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Gap/Banana Republic Stores

This is an excerpt from the paper...

The Gap's Banana Republic stores are traditional retail shopping venues, regardless of the theme of the stores. In contemporary Japan, however, 75 percent of all Japanese women are employed, and 40 percent of the Japanese work force is comprised of women ("Understanding," 1993, pp. 39-42). These women have less time and inclination to tread through retail shops than their predecessors who lived more traditional lives, and they have more spending power than ever. Working Japanese women still stay at home until they marry and they are marrying later. Without rent and car payments, they are an ideal target marketing organizations that can offer them name brands, quality, and value. A traditional retail venue, however, may not be the best way to attract contemporary shoppers in Japan.

Japanese consumers are moving from passive status to involved participants, often dictating what the end product will look like (Mummert, Orr, & Yorgey, 1996, pp. 14-19). The Japanese consumer demands to be involved and to be heard. The Japanese market is becoming a consumer–driven marketplace. The consumer is going to dictate where and when they buy and from whom. While Japanese nationals on vacation may flock to Banana Republic stores located in Hawaii, there is little reason to believe that they will flock to Banana Republic stores located in Japan when they are leading their very busy work-oriented lives.

Contemporary Japanese consumers also tend to want a spec

. . .
those medium-sized cities. Planet Hollywood has applied a similar strategy internationally by expanding into cities with smaller markets than the cities in which the original Planet Hollywood outlets were sited. A city such as Seoul, South Korea, is by no means a medium-sized city in terms of population. In terms of buying power, however, Seoul is a medium-sized consumer market when compared to cities such as London, New York, and Los Angeles. Thus, where the Planet Hollywood outlets sited in London, New York, and Los Angeles have thrived, the Planet Hollywood outlets sited in Seoul, Taipei, and Bangkok have struggled. Thus, a strategy providing for siting Planet Hollywood outlets in medium-sized United States cities, while it likely would not further compromise year-to-year sales comparisons in the company's existing outlets sited in major cities, probably would not afford the company the growth opportunities projected by Planet Hollywood founder and president Robert Earl. The second facet of the proposed strategy—selling licensed Planet Hollywood merchandise in 2,000 square-foot mall locations—appears to be an even more high-risk strategy, because this strategy does hold the potential to compromise the year-to-year sales
. . .

Some common words found in the essay are:
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Approximate Word count = 1994
Approximate Pages = 8 (250 words per page)

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