become more brand conscious, while suppliers face low bargaining power due to many manufacturing options. Competitive rivalry in the industry is high as the leading brand only has a 12.4% market share.
This Euromonitor market report provides market trend and market growth analysis of the Apparel industry in Germany. With this market report, you’ll be able to explore in detail the changing shape and potential of the industry. You will now be able to plan and build strategy on real industry data and projections.
This paper aims to show the uneven process of changes in competitiveness across Polish manufacturing industries during the period prior to Poland's EU membership (1996-2003). Based on the Schumpeterian approach to competitiveness, that is the ability to compete, it looks at changes in competitiveness as effects of competition and its factors. Using two types of measure, four clusters of Polish manufacturing industries are selected: double winners, export-led industries, export-oriented industries and losers. The analysis shows that the use of EU market share as a measure of changes in competitiveness fails to reveal differentiation in levels and changes in relative productivity in those industries that increased their EU market share. It also shows that the larger the initial differences in labour productivity across industries, the stronger the process of differentiation of changes in competitiveness. Systemic transition and external liberalisation are conducive to improvement in the competitiveness of highly productive industries, but create a weak stimulus for improvement in the competitiveness of the most backward ones. Secondly, the higher the investment rate and its dynamics, the larger the increase in competitive pressure on the EU market. This conclusion is of great importance for Polish manufacturing, all of the more so given that the potential to reduce employment seems to have been largely exhausted and investment intensity has dropped considerably, especially since 1998.
Authored by: Iga Magda, Anna Wziatek-Kubiak
Published in 2005
Strategic Management Theory An Integrated Approach 9th Edition Hill Test BankRamseyRamseys
Full download : http://alibabadownload.com/product/strategic-management-theory-an-integrated-approach-9th-edition-hill-test-bank/ Strategic Management Theory An Integrated Approach 9th Edition Hill Test Bank
This Euromonitor market report provides market trend and market growth analysis of the Apparel industry in Germany. With this market report, you’ll be able to explore in detail the changing shape and potential of the industry. You will now be able to plan and build strategy on real industry data and projections.
This paper aims to show the uneven process of changes in competitiveness across Polish manufacturing industries during the period prior to Poland's EU membership (1996-2003). Based on the Schumpeterian approach to competitiveness, that is the ability to compete, it looks at changes in competitiveness as effects of competition and its factors. Using two types of measure, four clusters of Polish manufacturing industries are selected: double winners, export-led industries, export-oriented industries and losers. The analysis shows that the use of EU market share as a measure of changes in competitiveness fails to reveal differentiation in levels and changes in relative productivity in those industries that increased their EU market share. It also shows that the larger the initial differences in labour productivity across industries, the stronger the process of differentiation of changes in competitiveness. Systemic transition and external liberalisation are conducive to improvement in the competitiveness of highly productive industries, but create a weak stimulus for improvement in the competitiveness of the most backward ones. Secondly, the higher the investment rate and its dynamics, the larger the increase in competitive pressure on the EU market. This conclusion is of great importance for Polish manufacturing, all of the more so given that the potential to reduce employment seems to have been largely exhausted and investment intensity has dropped considerably, especially since 1998.
Authored by: Iga Magda, Anna Wziatek-Kubiak
Published in 2005
Strategic Management Theory An Integrated Approach 9th Edition Hill Test BankRamseyRamseys
Full download : http://alibabadownload.com/product/strategic-management-theory-an-integrated-approach-9th-edition-hill-test-bank/ Strategic Management Theory An Integrated Approach 9th Edition Hill Test Bank
This paper aims at comparing the uneven process of changes in competitiveness among three accession countries' manufacturing industries, the Czech Republic, Hungary and Poland, during the period prior to their EU membership (1996-2003). It demonstrates that the three countries improved competitiveness in the majority of their manufacturing industries. However, these changes were differentiated across time, among industries, in terms of the quality of segments and between the three countries overall. A drop in the productivity gap between the manufacturing industries of the three accession and the incumbent EU countries played the major role in improvement in competitiveness. It determined the drop in relative unit labour costs. The paper shows that changes in competitive advantages of a given country's industry reflect changes in relative (as compared to foreign) productivity rather than differences in level and changes in productivity among industries of a given country. The dynamics and levels of productivity among the Czech and Polish larger winners were lower than the manufacturing average of both countries. However, since the improvement in productivity in these industries in both countries was larger than in their incumbent EU counterparts, the former pushed the latter out of the EU market. Poland's and the Czech Republic's export specialisation in less productive industries implies that their export expansion to the EU would result in lower than potential economic growth in both countries. The paper shows that Smith's law of absolute advantages tends to determine changes in market share.
Authored by: Iga Magda, Anna Wziatek-Kubiak
Published in 2006
Poyry - Paper business in mature markets - is there hope? - Point of ViewPöyry
It is old news that the profitability of
European graphic paper producers has been
unsatisfactory in the 2000’s. In fact, the
industry never recovered from the recession of
2001-2002. Since then, paper production has
returned less than 2% on capital employed.
Most Eagerly Awaited Annual Event Since 2004 - the "11th China Products Exhib...flashnewsrelease
* Chinese and Hong Kong companies from more than 40 sectors to come to Mumbai with a variety of industrial and consumer products. * Style Hong Kong Pavilion will be an added attraction.
A market can be defined as a group of firms willing and able to sell a similar product or service to the same potential buyers.
Imperfect competition covers all situations where there is neither pure competition nor pure monopoly.
Perfect competition and pure monopoly are very unlikely to be found in the real world.
In the real world, it is the imperfect competition lying between perfect competition and pure monopoly.
The fundamental distinguishing characteristic of imperfect competition is that average revenue curve slopes downwards throughout its length, but it slopes downwards at different rates in different categories of imperfect competition.
Monopoly refers to the market situation where there is a
Single seller selling a product which has no close substitutes.
Monopolies are characterized by a lack of economic competition to produce the good or service, a lack of viable substitute goods, and the existence of a high monopoly price well above the firm's marginal cost that leads to a high monopoly profit
The word “oligopoly” comes from the Greek “oligos” meaning "little or small” and “polein” meaning “to sell.” When “oligos” is used in the plural, it means “few” ,few firms or few sellers.
DEFINATION:
Oligopoly is that form of market where there are few firms and there is natural interdependence among the firms regarding price and output policy.
Crimson Publishers - Who Made Our Clothes Under Which Conditions? A Call for ...CrimsonpublishersTTEFT
Who Made Our Clothes Under Which Conditions? A Call for Ethical Standards in the Fashion Supply Chain by Anna Kathrin Sebald* in Trends in Textile Engineering & Fashion Technology
This paper aims at comparing the uneven process of changes in competitiveness among three accession countries' manufacturing industries, the Czech Republic, Hungary and Poland, during the period prior to their EU membership (1996-2003). It demonstrates that the three countries improved competitiveness in the majority of their manufacturing industries. However, these changes were differentiated across time, among industries, in terms of the quality of segments and between the three countries overall. A drop in the productivity gap between the manufacturing industries of the three accession and the incumbent EU countries played the major role in improvement in competitiveness. It determined the drop in relative unit labour costs. The paper shows that changes in competitive advantages of a given country's industry reflect changes in relative (as compared to foreign) productivity rather than differences in level and changes in productivity among industries of a given country. The dynamics and levels of productivity among the Czech and Polish larger winners were lower than the manufacturing average of both countries. However, since the improvement in productivity in these industries in both countries was larger than in their incumbent EU counterparts, the former pushed the latter out of the EU market. Poland's and the Czech Republic's export specialisation in less productive industries implies that their export expansion to the EU would result in lower than potential economic growth in both countries. The paper shows that Smith's law of absolute advantages tends to determine changes in market share.
Authored by: Iga Magda, Anna Wziatek-Kubiak
Published in 2006
Poyry - Paper business in mature markets - is there hope? - Point of ViewPöyry
It is old news that the profitability of
European graphic paper producers has been
unsatisfactory in the 2000’s. In fact, the
industry never recovered from the recession of
2001-2002. Since then, paper production has
returned less than 2% on capital employed.
Most Eagerly Awaited Annual Event Since 2004 - the "11th China Products Exhib...flashnewsrelease
* Chinese and Hong Kong companies from more than 40 sectors to come to Mumbai with a variety of industrial and consumer products. * Style Hong Kong Pavilion will be an added attraction.
A market can be defined as a group of firms willing and able to sell a similar product or service to the same potential buyers.
Imperfect competition covers all situations where there is neither pure competition nor pure monopoly.
Perfect competition and pure monopoly are very unlikely to be found in the real world.
In the real world, it is the imperfect competition lying between perfect competition and pure monopoly.
The fundamental distinguishing characteristic of imperfect competition is that average revenue curve slopes downwards throughout its length, but it slopes downwards at different rates in different categories of imperfect competition.
Monopoly refers to the market situation where there is a
Single seller selling a product which has no close substitutes.
Monopolies are characterized by a lack of economic competition to produce the good or service, a lack of viable substitute goods, and the existence of a high monopoly price well above the firm's marginal cost that leads to a high monopoly profit
The word “oligopoly” comes from the Greek “oligos” meaning "little or small” and “polein” meaning “to sell.” When “oligos” is used in the plural, it means “few” ,few firms or few sellers.
DEFINATION:
Oligopoly is that form of market where there are few firms and there is natural interdependence among the firms regarding price and output policy.
Crimson Publishers - Who Made Our Clothes Under Which Conditions? A Call for ...CrimsonpublishersTTEFT
Who Made Our Clothes Under Which Conditions? A Call for Ethical Standards in the Fashion Supply Chain by Anna Kathrin Sebald* in Trends in Textile Engineering & Fashion Technology
Competitive Analysis - Literature Review of Analytical FrameworksLanguage Explore
The PLC is not the businessman's panacea but it can be useful if used in combination with other models and frameworks and alongside good management judgement.
The BCG assumed that market share is a good indicator of cash requirement though in reality, profits and cash flow depended on a lot other things than just market share and growth.
Porter who was convinced that the BCG Matrix by itself was not very useful in determining strategy for a particular business and was too simplistic, proposed some analytical tools and techniques in his three core concepts of the Basic Competitive Forces, the Generic Competitive Strategies and the Value Chain.
The Textiles in Germany industry profile is an essential resource for top-level data and analysis covering the Textiles industry. It includes data on market size and segmentation, plus textual and graphical analysis of the key trends and competitive landscape, leading companies and demographic information. Scope * Contains an executive summary and data on value, volume and/or segmentation* Provides textual analysis of Textiles in Germany's recent performance and future prospects* Incorporates in-depth five forces competitive environment analysis and scorecards * Includes a five-year forecast of Textiles in Germany* The leading companies are profiled with supporting key financial metrics * Supported by the key macroeconomic and demographic data affecting the market Highlights * Detailed information is included on market size, measured by value and/or volume * Five forces scorecards provide an accessible yet in depth view of the market's competitive landscapeWhy you should buy this report * Spot future trends and developments * Inform your business decisions * Add weight to presentations and marketing materials * Save time carrying out entry-level researchMarket DefinitionThe textiles market includes yarns, fabrics, non-apparel, and apparel finished products. The value of each segment is for consumption, defined as domestic production plus imports minus exports, all valued at manufacturer prices. The yarns segment covers yarns for sewing, weaving, knitting, etc, made of cotton, wool, artificial, synthetic, or other fibers, but does not include the production of the fibers before spinning, fabrics, covers, woven, non-woven, and knitted fabrics (including knitted products such as sweaters). Apparel covers all other clothing except leather and footwear. Non-apparel products include technical, household, and other made-up non-clothing products. All currency conversions use constant average 2009 exchange rates.For the purposes of this report, Europe consists of Western Europe and Eastern Europe.Western Europe comprises Belgium, Denmark, France, Germany, Italy, the Netherlands, Norway, Spain, Sweden, and the United Kingdom.Eastern Europe comprises the Czech Republic, Hungary, Poland, Romania, Russia, and Ukraine.
2. Analysis of Germany’s Market Lingerie Industry
1
Table of Contents
INTRODUCTION ............................................................................................................................................ 2
PORTER’S FIVE FORCE MODEL ..................................................................................................................... 2
THREAT OF NEW ENTRANT....................................................................................................................... 2
THREAT OF SUBSTITUTE PRODUCTS......................................................................................................... 2
BARGAINING POWER OF BUYERS ..........................................................................................................2-3
BARGAINING POWER OF SUPPLIERS......................................................................................................... 3
INTENSITY OF COMPETITVE RIVALRY........................................................................................................ 3
CONCLUSION ................................................................................................................................................ 3
REFERENCES.................................................................................................................................................. 4
3. Analysis of Germany’s Market Lingerie Industry
2
INTRODUCTION
The lingerie industry has experienced a tremendous change over the years, owing to the
development of modern technologies which has improved the designing of innovative products,
changing customer behavior, availability of more brands and increased awareness. Thereby
resulting in a highly competitive landscape (research & markets, 2013). The German lingerie
market has seen a constant annual growth of 0.4% over the period of 2009-2013 and it’s been
forecasted to reach a %1.9 by 2018 (Mintel, 2014).
To sustain a long term profitability and maintain competitive advantage, companies have to
respond strategically by analyzing success factors based on the market demands (Porter, 2008).
The porter’s five model is an analytic tool used by industries to assess and influence profitability
by examining the industry’s underlying structure in terms of five competitive forces (Porter, 1985).
PORTER’S FIVE FORCE MODEL
THREAT OF NEW ENTRANT
The German lingerie industry is dominated by indigenous brands which have established
themselves and have a good but highly competitive market shares hence competition is extremely
fierce within the existing brands but relatively easy for new brands to enter into the market as the
“retail German market is the third largest economic sector” (HDE 2001). It has however reduced
the risk of an unstable economy and with the government laws considered relaxed, it aids an easy
entry for brands into the industry (Slininger, 2012). Also, due to the various growth of investors
and bank offers, capital required to lunch a brand can be easily obtained. Consequently, threat of
new entrants is low.
THREAT OF SUBSTITUTE PRODUCTS OR SERVICES
Lingerie comprises a wide range of products. However, there’s almost no substitute for its
products, except a customer inclines to go without them. Thus, the threat of substitute product is
very low
BARGAINING POWER OF BUYERS
4. Analysis of Germany’s Market Lingerie Industry
3
The bargaining power of buyers is relatively high due to the fact that the industry is evolving with
both local and international brands. Prior to now, much importance to brands were not given by
customers but with the evolution new brands, customers have become brand conscious. However,
“businesses are always seeking to maximize returns on investment while the buyers want to use
the lowest price to purchase products or services” (Porter, 1985). Generally, larger percentage of
customers are less concerned about brand names as regard to price.
BARGAINING POWER OF SUPPLIERS
Kotler and Keller (2009) argued that supplied products being a company’s greatest assets gives
leverage to the supplier to have some form of bargaining power. As stated earlier, customers have
become brand conscious which puts pressures on brands to ensure high quality products are
supplied. Also, the evolving industry requires the availability of more manufacturers which are not
relatively few. Though the industry is flushed with manufacturing outsourcing companies so
suppliers have little or low bargaining power in the industry.
INTENSITY OF COMPETITIVE RIVALRY
The intensity of competitive rivalry in the German lingerie is highly competitive. Research shows
that the leading brand Triumph Global Sales AG holds a market share of just 12.4% as at 2013 and
the other brands with a different of 2% market share (Mintel, 2014) which may be factored to
price, new products, service improvements or numerous competitors .
CONCLUSION
Through the application of the porter’s analysis, this report sought to reveal the significant aspects
of the industry’s competitive environment. Thereby noting where a company stands versus the
customers, suppliers, competitors, entrants and substitutes (Porter, 2008). More so, understanding
the structure of the industry enlightens the managers as to what strategic actions to employ in order
to maintain a competitive advantage (Ward & Peppard, 2002).
5. Analysis of Germany’s Market Lingerie Industry
4
REFERENCES
HDE, (2001). German Retail Federation. [online] Available at: <
http://www.einzelhandel.de/servlet/PB/ -
s/1yd948d1296z7j1jph53svwuzig1855uw7/menu/1063765/index.html> [Accessed 1 Apr. 2015].
Kotler, P., Keller, L.K. (2009). How Can Education Policy Improve Income Distribution?: An
Empirical Analysis of Education Stages and Measures on Income Inequality. The Journal of
Developing Areas, 43(2), pp.51-77.
Lingerie Market: Focus on Design & Fashion Trends. (2013). 1st ed. [ebook] USA: Research and
Markets, p.1. Available at: http://www.researchandmarkets.com/reports/591022/ [Accessed 1 Apr.
2015].
Lingerie-Germany. (2014). Mintel Market Sizes. Mintel Group Ltd, p.12.
Slininger, R. (2012). Moving Victoria Secret to Germany. [online]
http://rachelslininger.weebly.com. Available at:
http://rachelslininger.weebly.com/uploads/1/2/3/6/12365811/victoria_secret_germany_recomme
ndation.pdf [Accessed 1 Apr. 2015].
Porter, M. (2008). The Five Competitive Forces that Shape Strategy. 1st ed. [ebook] Havard
Business Review. Available at: http://www.exed.hbs.edu/assets/documents/hbr-shape-
strategy.pdf [Accessed 1 Apr. 2015].
Porter, M. (1985). Competitive Strategy: Techniques for Analyzing Industries and Competitors.
Free Press.
Ward, John., & Peppard, Joe. (2002). Strategic Planning for Information Systems. Wiley.