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WOMEN'S FASHION IN SINGAPORE

1974 - 2012

THE WOMENS FASHION MARKET REPORTS ARE AVAILABLE FOR:


Australia, Bangladesh, Cambodia, China, Hong Kong, India, Indonesia, Japan, Malaysia, New
Zealand, the Philippines, Singapore, South Korea, Sri Lanka, Taiwan, Thailand, & Vietnam.

Branded Women's Fashion in Singapore

This report has been prepared by:

17 September 2012

WOMEN'S FASHION IN SINGAPORE


WOMEN'S FASHION IN SINGAPORE
The Women's Fashion in Singapore core database has 63
chapters, plus Excel spreadsheets & Access databases, and a
large number of documents, tools and utilities.

CONTENTS
Indicates a dynamic link to the online data

Contents
CONTENTS .......................................................................................................................................... 2
Introduction ......................................................................................................................................... 14
Pan Asia average for monthly Consumer Spending in 2008-2011 .............................................. 14
Monthly Consumer Spending forecast for 2013-2018.................................................................. 15
Asia-Pacific Fashion ........................................................................................................................ 17
Korean Fashion ............................................................................................................................... 17
Objectives........................................................................................................................................ 18
Criteria ............................................................................................................................................. 18
1.

Report Criteria ..................................................................................................................... 18

Parameters ...................................................................................................................................... 20
2.

Research overview .............................................................................................................. 20

Brand Surveys ................................................................................................................................. 22


Brand Coverage .............................................................................................................................. 24
Market Opportunity .......................................................................................................................... 26
Analysis of the development of the retail trade and its life cycle .................................................. 26
Added Value and Transaction Costs across the Supply Chain .................................................... 27
Clothing retailers per 10,000 inhabitants...................................................................................... 28
Clothing Store Revenue per Square Meter per annum (US$) ...................................................... 28
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Branded Women's Fashion in Singapore


Average Revenue per Clothing Store per annum (000 US$) ...................................................... 29
Average Clothing Store Sales Area (Square Meters) .................................................................. 29
Existing Distribution Channels ..................................................................................................... 30
New Distribution developments ................................................................................................... 30
Online Shopping by Middle Classes Purchases per month ...................................................... 31
Distribution Policies & Strategies ................................................................................................. 32
Retail Trade Life Cycle and Development in Womens Fashion .................................................. 35
City and Town analysis for Singapore .................................................................................. 36
Wholesaler, Trade Buyer, Retailer and Store Performance Surveys ........................................... 37
Products....................................................................................................................................... 37
Retail Operations ......................................................................................................................... 37
Buyer Profiles .............................................................................................................................. 37
Trading Area ................................................................................................................................ 37
Competitors ................................................................................................................................. 38
Retailer & Wholesaler Surveys ............................................................................................. 38
Trade Decision Makers Surveys ........................................................................................... 39
Store Performance Surveys ................................................................................................. 39
Market Size ..................................................................................................................................... 40
Singapore Branded Market Volume Sold in units by Product Sectors ......................................... 40
Singapore Branded Market Value by Product Sectors ......................................................... 41
City / Town Market Value ..................................................................................................... 41
Consumer Attitudes ..................................................................................................................... 42
Products....................................................................................................................................... 42
Retail Operations ......................................................................................................................... 42
Buyer Profiles .............................................................................................................................. 42
Trading Area ................................................................................................................................ 42
Competitors ................................................................................................................................. 43
Consumer Surveys ............................................................................................................... 43
Store Performance Surveys ................................................................................................. 44
Competitive Factors ........................................................................................................................ 45
Representative Brands ................................................................................................................ 45
Brands Price Differentials ............................................................................................................ 49
Product Price Differentials ........................................................................................................... 50
Product Positioning ......................................................................................................................... 51
Casual Product ............................................................................................................................ 51
Smart Casual ............................................................................................................................... 51
Formal.......................................................................................................................................... 51
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Branded Women's Fashion in Singapore

Special Occasion ......................................................................................................................... 51


Price Discounting ......................................................................................................................... 52
Low Price ..................................................................................................................................... 52
Market Median Price .................................................................................................................... 52
High Price .................................................................................................................................... 52
Basic Quality ................................................................................................................................ 53
Median Quality ............................................................................................................................. 53
High Quality ................................................................................................................................. 53
Premium Quality .......................................................................................................................... 53
Low Product Specification............................................................................................................ 54
Undifferentiated Product .............................................................................................................. 54
Differentiated ............................................................................................................................... 54
High Specification ........................................................................................................................ 54
No Target Audience ..................................................................................................................... 55
Some Targeting ........................................................................................................................... 55
Highly Targeted ........................................................................................................................... 55
Specific Audience ........................................................................................................................ 55
High Volume ................................................................................................................................ 56
Median Volumes .......................................................................................................................... 56
Low Volume ................................................................................................................................. 56
Restricted Volume........................................................................................................................ 56
Necessity Product ........................................................................................................................ 57
Common Product ......................................................................................................................... 57
Discretionary Product................................................................................................................... 57
Luxury Product ............................................................................................................................. 57
Frequent Cleaning ....................................................................................................................... 58
Average Cleaning ........................................................................................................................ 58
Infrequent Cleaning...................................................................................................................... 58
Specialist Cleaning ...................................................................................................................... 58
Simple Merchandising.................................................................................................................. 59
Display Merchandising ................................................................................................................. 59
Featured ...................................................................................................................................... 59
Complex Proposal ....................................................................................................................... 59
Basic Advertising ......................................................................................................................... 60
Feature Advertising ...................................................................................................................... 60
Target Advertising ........................................................................................................................ 60
Complex Advertising .................................................................................................................... 60
Brand Positioning Tactics & Strategy .............................................................................................. 61

Branded Women's Fashion in Singapore

Current Tactical Brand Model ...................................................................................................... 61


Strategic Brand Objectives .......................................................................................................... 62
Functional Positioning - Symbolic Positioning - Experiential Positioning ..................................... 63
Customer Value Propositioning ................................................................................................... 64
Value Concept & Positioning ....................................................................................................... 65
Brand Differentiation Propositions ............................................................................................... 66
Key Selling Messages.................................................................................................................. 67
Communications Tactics .............................................................................................................. 68
Advertising Tactics....................................................................................................................... 69
Media & PR Tactics ..................................................................................................................... 70
Web & Online Tactics .................................................................................................................. 71
Point of Sale Tactics .................................................................................................................... 72
Merchandising ............................................................................................................................. 73
Product Display ............................................................................................................................ 74
Korean Brands ................................................................................................................................ 75
Awareness of existing Korean Brands ......................................................................................... 75
Trade Buyer Perceptions of existing Korean Brands ....................................................................... 76
Customer Base Perceptions of existing Korean Brands .............................................................. 77
Perceived Strengths and Weaknesses of existing Korean Brands .............................................. 78
Market Entry Management Factors ................................................................................................. 79
Womens Fashion Distribution ..................................................................................................... 79
Retail Level .................................................................................................................................. 79
Nature of Competition .................................................................................................................. 80
Brand Competition ....................................................................................................................... 80
Value............................................................................................................................................ 81
Location ....................................................................................................................................... 81
Supply Chain ............................................................................................................................... 81
Nature of Competition .................................................................................................................. 82
Supplier Price Differentials........................................................................................................... 83
Retailer Reaction ......................................................................................................................... 84
Supplier Reaction ........................................................................................................................ 85
Conclusion ................................................................................................................................... 86
Distributors Market Entry choices ............................................................................................. 88
Retail Presence Market Entry choices ...................................................................................... 89
Distribution Channel: Advantages Disadvantages .................................................................... 90
Market Entry options for Domestic Brands ...................................................................................... 91
Market Entry options for Established or Global Brands ................................................................... 92
Market Entry Features ................................................................................................................. 93

Branded Women's Fashion in Singapore

Start-up Costs ................................................................................................................................. 94


Start-up Costs, Initial Investment and Product Launch Balance sheet ........................................ 94
Inventory Costs ............................................................................................................................ 94
Brand Store Start-up Costs .......................................................................................................... 95
Independent Store Start-up Costs ............................................................................................... 96
Brand In-Store Start-up Costs...................................................................................................... 97
Distributor / Exclusive Wholesaler Sign-up Costs ........................................................................ 98
Start Times Weeks: Brand Store ................................................................................................. 99
Start Times Weeks: Independent Store ..................................................................................... 100
Start Times Weeks: Distributor / Exclusive Wholesaler ............................................................. 101
Economies of Scale with multiple Stores ................................................................................... 102
Cash Flow, Profit & Loss, Balance Sheet, Project Financial Analysis ........................................... 103
12 Months Cash Flow Analysis .................................................................................................. 103
First 12 months and First 3 years Profit & loss Account............................................................. 104
1-7 Years Balance Sheet ........................................................................................................... 105
10 Years Project Financial Analysis ........................................................................................... 106
SWOT Analysis ............................................................................................................................. 107
SWOT analysis by type of Market Entry .................................................................................... 107
Entry via Own Retail Stores ....................................................................................................... 107
Entry via Domestic Retail Joint Venture ..................................................................................... 107
Entry via National Franchise Licensee ....................................................................................... 108
Entry via Intensive Individual Franchising .................................................................................. 108
Entry via Exclusive National Distributor ..................................................................................... 109
Entry via Intensive National Distribution / Wholesaling .............................................................. 109
Competitive Analysis ..................................................................................................................... 110
Indonesia Representative Brands .............................................................................................. 110
Singapore Representative Brands ............................................................................................. 111
Vietnam Representative Brands ................................................................................................ 112
Market Penetration Prospects ....................................................................................................... 113
Advancing into the target markets ............................................................................................. 113
Brand Concept ........................................................................................................................... 114
Brand Equity .............................................................................................................................. 114
Customer Based Brand Equity................................................................................................... 115
Brand Knowledge ...................................................................................................................... 115
Substantial Brand Knowledge & Awareness All Brands.......................................................... 115
Brand Equity Model.................................................................................................................... 116
Substantial Brand Loyalty All Brands ...................................................................................... 117
Substantial Brand Quality v Price Perceptions All Brands .................................................... 118

Branded Women's Fashion in Singapore

Brand Knowledge Components ................................................................................................. 119


Brand Resonance Components ................................................................................................. 119
Brand Resonance ...................................................................................................................... 120
Qualitative Brand Research ....................................................................................................... 122
Qualitative Brand Identifiers ....................................................................................................... 122
Marketing communication applied to fashion products .............................................................. 123
The Brand Image in the marketing communication process ...................................................... 124
The Store Image in marketing communication process ............................................................. 124
Consumer confidence and consumer markets in Asia-Pacific ................................................... 125
Consumer Confidence Index ..................................................................................................... 125
Consumer Attitudes and Perceptions which impact Clothing Brands ........................................ 127
% Usage & Purpose of clothes purchases ................................................................................. 128
Celebrity endorsement ............................................................................................................... 129
Relative Ranking Criteria and Consumer Habits for Clothing Purchase .................................... 130
Brand Selection ......................................................................................................................... 130
Price over Brand Loyalty amongst Young Buyers ...................................................................... 131
Purchase Drivers for Younger Buyers : < 19 and 19-24 Years Old........................................ 131
Domestic Brands -v- Foreign Brands ......................................................................................... 132
Asia-Pacific Markets Conclusion ................................................................................................ 133
Fashion market potential in the Asia-Pacific region ................................................................... 133
What do consumers want in a branded product?....................................................................... 134
What can Korean brands and designers do to counter the established brands? ....................... 135
How can Korean brands and designers do better than the established brands? ....................... 135
Novel marketing methods to distinguish oneself from the competition ...................................... 136
Unique Brand Offerings ............................................................................................................. 137
New and Untapped Market Demand .......................................................................................... 138
Niche Markets ............................................................................................................................ 138
Brand Superiority ....................................................................................................................... 139
Building Heritage Brands ........................................................................................................... 139
Brand Resonance ...................................................................................................................... 140
Brand Persistence ..................................................................................................................... 141
Brand Development Opportunities ............................................................................................. 143
Fashion Industry Checklist ......................................................................................................... 147
Fashion Design and Merchandising ........................................................................................... 147
Performance Indicators .............................................................................................................. 148
Application of Design Performance Factors ............................................................................ 149
Industry Performance Indicators ................................................................................................ 149
Performance Indicators for brand selection, development, and distribution ............................... 150

Branded Women's Fashion in Singapore

Performance Indicators for merchandising strategies ................................................................ 151


Market Strategy Insight.................................................................................................................. 152
Market Entry Possibilities and Criteria ....................................................................................... 152
Market Entry Difficulties ............................................................................................................. 152
Market Potential ......................................................................................................................... 153
Financial Potential ..................................................................................................................... 154
Consumer Potential & Attitudes ................................................................................................. 155
Relative Return on Investment by country 1-7 years & 7-14 years ............................................ 156
Relative Return on Investment by country 14+ years & Overall ................................................. 157
Relative Return on Investment by Product Category ................................................................. 158
Relative Return on Investment by country for Young Casual Wear ........................................... 158
Relative Return on Investment by country for Career Wear ....................................................... 159
Relative Return on Investment by country for Denim & Casual Wear ........................................ 160
Relative Return on Investment by country for Every day Wear .................................................. 161
Relative Return on Investment by country for Sports & Outdoor Wear ...................................... 162
Relative Return on Investment by country for Lingerie & Underwear ........................................ 163
Relative Return on Investment by country for Fashion Accessories .......................................... 164
Opinions of the fashion and retail experts on introducing new brands ....................................... 165
MARKET RESEARCH COVERAGE ................................................................................................. 166
Markets & Products covered ......................................................................................................... 166
Product Sectors ......................................................................................................................... 166
Survey Data................................................................................................................................... 167
Consumer Surveys .................................................................................................................... 167
Retailer & Wholesaler Surveys .................................................................................................. 168
Trade Decision Makers Surveys ................................................................................................ 168
Store Performance Surveys ....................................................................................................... 169
Competitors ............................................................................................................................... 169
Retail Operations ....................................................................................................................... 170
Products..................................................................................................................................... 170
Buyer Profiles ............................................................................................................................ 171
Trading Area .............................................................................................................................. 171
Geographic Coverage ................................................................................................................... 172
Financial data ................................................................................................................................ 172
Financial Data Scenarios ........................................................................................................... 172
Financial Margins & Ratios Data Scenarios ............................................................................... 172
Singapore General Contents ......................................................................................................... 173
Singapore Report Table of Contents ............................................................................................. 174
Singapore Core Database Open the Core Database here .......................................................... 174

Branded Women's Fashion in Singapore

Sections......................................................................................................................................... 174
Preface .............................................................................................................................. 174
Chapters ............................................................................................................................ 174
Databases ......................................................................................................................... 174
Financials .......................................................................................................................... 174
Industry .............................................................................................................................. 174
Markets .............................................................................................................................. 174
Products ............................................................................................................................ 174
Grids .................................................................................................................................. 174
Reference .......................................................................................................................... 174
Contents ............................................................................................................................ 174
Legend............................................................................................................................... 174
Cities ................................................................................................................................. 174
Countries ........................................................................................................................... 174
Chapters ........................................................................................................................................ 175
Chapter 1 .................................................................................................................................. 175
ADMINISTRATION ............................................................................................................ 175
Chapter 2 .................................................................................................................................. 175
ADVERTISING .................................................................................................................. 175
Chapter 3 .................................................................................................................................. 175
BUYERS COMMERCIAL OPERATIONS ....................................................................... 175
Chapter 4 .................................................................................................................................. 175
BUYERS COMPETITORS.............................................................................................. 175
Chapter 5 .................................................................................................................................. 175
BUYERS MAJOR CITY .................................................................................................. 175
Chapter 6 .................................................................................................................................. 175
BUYERS PRODUCTS .................................................................................................... 175
Chapter 7 .................................................................................................................................. 175
BUYERS TRADE CELL .................................................................................................. 175
Chapter 8 .................................................................................................................................. 175
COMPETITIVE INDUSTRY ANALYSIS............................................................................. 175
Chapter 9 .................................................................................................................................. 175
COMPETITOR ANALYSIS ................................................................................................ 175
Chapter 10 ................................................................................................................................. 175
COUNTRY FOCUS ........................................................................................................... 175
Chapter 11 ................................................................................................................................. 175

Branded Women's Fashion in Singapore

DISTRIBUTION ................................................................................................................. 175


Chapter 12 ................................................................................................................................. 175
FINANCIAL - BUSINESS DECISION SCENARIOS .......................................................... 175
Chapter 13 ................................................................................................................................. 175
FINANCIAL - CAPITAL COSTS FINANCIAL SCENARIOS ............................................... 175
Chapter 14 ................................................................................................................................. 175
FINANCIAL - CASHFLOW OPTION SCENARIOS ............................................................ 175
Chapter 15 ................................................................................................................................. 175
FINANCIAL - COST STRUCTURE SCENARIOS .............................................................. 175
Chapter 16 ................................................................................................................................. 175
FINANCIAL - HISTORIC INDUSTRY BALANCE SHEET .................................................. 175
Chapter 17 ................................................................................................................................. 175
FINANCIAL - HISTORIC MARKETING COSTS & MARGINS ........................................... 175
Chapter 18 ................................................................................................................................. 175
FINANCIAL - INVESTMENT + COST REDUCTION SCENARIOS ................................... 175
Chapter 19 ................................................................................................................................. 175
FINANCIAL - MARKET CLIMATE SCENARIOS ............................................................... 175
Chapter 20 ................................................................................................................................. 175
FINANCIAL MARKETING COSTS ................................................................................. 175
Chapter 21 ................................................................................................................................. 175
FINANCIAL - MARKETING EXPENDITURE SCENARIOS ............................................... 175
Chapter 22 ................................................................................................................................. 175
FINANCIAL MARKETING MARGINS ............................................................................. 175
Chapter 23 ................................................................................................................................. 175
FINANCIAL - STRATEGIC OPTIONS SCENARIOS ......................................................... 175
Chapter 24 ................................................................................................................................. 175
FINANCIAL - SURVIVAL SCENARIOS ............................................................................. 175
Chapter 25 ................................................................................................................................. 175
FINANCIAL - TACTICAL OPTIONS SCENARIOS ............................................................ 175
Chapter 26 ................................................................................................................................. 176
GEOGRAPHIC DATA ........................................................................................................ 176
Chapter 27 ................................................................................................................................. 176
INDUSTRY - NORMS ........................................................................................................ 176
Chapter 28 ................................................................................................................................. 176
MAJOR CITY MARKET ANALYSIS .................................................................................. 176
Chapter 29 ................................................................................................................................. 176
MARKET CAPITAL ACCESS SCENARIOS ...................................................................... 176
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Branded Women's Fashion in Singapore

Chapter 30 ................................................................................................................................. 176


MARKET CASHFLOW SCENARIOS ................................................................................ 176
Chapter 31 ................................................................................................................................. 176
MARKET ECONOMIC CLIMATE SCENARIOS ................................................................ 176
Chapter 32 ................................................................................................................................. 176
MARKET INVESTMENT + COSTS SCENARIOS ............................................................. 176
Chapter 33 ................................................................................................................................. 176
MARKET MARKETING EXPENDITURE SCENARIOS ..................................................... 176
Chapter 34 ................................................................................................................................. 176
MARKET RISK SCENARIOS ............................................................................................ 176
Chapter 35 ................................................................................................................................. 176
MARKET STRATEGIC OPTION SCENARIOS ................................................................. 176
Chapter 36 ................................................................................................................................. 176
MARKET SURVIVAL OPTION SCENARIOS .................................................................... 176
Chapter 37 ................................................................................................................................. 176
MARKET TACTICAL OPTION SCENARIOS..................................................................... 176
Chapter 38 ................................................................................................................................. 176
MARKETING EXPENDITURE -v- MARKET SHARE ........................................................ 176
Chapter 39 ................................................................................................................................. 176
MARKETING STRATEGY DEVELOPMENT ..................................................................... 176
Chapter 40 ................................................................................................................................. 176
MARKETS ......................................................................................................................... 176
Chapter 41 ................................................................................................................................. 176
OPERATIONAL ANALYSIS............................................................................................... 176
Chapter 42 ................................................................................................................................. 176
OVERSEAS DEVELOPMENT ........................................................................................... 176
Chapter 43 ................................................................................................................................. 176
PERSONNEL MANAGEMENT .......................................................................................... 176
Chapter 44 ................................................................................................................................. 176
PHYSICAL DISTRIBUTION + CUSTOMER HANDLING ................................................... 176
Chapter 45 ................................................................................................................................. 176
PRICING............................................................................................................................ 176
Chapter 46 ................................................................................................................................. 176
PROCESS + ORDER HANDLING..................................................................................... 176
Chapter 47 ................................................................................................................................. 176
PRODUCT ANALYSIS ...................................................................................................... 176
Chapter 48 ................................................................................................................................. 176
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Branded Women's Fashion in Singapore

PRODUCT DEVELOPMENT ............................................................................................. 176


Chapter 49 ................................................................................................................................. 176
PRODUCT MARKETING FACTORS ................................................................................ 176
Chapter 50 ................................................................................................................................. 176
PRODUCT MIX ................................................................................................................. 176
Chapter 51 ................................................................................................................................. 176
PRODUCT SUMMARY...................................................................................................... 176
Chapter 52 ................................................................................................................................. 176
PROFIT RISK SCENARIOS .............................................................................................. 176
Chapter 53 ................................................................................................................................. 177
PROMOTIONAL MIX ......................................................................................................... 177
Chapter 54 ................................................................................................................................. 177
SALESFORCE DECISIONS .............................................................................................. 177
Chapter 55 ................................................................................................................................. 177
SALES PROMOTION ........................................................................................................ 177
Chapter 56 ................................................................................................................................. 177
SURVEYS ......................................................................................................................... 177
Chapter 57 ................................................................................................................................. 177
TARGETS - PRODUCT + MARKET ................................................................................. 177
Chapter 58 ................................................................................................................................. 177
TECHNOLOGY ................................................................................................................. 177
Chapter 59 ................................................................................................................................. 177
TRADE CELL ANALYSIS .................................................................................................. 177
Chapter 60 ................................................................................................................................. 177
URBAN COMPETITION .................................................................................................... 177
Chapter 61 ................................................................................................................................. 177
TOWNS - FINANCIAL ....................................................................................................... 177
Chapter 62 ................................................................................................................................. 177
TOWNS - INDUSTRY ........................................................................................................ 177
Chapter 63 ................................................................................................................................. 177
TOWNS - MARKET ........................................................................................................... 177
BUSINESS PLANNING..................................................................................................................... 178
Checklist ........................................................................................................................................ 178
Checklist implementation ........................................................................................................... 181
Advancing your Project .............................................................................................................. 182
Cashflow Projections ..................................................................................................................... 183
The Business Plan Programme ..................................................................................................... 184
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Branded Women's Fashion in Singapore

Installing the Business Plan Programme ................................................................................... 185


Methodology .................................................................................................................................. 192
Presentation .................................................................................................................................. 192
After-Sales Service & Client Support ............................................................................................. 192
Real Time Support ..................................................................................................................... 193
Resource Webs -v- Dedicated sites........................................................................................... 193
Product Level ............................................................................................................................. 194
Data Product levels .................................................................................................................... 195
Getting Started with the Core Database .................................................................................... 196
Using the data ............................................................................................................................ 196
Toolkit ........................................................................................................................................ 196
Proprietary Software packages .................................................................................................. 197

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Branded Women's Fashion in Singapore

Introduction
The growth of the middle classes in Asia-Pacific countries and the globalization of womens garment
retailing have led to the rapid expansion of global brands in Asia-Pacific markets.
These brands may be conveniently divided into the following main groupings:

Luxury
High Street
Asia-Pacific Brands
Department Stores Brands & Generic Brands

Whereas in Europe and North America these brands are purchased by all Social and Income Groups,
in Asia the purchases often tend to be more skewed towards the higher end of the spectrum simply
for the reason that local median income levels tend to be less than those of buyers in Europe and
North America. Thus whereas many of the High Street brands would in Europe and North America be
regarded as inexpensive and therefore accessible to the D and E social groups, in many Asia-Pacific
countries these same brands would be more patronized by the C1 and C2 social groups.
Furthermore, there is a sociological context to the development of the global brands in Asia which
make them more acceptable to those potential buyers more exposed to globalized culture through
their education or through the media they observe.
The growth and market penetration of the globalized brands in Asia will certainly be more promising
and sustainable in Asia than for the same brands in North America and Europe.
With a rapidly growing middle class in most Asia-Pacific countries there is a significant augmentation
in household incomes. As household income grows the percentage of disposable income which was
in the past used on food is diminishing and this provides the basis for much more discretionary
spending. Inevitable the use of some of that disposable income will be channelled into fashion
products.

Pan Asia average for monthly Consumer Spending in 2008-2011

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Branded Women's Fashion in Singapore

Other spending &


Investments

Luxury Goods

Leisure Goods

Footwear

Medical

Health & Beauty

Home
Furnishings

Durables

Clothing

Food & Drink

Monthly Consumer Spending forecast for 2013-2018

Australia

36

34

Bangladesh

72

Cambodia

68

China

55

19

Hong Kong

44

30

India

68

Indonesia

62

12

Japan

36

34

Malaysia

57

14

New Zealand

36

38

The Philippines

61

13

Singapore

40

36

South Korea

37

35

Sri Lanka

70

Taiwan

42

33

Thailand

55

17

Vietnam

68

Disposable Income and Discretionary Spending (together with the consumers own assessment of
future trends) is measured during Consumer Surveys when consumers were asked specific
psychometric questions which tested and cross-checked the issues mentioned here. The data above
is derived from statistically accurate social / income group, and full age spectrum, surveys.

In most Asia-Pacific markets the Value Proposition of many Luxury and High Street brands have
survived intact; conversely in North America and Europe the Value Proposition of many Luxury and
High Street brands have been devalued for a number of reasons. Fashion Garments, as with
Jewellery and Cosmetics products, have seen their perceived worth diminished during the last decade
or so in North America and Europe. This is due to both the popularization of the brands which make
them less exclusive, and because they are perceived to be less costly to manufacture and less
durable. Some formerly high end brands have suffered for these reasons; for example, the Ralph
Lauren Polo brand is not perceived to be as up-market as before because it is now worn by C2, D and
E social groups and because their labels show that the garments are manufactured in Jamaica,
Malaysia, and more recently in even cheaper labour-rate countries. Similarly in the United Kingdom
the Burberry brand has suffered because it was adopted as a dress code or uniform by badly
behaved youth gangs of the D and E social groups; and thereby the Burberry brand became
associated with a particularly unfortunate customer base, thereby devaluing the brand.

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Branded Women's Fashion in Singapore

There are psychological reasons which currently make Asia-Pacific markets more durable than, for
example, the United Sates or the United Kingdom markets and that is the general neurotic1 (and
sometimes psychotic) psychology of female fashion and luxury goods consumers in some countries.
The increasingly neurotic nature of some of these customer bases is tending to divert expenditure
away from fashion into other neurotic activities.
In, for example the United Sates and the United Kingdom, neurotic behaviour patterns have
increasingly led women to succumb to eating disorders (which has led to obesity) and impulsive
disorders like drinking alcohol to excess. This has caused a rapid rise in over-weight women (over
50% of the adult female population in the United Sates and the United Kingdom are over-weight) and
clinical obesity (over 35% of the adult female population in the United Sates and over 25% of the adult
female population in the United Kingdom are clinical obese). This means that these women find it
increasingly difficult to interact and interface with fashion products and as a consequence they do not
perceive themselves to be capable of engaging with much of the fashion industry.
Neuroses play an important part in the purchasing behaviours of consumers, especially with fashion
and luxury goods, and these neuroses represent both opportunities and threats to fashion product
manufacturers and retailers.
The good news for fashion product manufacturers and retailers is that a neurotic customer base
makes it relatively easier for retailers to loosen the purses of buyers; the bad news is that a neurotic
customer base has a short attention span and is prone to be irrationally diverted to other neurotic
activity.
1

The terms neurosis and psychosis are used in their clinical context. The symptoms as described as follows:-

There are many forms of neurosis: obsessive-compulsive disorder, anxiety neurosis, hysteria, and a very wide variety of
phobias as well as obsessions. Effects of neurosis can involve anxiety, sadness or depression, anger, irritability, mental
confusion, low sense of self-worth, et cetera; behavioural symptoms such as phobic avoidance, vigilance, impulsive and
compulsive acts, lethargy, et cetera; cognitive problems such as unpleasant or disturbing thoughts, repetition of thoughts and
obsession, habitual fantasizing, negativity and cynicism, etc. Interpersonally, neurosis involves dependency, perfectionism,
feelings of isolation, socio-culturally behaviours, et cetera.
Individuals who score high on neuroticism are more likely than the average to experience such feelings as anxiety, anger, envy,
guilt, and depressed mood. They respond more poorly to environmental stress, and are more likely to interpret ordinary
situations as threatening, and minor frustrations as hopelessly difficult. They are often self-conscious and shy, and they may
have trouble controlling urges and delaying gratification. Neuroticism is a risk factor for the "internalizing" mental disorders such
as phobia, depression, panic disorder, and other anxiety disorders (traditionally called neuroses). Research has found that a
wide range of clinical mental disorders are associated with elevated levels of neuroticism compared to levels in the general
population. Disorders associated with elevated neuroticism include mood disorders, such as depression and bipolar disorder,
anxiety disorders, eating disorders, schizoaffective disorder, dissociative identity disorder, and hypochondriasis. Mood
disorders tend to have a much larger association with neuroticism than these other disorders. The remaining personality
disorders had either modest positive or non-significant (in the case of narcissistic and histrionic) associations with neuroticism.
Research has consistently found that on average, women score moderately higher than men on neuroticism. A study
examining gender differences in big five personality traits in 55 nations found that across nations the most pronounced gender
difference in personality was in neuroticism. In 49 of the 55 nations studied, women scored significantly higher in neuroticism
than men. In no country did men report significantly higher neuroticism than women, although in Botswana and Indonesia, men
were slightly higher than women. Gender differences in neuroticism within nations ranged from very small to quite large. The
differences were moderate to large in 17 countries, and small to moderate in 29 countries. In only seven countries Bangladesh, Tanzania, Ethiopia, Greece, Japan, Botswana, and Indonesia - were they negligible. African and Asian/South
Asian world regions tended to have smaller sex differences in personality overall than did western world regions (Europe, and
North and South America). Differences in the magnitude of sex differences between world regions were due to differences
between men in these respective regions. That is, men in western world regions were lower on neuroticism compared to men in
African and Asian/South Asian world regions. Women, on the other hand tended not to differ in neuroticism across regions.
Gender differences were also positively associated with measures of human development, that is, a long and healthy life,
access to knowledge and education, and decent standards of living. Sex differences became more pronounced in countries
with higher levels of human development. It is speculated that resource poor environments (that is, countries with low levels of
development) may inhibit the development of gender differences, whereas resource rich environments facilitate them. This may
be because males require more resources than females in order to reach their full developmental potential. Evolutionary
theories suggest that gender differences in neuroticism developed because men have evolved to be more risk taking whereas
women have evolved to be more cautious and hence more anxious and avoidant when faced with danger.

16

Branded Women's Fashion in Singapore

Asia-Pacific Fashion
The market for Branded Womens Fashion wear is becoming increasingly sophisticated in the AsiaPacific markets.
When Jimmy Lai started the Giordano brand in Hong Kong in 1981 the business model was relatively
unsophisticated, and relied on a facsimile American product offering coupled to an Italian sounding
brand name. Giordano ran into problems and since 2001 their business model has proved somewhat
fragile. The question remains: can an Asia-Pacific company produce facsimile American or European
product designs with an American or European sounding brand name and succeed? The probability is
that this business model will not succeed in the long term. Indeed Peter Lau, the current CEO of
Giordano is now actively seeking a more robust business model.
The reasons for the less than dynamic growth for brands like Giordano is not because the product
design or the product quality is less than that of any of the American or European brands, it is just that
Asia-Pacific buyers, especially women, are fully exposed to American and European brands and they
value the brand image or legacy of those global brands.
In Indonesia, Singapore and in other Asia-Pacific countries there is a new generation of fashion
entrepreneurs with great ambition and encouraging designs. Can this new generation of fashion
designer introduce products which are marketable across Asia?
With thousands of new brands being produced in Asia it is increasingly difficult for brands and
designers to achieve long term success.

Korean Fashion
Korean Brands, like those of Woo Jong Wans Basic House, have also emulated American or
European design trends and coupled these with Brand names like Basic House, Mind Bridge, Voll,
The Class, DUrban, and so forth.
The Singapore department store, Robinsons, carries the Basic House products; however these
brands have not greatly succeeded against the European or American brands sold in Singapore.
This study is designed to answer one question; how can Korean Womens Fashion brands and
designers profitably market their products to an increasingly sophisticated customer base?
What tactics and strategies should the Korean companies use to counter the existing brands; and
which market or product niches will open up new opportunities for the Korean companies?

17

Branded Women's Fashion in Singapore

Objectives
To research the Womens Fashion Market in Singapore and thereby develop entry strategies for the
penetration of that market

Criteria
1.

Report Criteria
This report has been conducted using primary and secondary research:

Primary Personal Interviews were conducted with Fashion Experts at Fashion Magazines or
other Media, Fashion Brand Managers, Fashion Trade Buyers, Fashion Retailers, In-store
Retail Negotiators, Retail Mall Operators, Fashion Wholesalers, Property & Real Estate
agents, Shop-fitting companies, Shipping and Logistics companies. The discussions with
these persons covered the following issues based on the interviewees personal or corporate
experiences:-

Company History
Planned Products & Services during Start-up
Current Market Analysis
Current Strategy & Implementation
Current Management
Current Financial Plan
Start-Up Investment Fund Sources & Use of Funds
Shop Legal Entity & Ownership
Company History to Date
Company Facilities
Company Key Assets
Actual Products Carried & Services Offered

Description

Target Customer

Features & Benefits

Competition

Competitive Advantage / Barriers to Entry Encountered after Start-up


Development Plans
Future Market Analysis
Future Target Customer
Projected Market Size

18

Branded Women's Fashion in Singapore

Future Fashion Trends

SWOT ANALYSIS
Strengths

Experience and understanding of the fashion industry

Shopping experience and customer service

Location

Consumer base

Weaknesses

Untested markets

Niche markets

Opportunities

Outstanding shopping experience will lead to repeat business

Online presence

Establish a clothing line

Threats

Cost and effectiveness of marketing to women

New retail shops

FUTURE STRATEGY PLANNING & IMPLEMENTATION

Philosophy

Product Development

Internet Strategy

Marketing Strategy

Sales Strategy

Strategic Alliances

Operations

GOALS

Renovating, stocking, staff hiring and marketing

Hosting events

Penetrate and raise awareness in the targeted consumer market

Achieving a higher profit margin

Build a solid customer base and contact list

Generate repeat and referral sales

Become a highly profitable business with expansion potential

Establish a solid reputation as quality retail establishment

EXIT STRATEGY

19

Branded Women's Fashion in Singapore

MANAGEMENT

Organizational Structure

Leadership

Staff Members

FINANCIAL PLAN

Finance Requirements

Use of Funds

Income Statement & Projections

Cash Flow Projections

Balance Sheet Topics

Financial Assumptions

Primary Surveys of Consumers and Retail Customers were undertaken to analyse Brand
awareness and attitudes in Singapore. These Surveys included not only Womens Fashion
products, but also other Luxury and High Street Brands in order to fully evaluate the impact of
Branding on Disposable Income and Discretionary Purchases in Singapore. See details
below.

DataGroup Fashion Market databases.

Market and Financial Data from 1997 to 2011, forecast to 2012-2018 and 2018-2025.

Market and Financial Data in US$ prices and Local Currency by year.

Parameters
2.

Research overview
Research Subjects

Female clothing target market: Up to 19 years, 20-24 years, 25-34 years, 35-44
years, 45-54 years, 55-64 years, 64+ years.

Female Garment Categories covered

1. Fur & Fun Fur Garments


2. Dresses
3. Outerwear Coats, Jackets & Rainwear
4. Suits, Trouser Suits, Jackets, Blazers & Business Wear
5. Slacks, Trousers, Jeans, Shorts & Skirts
6. Tops, T-Shirts, Knit & Woven Tops, Blouses, Sweaters
7. Sportswear & Swimwear

20

Branded Women's Fashion in Singapore

8. Hosiery, Pantyhose, Socks & Tights


9. Underwear, Bras & Girdles
10. Lingerie, Sleepwear & Loungewear
11. Hats, Scarves, Wigs & Hairpieces
12. Accessories, Handbags, Wallets, Neckwear, Gloves & Belts
13. Tailored Garments
14. Casual, Sweat tops, Pants, & Warm-ups
15. Functional Garments, Uniforms, Smocks & Workwear
16. Footwear
17. Dress & Casual Footwear
18. Athletic Footwear & Trainers

Female Fashion Categories covered:

1. Young Casual Wear


2. Career Wear
3. Denim & Casual Wear
4. Every day Wear
5. Sports & Outdoor Wear
6. Lingerie & Underwear
7. Fashion Accessories
8. Footwear

Towns and Cities covered in Singapore

The overall Market Data covers each of the major towns and cities in Singapore. Click on this
link to see the towns and cities covered.
http://www.worldconsumption.info/Womens_Fashion_Singapore/BASE_FOLDERS/World_Citi
es/SN.html

21

Branded Women's Fashion in Singapore

Brand Surveys
This evaluation consists of Consumer Surveys undertaken in the shopping areas and malls of
Singapore. The data collected was for the target Womens Fashion Brands, plus other Luxury and
High Street Brands to be found in Singapore.

Individual Brand Surveys are available (from the After-Sales Service) for each of the Brands named
below:

Womens Fashion Brands covered in Singapore are:

Luxury Brands

Armani
Balenciaga
Bottega Veneta
Burberry
Celine
Chanel
Diane von Furstenberg
Dior
Dolce & Gabbana
Etro
Fendi
Ferragamo
Givenchy
Gucci
Hermes
Kate Spade
Loewe
Louis Vuitton
Marc Jacobs
Max Mara
Miu Miu
PRADA
Ralph Lauren
Valentino
Yves Saint Laurent

High Street Brands

Abercrombie & Fitch


Banana Republic
BCBGMAXAZRIA
Bershka
CK Jeans
DKNY
Dorothy Perkins
Forever 21
GAP
Guess
H&M
Karen Millen
22

Branded Women's Fashion in Singapore

Mango
Maxstudio
Miss Selfridge
New Look
Pull & Bear
River Island
Topshop
Wallis
Warehouse
Zara

Asian Brands

BYSI
ESPRIT
Fox
G2000 (G2000)
G2000 (Wing Tai)
GG<5
M)phosis
Muji
Uniqlo
WOMB

Department Store & Generic Brands

BHG
Isetan
OG
Robinsons
Takashimaya
Tangs

23

Branded Women's Fashion in Singapore

Brand Coverage

In addition other Luxury and High Street Brands were evaluated for their impact of Branding
on Disposable Income and Discretionary Purchases in Singapore. These brands included non-fashion
products so that an overall appraisal of Brand Impact on Discretionary Purchases could be more
completely assessed in Singapore.
Individual Brand Surveys are available for each of these Brands from the After-Sales Service.

Singapore: Store targets


Luxury European / US Brands

Gucci
PRADA
Armani
Dolce & Gabbana
Dior
Hermes
Chanel
Louis Vuitton
Miu Miu
YSL
Ralph Lauren
Fendi
Etro
Bottega Veneta
Celine
Balenciaga
Loewe
Valentino
Ferragamo
Givenchy
Burberry
Diane von Furstenberg
Marc Jacobs
Kate Spade
Max Mara

High Street European Brands

Topshop
H&M
Zara
River Island
Mango
Miss Selfridge
DP
24

Branded Women's Fashion in Singapore

Pull & Bear


New Look
Warehouse
Karen Millen
Bershka

High Street US Brands

A&F
DKNY
CK Jeans
Forever 21
Guess
GAP
Banana Republic

Asian Brands

Uniqlo
M)phosis
GG<5
BYSI
Espirit
WOMB
G2000

Generic / Department Stores

Isetan
Tangs
Takashimaya
John Little
Metro
BHG
OG

25

Branded Women's Fashion in Singapore

Market Opportunity
Analysis of the development of the retail trade and its life cycle
The choice of route to the market has opportunities and pitfalls, product and brand superiority is an
obvious competitive advantage which can be re-enforced through firm control of the retail channels.
However products and brands superiority is a medium and long-term strategy which can be unstable
and may be subject to short-term set-backs. Clearly strong brands with real product benefits have the
best competitive advantage, and for this reason the long-lived brands have consistently invested in
brand equity.
The low transaction cost routes to the market have clear benefits, but may suffer from sustainability
problems as the concept adopted is easy and inexpensive to replicate by competitors. The majority of
foreign brands operating in any one country tend to choose the Medium Added Value and Medium
Transaction Costs routes to the market as these are tested and known. However the use of novel and
innovative channels of distribution are being increasingly explored by the brand leaders. Newcomers
are less inhibited (than the entrenched brands) in trying and testing new distribution channels and
often new brands can achieve improved market penetration through imaginative distribution policies
and tactics.
The task of any brand seeking to enter these markets is to achieve an alignment with the distribution
and a synergy with consumer buying behaviours and expectations.

Analyse consumer buying behaviours


Evaluate consumer Shopping Experience criteria
Identify consumer channel preferences
Correlate consumer channel usage with purchasing criteria
Provide flexible and adaptable retail channel options
Observer changes in consumer buying behaviours
Adapt and respond to consumer buying behaviours

The above considerations are of course an analogy of the life cycle of particular channels. Failure to
respond and adapt in the above manner will inevitably result in the premature shortening of the life
cycle of any particular channel.
The purchasing criteria of consumers will be recognisable, and have been specified in other sections
of this study. The basic criteria are inevitably the same in most of the countries:

Price
Availability
Brand
Quality
Shopping experience
Store Personnel
Store appeal
Promotional actions
Et cetera

How these criteria then interact with particular channels is the important issue; as is how these criteria
and the individual channel can be correlated and manipulated to maximise Added Value and minimise
Transaction Costs.

26

Branded Women's Fashion in Singapore

eCommerce

Telemarketing

Social Network
Sales Tactics

Consumer Party
Plan

Direct Selling to
Independent
Retailers

Multi-Brand Retail
Stores

Selling via
Exclusive
Distributors

Retail Franchising

National Brand
Licensing

Owned Exclusive
Brand Stores

Added Value and Transaction Costs across the Supply Chain

AV TC AV TC AV TC AV TC AV TC AV TC AV TC AV TC AV TC AV TC

Australia

Bangladesh

Cambodia

China

Hong Kong

India

Indonesia

Japan

Malaysia

New Zealand

Philippines

Singapore

South Korea

Sri Lanka

Taiwan

Thailand

Vietnam

AV = Added Value : TC = Transaction Costs : H = High : M = Medium : L = Low

27

Branded Women's Fashion in Singapore

2020

2019

2018

2017

2016

2015

2014

2013

2012

2011

2010

Clothing retailers per 10,000 inhabitants

Australia

10

10

10

10

11

11

10

Bangladesh

Cambodia

China

10

Hong Kong

10

10

India

10

Indonesia

Japan

10

10

10

10

Malaysia

New Zealand

10

10

10

The Philippines

10

Singapore

South Korea

10

10

10

10

10

10

10

11

Sri Lanka

Taiwan

Thailand

Vietnam

2010

2011

2012

2013

2014

2015

2016

2017

2018

2019

2020

Clothing Store Revenue per Square Meter per annum (US$)

Australia

3500

3898

4341

4834

4845

5395

6009

6022

6707

7469

7486

Bangladesh

1500

1497

1659

1656

1836

2035

2031

2252

2496

2491

2762

Cambodia

1450

1453

1618

1802

1806

2012

2240

2245

2501

2506

2791

China

2400

2417

2705

3027

3049

3070

3092

3114

3137

3159

3535

Hong Kong

19800

20900

22061

20958

19910

18915

17969

18967

20021

19020

18069

India

1800

1865

2148

2474

2564

2657

2753

2853

3286

3784

3921

Indonesia

1700

1950

2237

2309

2649

2734

2823

3238

3343

3834

4398

Japan

11100

10533

11105

10538

11111

10543

10005

10548

11122

10553

10014

Malaysia

2200

2280

2625

2721

2820

2922

3029

3139

3614

3746

3882

New Zealand

4500

4455

4410

4366

4323

4279

4237

4660

5126

5075

5024

Philippines

1100

1196

1301

1415

1709

2066

2496

2714

3280

3963

4789

Singapore

8100

7953

7808

8518

9292

9123

9953

10858

11845

12921

12686

South Korea

3300

3785

3908

4034

4165

4777

5480

6286

6489

7443

7684

Sri Lanka

1600

1767

1951

1939

2140

2127

2349

2593

2577

2846

2828

Taiwan

3200

3223

3246

3269

3292

3316

3711

4152

4182

4212

4242

Thailand

8300

8093

7890

8548

8334

9029

9781

9536

9298

10073

10912

Vietnam

2100

2176

2256

2597

2692

3100

3212

3329

3450

3576

4117

28

Branded Women's Fashion in Singapore

2010

2011

2012

2013

2014

2015

2016

2017

2018

2019

2020

Australia

340

341

342

342

343

382

383

426

475

476

477

Bangladesh

131

131

145

145

160

160

177

177

196

196

195

Cambodia

134

134

150

150

150

167

168

187

208

232

232

China

236

238

266

268

300

302

338

340

343

383

386

Hong Kong

1908

2014

1913

1818

1727

1823

1924

2031

2144

2036

2150

India

159

165

171

177

204

211

219

252

261

301

346

Indonesia

170

195

201

208

238

246

254

291

301

311

321

Japan

1188

1253

1321

1253

1189

1128

1190

1254

1323

1394

1470

Malaysia

205

212

245

282

292

303

314

361

416

431

447

New Zealand

394

433

429

425

421

463

509

504

499

494

543

Philippines

110

133

161

194

211

255

308

335

405

489

591

Singapore

722

788

859

844

828

813

887

968

950

933

916

South Korea

302

312

358

410

423

437

501

575

660

757

868

Sri Lanka

146

161

178

177

195

194

193

213

235

234

258

Taiwan

305

341

344

385

430

434

437

489

492

496

555

Thailand

763

744

806

873

946

922

999

974

950

1029

1115

Vietnam

185

192

221

229

237

273

283

326

375

389

448

2016

2017

2018

2019

2020

Average Revenue per Clothing Store per annum (000 US$)

2015

2014

2013

2012

2011

2010

Average Clothing Store Sales Area (Square Meters)

Australia

97

84

77

67

69

72

60

70

73

61

61

Bangladesh

89

89

82

88

89

75

90

77

77

76

69

Cambodia

93

92

88

79

84

79

74

85

87

97

83

China

97

103

98

88

97

94

114

105

105

115

110

Hong Kong

100

98

91

85

89

98

107

108

107

112

118

India

90

90

79

69

75

83

80

83

81

75

83

Indonesia

101

99

90

94

94

88

85

87

87

84

71

Japan

104

116

115

115

109

109

123

121

121

128

140

Malaysia

91

91

91

104

101

101

106

116

120

118

110

New Zealand

87

97

97

100

93

107

116

108

102

94

109

Philippines

100

105

117

130

120

119

122

125

119

120

118

Singapore

90

99

108

103

90

86

92

88

82

73

71

South Korea

91

82

96

103

100

94

93

94

102

106

116

Sri Lanka

93

95

93

88

90

86

78

82

87

82

91

Taiwan

98

104

111

112

124

135

112

117

121

118

129

Thailand

87

94

104

97

111

102

104

99

105

99

101

Vietnam

83

90

97

90

83

88

88

93

105

104

108

29

Branded Women's Fashion in Singapore

Wholesale - Domestic
owned & controlled

Wholesale - Foreign
controlled

Wholesale - Joint
Ventures

Wholesale - Other

Retailer - Domestic
owned & controlled

Retailer - Foreign
controlled

Retailers - Joint
Ventures

Retail Internet &


Others

Existing Distribution Channels

Australia

82

83

Bangladesh

86

82

Cambodia

87

80

China

87

84

Hong Kong

81

12

77

11

India

91

84

Indonesia

84

79

Japan

85

81

Malaysia
New
Zealand
Philippines

83

80

85

78

82

81

Singapore
South
Korea
Sri Lanka

82

81

87

83

87

86

Taiwan

85

80

Thailand

82

82

Vietnam

91

86

New Distribution developments


Multiple-Channel Development
Developing a Multi-Channel approach to the consumer is often very effective and allows:

Efficient access to each market segment

Increased market coverage

Lower channel cost

Opportunities for targeted and customised selling

More precise control of channels

30

Branded Women's Fashion in Singapore

The introduction of Complementary Channels, each of which targets different product or


consumer segments.

Competitive Channels where more than one channels competes for the same consumer
segment. This permits dynamic pricing tactics, promotional opportunities and better inventory
management mechanisms.

Multi-Marketing & Social Networking


Developing a Multi-Marketing & Social Networking approach to the consumer can help access niche
markets:

Direct selling an Party Plan to access specific demographics (Married women, Older women,
women in rural locations)

Telemarketing which can access Housewives and women at their work place.

Social Network integration with mobile applications to promote specific events and shopping
experiences for the younger demographics.

e-Commerce & M-Commerce


The effective application of e-Commerce and then Mobile Applications will increasing become very
important in the marketing mix of all brands.

Australia
Bangladesh
Cambodia
China
Hong Kong
India
Indonesia
Japan
Malaysia
New Zealand
Philippines
Singapore
South Korea
Sri Lanka
Taiwan
Thailand
Vietnam

8
3
2
8

6
4
3
5

3
9
5
5
8
3
6
3
3

9
4
3
9
7
5
4
6
4
10
6
6
9
4
7
4
4

11
5
4
10
8
6
6
7
5
11
7
7
10
5
8
5
5

12
7
5
11
9
7
6
8
6
13
8
8
11
6
9
6
6

13
8
7
12
10
8
7
9
7
13
9
9
12
7
10
7
7

14
9
8
13
12
9
8
10
8
14
11
10
13
8
11
8
8

15
10
8
14
13
10
9
11
9
15
11
12
14
9
12
9
9

16
11
9
15
14
11
10
12
10
16
12
12
15
10
13
10
10

17
12
10
15
15
12
11
13
11
17
13
13
17
11
14
10
11

18
13
12
16
16
13
12
14
12
18
14
15
18
11
15
11
12

The data above is derived from statistically accurate social / income group, and full age spectrum,
surveys.

31

2020

2019

2018

2017

2016

2015

2014

2013

2012

2011

2010

Online Shopping by Middle Classes Purchases per month

19
14
12
17
16
14
13
16
13
19
15
15
19
13
16
12
13

Branded Women's Fashion in Singapore

Distribution Policies & Strategies

Australia
Bangladesh

Cambodia

X
X

China
X

Hong Kong

India

Japan
Malaysia

New Zealand

X
X

Philippines
X

South Korea
X

Sri Lanka

Taiwan
X

Thailand
Vietnam

Exclusive Distribution advantages include:


Maximised control over service
level
Control of costs
Enhanced brand equity
Enhanced margins
Control of tied retailers
Improved independent retailer
loyalty
Improved ERP and inventory
control
Improved merchandising controls
Improved forecasting and market
reaction time
Market power and influence
Exclusive Distribution disadvantages:
Risk in reliance on an exclusive
distribution system
Mainly geared to big brand, high
price, high margin and low volume
products
Intensive Distribution advantages include: Potentially increased retailer sales
Wider consumer recognition
Enhanced product exposure

Indonesia

Singapore

Multi-channel Distribution

Intensive Distribution to independent


retailers

Direct supply to Selected Retailers

Intensive Distribution to provide


convenience to independent retailers

Selected Wholesale Distribution

Non-Exclusive Distributor

Exclusive Distributor

Distribution Strategies for consideration

The above distribution strategies are used by the


current players in each of the country markets. Each
distribution method needs to be analysed in depth to
understand the implications.

32

Intensive Distribution disadvantages: Applicable to low price, low-margin


high street brands
Products require constant
refreshing and high stock turn
Difficulty controlling brand image
Selective Distribution advantages:
Better market coverage than
exclusive distribution
More control and less cost than
intensive distribution
Concentration on productive
outlets
Carry full product line
Provide superior services
Selective Distribution disadvantages:
May not cover the market
adequately
Potential errors in distributor
selection

Branded Women's Fashion in Singapore

Symbiotic marketing

Horizontal Marketing System

Definitions of corporate, administrative and


contractual VMS

Use of innovative marketing channels

Programmed network systems

Professional Management

Firm central coordination

ERP methodology

Vertical Marketing System (VMS)

Channel Control Strategies

More attention to the Marketing Mix

Increase volume level of sales

Improvement of Store Experience

More attention to Brand Equity

Better selection of retail outlets & locations

Australia

Better attention to Customer expectations


More attention to Competitors product
offerings

Better knowledge of Consumer buying habits

Adaption of Distribution
Strategies

Bangladesh

Cambodia

China

Hong Kong

India

Indonesia

Singapore

South Korea

Japan
Malaysia

New Zealand
Philippines

X
X

Sri Lanka

Taiwan

Thailand

Vietnam

The countries marked with an X indicate the need for the distribution strategies to be analysed in
depth to understand the implications.

33

Branded Women's Fashion in Singapore

National Wholesalers

Regional Wholesalers

Independent Wholesalers

Agents & Jobbers

National Retailers

Regional Retailers

Independent Retailers

Mail Order

Catalogue

Online

Purchasing power

Australia

Bangladesh

Cambodia

China

Hong Kong

India

Indonesia

Japan

Malaysia

New Zealand

Philippines

Singapore

South Korea

Sri Lanka

Taiwan

Thailand

Vietnam

S = Substantial : M = Moderate : L = Limited : N = None

Purchasing power is defined by the relative discounts and terms of payment achieved that each level
of the supply chain can achieve when negotiating with their suppliers. In general the distribution and
retail buyers can usually negotiate more advantageous terms with suppliers from Asia than with
suppliers from North America or Europe.

34

Branded Women's Fashion in Singapore

Retail Trade Life Cycle and Development in Womens Fashion


Brand Development in the Retail Trade

The Retail Trade Life Cycle and Brand Development in Womens Fashion have been very consistent
since the 1980s. Obviously in certain more developed countries like Australia, Japan, South Korea the
stage of the Life Cycle is fully mature and has reached saturation.
China will during the next decade experience structural problems with the age demographic and this
will affect Womens fashion products.
It is not anticipated that the newly developing Asia Pacific countries will catch up with the developed
countries before 2025. Indeed with the effects of an aging population throughout the region there is
some doubt about the impact the age demographic will have on the life cycle in many Asia Pacific
countries.

35

Branded Women's Fashion in Singapore

Future Prospects and Development of the Retail Trade

The future of the Retail Trade in the Asia Pacific region will emulate the development of the trade in
North America and Europe; expect that the development will be greatly accelerated. Essentially the
Asia Pacific trade will clone the concepts and systems used in North America and Europe and simply
adapt those to local conditions. Thus whereas in North America and Europe Womens Fashion brands
took some three decades to evolve, in Asia Pacific region this will be done much rapidly and will
depend solely on the ability of the local populations to have the disposable income to afford such
consumer brands.
In the larger countries, like China, India and Indonesia, it is probable that traditional retailing will never
fully evolve; as is has done in North America and Europe. This is due to the rapid changes in age
demographics within these countries and the effects of new distribution processes like online retailing.
For womens fashion brands to develop along tradition lines, in the high street and shopping malls, it
will be necessary for retailers to develop and enhance the shopping experience to draw consumers
to their brands.

City and Town analysis for Singapore


The Research focuses on the Girls and Womens Fashion Retailers in the Major Cities and General
Clothing Retailers in other cities. A full list of the cities in the database can be found here:
http://www.datagroup.org/BASE_FOLDERS/World_Cities/SN.html

The overall Market Data covers each of the major towns and cities in Singapore can be found here:
http://www.worldconsumption.info/Womens_Fashion_Singapore/BASE_FOLDERS/xls_MarketResear
ch/CTM.xls

Detailed Market Data covers each of the major towns and cities in Singapore can be found here:
http://www.worldconsumption.info/Womens_Fashion_Singapore/MarketResearch/MR_TOWN_MARK
ET.htm

36

Branded Women's Fashion in Singapore

Wholesaler, Trade Buyer, Retailer and Store Performance Surveys

Products
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.

Cardigans & Jumpers


Dresses
Jackets & Coats
Jeans & Denim
Knitwear
Lingerie
Maternity Wear
Nightwear
Shirts & Blouses - Tops & T-Shirts
Suits
Skirts
Sportswear & Swimwear
Stockings, Tights & Socks
Trousers, Leggings, Culottes, Shorts, Dungarees
Accessories

1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.

Brand Management
Product Management
Marketing & Selling Activity
Store Presentation & Merchandising
Product Offering Specifications & Characteristics
Product Quality Control
Design Research & Development
Customer Handling
Product Sourcing & Control
Financial Controls
Staff Training / Control & Relations
Product Throughput Capacity & Control
Supply System Control & Development
Distribution Control
Product Handling Systems & IT

Retail Operations

Buyer Profiles
1. Wholesalers
2. Trade Buyers
3. Retailers
4. Consumers
5. Immediate Distributors
6. Immediate Trade
7. Immediate End Users
8. Immediate Other Users
9. End User Age: <25
10. End User Age: 25-55
11. End User Age: 25-55
12. End User Social Group: AB
13. End User Social Group: C1
14. End User Social Group: C2
15. End User Social Group: DE

Trading Area
1.
2.
3.

Singapore City Malls


Singapore City Downtown
Singapore City Districts
37

Branded Women's Fashion in Singapore

4.
5.
6.

Serangoon
Jurong
Nee Soon

1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.

Luxury Brands
European High Street Brands
American High Street Brands
Asian Brands
Singapore Labels
Maxstudio
Mango
GAP
Zara
Miss Selfridge
Dorothy Perkins
G2000
Karen Millen
H&M
M)phosis

Competitors

These surveys cover the Markets, Products, Competitors, Operations and Product Flows in terms of
the Suppliers, Distributors, Retailers, and End Users. Please read the Definition & Notes first.

Retailer & Wholesaler Surveys


Products:
http://www.worldconsumption.info/Womens_Fashion_Singapore/Database/FASHION_SN_SU5P.xls
Retail Operations:
http://www.worldconsumption.info/Womens_Fashion_Singapore/Database/FASHION_SN_SU5O.xls
Trade Decision Makers Surveys:
http://www.worldconsumption.info/Womens_Fashion_Singapore/Database/FASHION_SN_SU5A.xls
Trading Area
http://www.worldconsumption.info/Womens_Fashion_Singapore/Database/FASHION_SN_SU5T.xls
Competitors
http://www.worldconsumption.info/Womens_Fashion_Singapore/Database/FASHION_SN_SU5C.xls

38

Branded Women's Fashion in Singapore

Trade Decision Makers Surveys


Products:
http://www.worldconsumption.info/Womens_Fashion_Singapore/Database/FASHION_SN_SU6P.xls
Retail Operations:
http://www.worldconsumption.info/Womens_Fashion_Singapore/Database/FASHION_SN_SU6O.xls
Trade Decision Makers Surveys:
http://www.worldconsumption.info/Womens_Fashion_Singapore/Database/FASHION_SN_SU6A.xls
Trading Area
http://www.worldconsumption.info/Womens_Fashion_Singapore/Database/FASHION_SN_SU6T.xls
Competitors
http://www.worldconsumption.info/Womens_Fashion_Singapore/Database/FASHION_SN_SU6C.xls

Store Performance Surveys


Products:
http://www.worldconsumption.info/Womens_Fashion_Singapore/Database/FASHION_SN_SU7P.xls
Retail Operations:
http://www.worldconsumption.info/Womens_Fashion_Singapore/Database/FASHION_SN_SU7O.xls
Trade Decision Makers Surveys:
http://www.worldconsumption.info/Womens_Fashion_Singapore/Database/FASHION_SN_SU7A.xls
Trading Area
http://www.worldconsumption.info/Womens_Fashion_Singapore/Database/FASHION_SN_SU7T.xls
Competitors
http://www.worldconsumption.info/Womens_Fashion_Singapore/Database/FASHION_SN_SU7C.xls

The surveys are best viewed as a graphic representation and users should use the normal facilities in
Excel to render the Excel spreadsheets as a graphic.
To understand the format and structure of these Surveys please consult the following schematic and
Survey Definitions

39

Branded Women's Fashion in Singapore

Market Size
Singapore Branded Market Volume Sold in units by Product Sectors
2007

2008

2009

2010

2011

53,484,859

57,611,532

48,269,766

48,471,307

51,337,352

9,526,845

8,934,055

8,744,010

8,206,428

7,954,027

50,991,834

48,407,030

46,543,447

42,734,940

38,894,493

107,289,477

102,634,671

110,099,876

96,379,220

96,398,309

Sports & Outdoor Wear

11,956,902

12,692,097

10,614,662

9,906,191

11,179,431

Lingerie & Underwear

54,755,269

48,491,466

46,540,555

47,504,416

42,248,751

Fashion Accessories

97,616,635

86,501,478

79,078,088

65,151,083

70,653,314

Indonesia
Young Casual Wear
Career Wear
Denim & Casual Wear
Every day Wear

2007

2008

2009

2010

2011

1,405,920

1,288,388

1,219,106

1,154,129

1,050,166

265,100

275,231

212,277

227,439

203,761

Denim & Casual Wear

1,069,791

1,006,153

1,013,070

993,686

944,845

Every day Wear

3,031,121

3,132,912

2,291,444

2,341,384

2,169,188

267,720

303,695

263,253

256,353

245,992

Lingerie & Underwear

1,351,340

1,431,499

1,203,009

1,149,630

1,115,283

Fashion Accessories

2,276,722

1,969,247

1,865,766

1,936,966

1,604,711

2007

2008

2009

2010

2011

12,034,846

14,424,131

12,183,127

12,446,896

9,583,164

2,549,570

2,220,044

2,272,262

1,992,507

2,059,919

Denim & Casual Wear

10,782,464

9,252,172

9,464,232

8,152,172

7,413,800

Every day Wear

24,042,658

25,230,759

21,543,970

21,594,873

24,071,680

2,795,290

2,688,551

2,716,908

2,531,636

2,457,093

Lingerie & Underwear

11,843,970

12,511,958

11,172,413

11,115,851

11,588,574

Fashion Accessories

18,127,938

21,567,514

18,118,158

16,812,320

16,834,647

Singapore
Young Casual Wear
Career Wear

Sports & Outdoor Wear

Vietnam
Young Casual Wear
Career Wear

Sports & Outdoor Wear

40

Branded Women's Fashion in Singapore

Singapore Branded Market Value by Product Sectors


Womens Fashion Market at Producer Prices in US$ 1997 to 2011, 2012-2018 and 2018-2025
http://www.worldconsumption.info/Womens_Fashion_Singapore/BASE_FOLDERS/xls_MarketResear
ch/SN_M0M.xls

Womens Fashion Lines at Producer Prices in US$ 1997 to 2011, 2012-2018 and 2018-2025
http://www.worldconsumption.info/Womens_Fashion_Singapore/BASE_FOLDERS/xls_MarketResear
ch/SN_M0Mx44812WF_L.xls

Womens Garment Lines at Producer Prices in US$ 1997 to 2011, 2012-2018 and 2018-2025
http://www.worldconsumption.info/Womens_Fashion_Singapore/BASE_FOLDERS/xls_MarketResear
ch/SN_M0Mx44812WG_L.xls

City / Town Market Value


The overall Market Data covers each of the major towns and cities in Singapore can be found here:
http://www.worldconsumption.info/Womens_Fashion_Singapore/BASE_FOLDERS/xls_MarketResear
ch/CTM.xls

Detailed Market Data covers each of the major towns and cities in Singapore can be found here:
http://www.worldconsumption.info/Womens_Fashion_Singapore/MarketResearch/MR_TOWN_MARK
ET.htm

41

Branded Women's Fashion in Singapore

Consumer Attitudes

Products
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.

Cardigans & Jumpers


Dresses
Jackets & Coats
Jeans & Denim
Knitwear
Lingerie
Maternity Wear
Nightwear
Shirts & Blouses - Tops & T-Shirts
Suits
Skirts
Sportswear & Swimwear
Stockings, Tights & Socks
Trousers, Leggings, Culottes, Shorts, Dungarees
Accessories

1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.

Brand Management
Product Management
Marketing & Selling Activity
Store Presentation & Merchandising
Product Offering Specifications & Characteristics
Product Quality Control
Design Research & Development
Customer Handling
Product Sourcing & Control
Financial Controls
Staff Training / Control & Relations
Product Throughput Capacity & Control
Supply System Control & Development
Distribution Control
Product Handling Systems & IT

Retail Operations

Buyer Profiles
1. Wholesalers
2. Trade Buyers
3. Retailers
4. Consumers
5. Immediate Distributors
6. Immediate Trade
7. Immediate End Users
8. Immediate Other Users
9. End User Age: <25
10. End User Age: 25-55
11. End User Age: 25-55
12. End User Social Group: AB
13. End User Social Group: C1
14. End User Social Group: C2
15. End User Social Group: DE

Trading Area
1.
2.
3.

Singapore City Malls


Singapore City Downtown
Singapore City Districts
42

Branded Women's Fashion in Singapore

4.
5.
6.

Serangoon
Jurong
Nee Soon

1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.

Luxury Brands
European High Street Brands
American High Street Brands
Asian Brands
Singapore Labels
Maxstudio
Mango
GAP
Zara
Miss Selfridge
Dorothy Perkins
G2000
Karen Millen
H&M
M)phosis

Competitors

These surveys cover the Markets, Products, Competitors, Operations and Product Flows in terms of
the Suppliers, Distributors, Retailers, and End Users. Please read the Definition & Notes first.

Consumer Surveys
Products:
http://www.worldconsumption.info/Womens_Fashion_Singapore/Database/FASHION_SN_SU4P.xls
Retail Operations:
http://www.worldconsumption.info/Womens_Fashion_Singapore/Database/FASHION_SN_SU4O.xls
Trade Decision Makers Surveys:
http://www.worldconsumption.info/Womens_Fashion_Singapore/Database/FASHION_SN_SU4A.xls
Trading Area
http://www.worldconsumption.info/Womens_Fashion_Singapore/Database/FASHION_SN_SU4T.xls
Competitors
http://www.worldconsumption.info/Womens_Fashion_Singapore/Database/FASHION_SN_SU4C.xls

43

Branded Women's Fashion in Singapore

Store Performance Surveys


Products:
http://www.worldconsumption.info/Womens_Fashion_Singapore/Database/FASHION_SN_SU7P.xls
Retail Operations:
http://www.worldconsumption.info/Womens_Fashion_Singapore/Database/FASHION_SN_SU7O.xls
Trade Decision Makers Surveys:
http://www.worldconsumption.info/Womens_Fashion_Singapore/Database/FASHION_SN_SU7A.xls
Trading Area
http://www.worldconsumption.info/Womens_Fashion_Singapore/Database/FASHION_SN_SU7T.xls
Competitors
http://www.worldconsumption.info/Womens_Fashion_Singapore/Database/FASHION_SN_SU7C.xls

The surveys are best viewed as a graphic representation and users should use the normal facilities in
Excel to render the Excel spreadsheets as a graphic.
To understand the format and structure of these Surveys please consult the following schematic and
Survey Definitions

44

Branded Women's Fashion in Singapore

Competitive Factors
Representative Brands

Market Share of Womens Fashion brands shown here.

45

58
23
27
27
23
7
6
7
6
5

13641600
6182400
6066900
6026400
5168100
1881600
1512000
1499400
1425600
1228500

% Market Share

High
High
High
High
High
High
Low
High
High
low
Moderate
Moderate
Moderate
Moderate
Moderate
High
Moderate
Moderate
Moderate
Moderate
Moderate
Moderate
Moderate
Moderate
Low
Low
Low
High
High
High
High
High
High

Selling Space
SqM

Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
End 2012
Yes
Yes
Yes
Yes
Yes
Yes

Revenues

Competitive
Stance

IDB
GHS
IDB
GHS
AB
GHS
AB
AB
GHS
AB
GHS
AB
GHS
GHS
AB
GHS
GHS
GHS
GHS
GHS
GHS
GHS
GHS
GHS
GHS
GHS
GHS
GLux
GLux
GLux
GLux
GLux
GLux

Stores

Brand Research
Data Available

The Executive
Mango
Gaudi
GUESS
Esprit
Zara
Muji
G2000
Top Shop
GG<5
GAP
M)Phosis
Pull & Bear
Bershka
BYSI
Forever 21
DKNY
New Look
Banana Republic
Dorothy Perkins
Lacoste
Calvin Klein Jeans
Marks & Spencer
Miss Selfridge
Karen Millen
Stardivarius
H&M
Louis Vuitton
Gucci
Chanel
Burberry
Prada
Yves Saint Laurent

Type

Indonesia
Brand

The Survey results in this report cover the following Representative Brand in Singapore:-

4541
2875
1992
3024
2028
903
464
630
756
369

22
10
9
9
8
3
2
2
2
1

Available in core database

Branded Women's Fashion in Singapore

Marc Jacobs
Miu Miu
Dior
Dolce&Gabbana
Hugo Boss
Valentino
Hermes
Kate Spade
MaxMara
Diane von Furstenberg
Matahari
Centro
Galeri Keris
Rimo
Ramayana
Carrefour

GLux
GLux
GLux
GLux
GLux
GLux
GLux
GLux
GLux
GLux
G/DS
G/DS
G/DS
G/DS
G/DS
G/DS

Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes

Moderate
Moderate
Moderate
Moderate
Moderate
Moderate
Moderate
Low
Low
Low
High
Moderate
Moderate
Low
Low
Low

Market Share of Womens Fashion brands shown here.

46

26
23
14
14
7
8
10
8
7
6

29832000
16146000
11312000
7812000
6552000
6400000
5820000
5568000
5152000
4944000

% Market Share

High
High
Moderate
High
Moderate
High
High
High
Moderate
High
High
High
High
Moderate
High
High
Moderate
Low
Moderate

Selling Space
SqM

Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes

Revenues

Competitive
Stance

AB
AB
GHS
SGB
GHS
GHS
SGB
SGB
GHS
GHS
SGB
AB
GHS
GHS
AB
GHS
GHS
GHS
GHS

Stores

Brand Research
Data Available

G2000
ESPRIT
Mango
M)phosis
Zara
Dorothy Perkins
BYSI
GG<5
DKNY
Topshop
Fox
Uniqlo
Warehouse
GAP
Muji
Forever 21
Pull & Bear
New Look
Guess

Type

Singapore
Brand

IDB = Indonesian Brand : AB = Asian Brand : GHS = Global High Street : GLux = Global Luxury
G/DS = Generic brands / Department Store

2751
2409
1909
1176
970
1126
940
712
924
666

17
9
6
4
3
3
3
3
3
2

Available in core database

Branded Women's Fashion in Singapore

Maxstudio
Banana Republic
BCBGMAXAZRIA
Karen Millen
CK Jeans
Miss Selfridge
WOMB
Wallis
River Island
Bershka
Abercrombie & Fitch
H&M
Gucci
PRADA
Armani
Dolce & Gabbana
Dior
Hermes
Chanel
Louis Vuitton
Miu Miu
YSL
Ralph Lauren
Fendi
Etro
Bottega Veneta
Celine
Balenciaga
Loewe
Valentino
Ferragamo
Givenchy
Burberry
Diane von Furstenberg
Marc Jacobs
Kate Spade
Max Mara
Isetan
Tangs
Takashimaya
Robinsons
OG
BHG

GHS
GHS
GHS
GHS
GHS
GHS
SGB
GHS
GHS
GHS
GHS
GHS
GLux
GLux
GLux
GLux
GLux
GLux
GLux
GLux
GLux
GLux
GLux
GLux
GLux
GLux
GLux
GLux
GLux
GLux
GLux
GLux
GLux
GLux
GLux
GLux
GLux
G/DS
G/DS
G/DS
G/DS
G/DS
G/DS

Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes

High
Low
High
High
Moderate
High
High
High
Moderate
Low
Moderate
Moderate
High
High
High
High
High
High
High
High
High
Moderate
Moderate
Moderate
Moderate
Moderate
Moderate
Moderate
Moderate
Moderate
Moderate
Moderate
Low
Low
Low
Low
Low
High
High
High
High
Moderate
Moderate

SGB = Singapore Brand : AB = Asian Brand : GHS = Global High Street : GLux = Global Luxury
G/DS = Generic brands / Department Store

47

Moderate
Moderate
Moderate
High
Moderate
Moderate
High
Moderate
Moderate
High
High
Moderate
High
Moderate
Moderate
Low
High
High
High
High
High
High
Moderate
Moderate
Moderate
Low
High
Moderate
Moderate

38976000
5350000
4462000
2380000
2120000
1764000
1260000
558000
540000
505000

12841
2227
1966
985
888
745
604
278
250
253

Available in core database

VMB = Singapore Brand : AB = Asian Brand : GHS = Global High Street : GLux = Global Luxury
G/DS = Generic brands / Department Store

Market Share of Womens Fashion brands shown here.

48

174
25
23
8
8
9
7
3
2
2

% Market Share

Selling Space SqM

Competitive Stance

Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
End 2012
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes

Revenues

VMB
VMB
VMB
GHS
GHS
AB
AB
AB
GHS
GHS
GHS
AB
GHS
GHS
GHS
GHS
GLux
GLux
GLux
GLux
GLux
GLux
GLux
GLux
GLux
GLux
G/DS
G/DS
G/DS

Stores

Blue Exchange
PT 2000
Hagatini
Mango
Calvin Klein Jeans
G2000
Esprit
M)Phosis
DKNY
GAP
Zara
BYSI
GUESS
Lacoste
Karen Millen
Banana Republic
Louis Vuitton
Gucci
Chanel
Burberry
Prada
Yves Saint Laurent
Marc Jacobs
Dior
Dolce&Gabbana
Valentino
Parkson / Saigon Paragon
Tax
Vincom

Brand Research
Data Available

Vietnam
Brand

Vietnam

Branded Women's Fashion in Singapore

61
8
7
3
3
2
1
0
0
0

Branded Women's Fashion in Singapore

Brands Price Differentials


Australia

Bangladesh

Cambodia

China

Hong Kong

India

Indonesia

Japan

Malaysia

New Zealand

Philippines

Singapore

South Korea

Sri Lanka

Taiwan

Thailand

Vietnam

5 Representative
Brands.
(Other brands
available
in the core database)

14

19

12

10

11

15

10

15

23

Mango

24

28

13

11

18

18

11

14

11

11

19

16

18

28

Gaudi

12

18

12

12

16

13

17

GUESS

31

42

24

17

25

22

14

20

18

16

29

22

32

44

Esprit

17

29

11

12

13

19

11

16

25

Zara

18

30

14

18

16

12

11

10

13

22

16

18

28

Muji

21

23

14

16

16

10

13

21

12

20

28

G2000

15

26

10

13

13

20

ESPRIT

21

25

12

11

13

11

11

14

19

27

Mango

25

38

18

11

14

19

12

12

12

11

23

12

22

34

M)phosis

16

31

14

16

11

11

12

10

10

16

13

17

27

Zara

23

30

16

11

17

19

15

11

15

11

18

15

20

32

Dorothy Perkins

25

27

18

18

18

13

12

11

10

24

14

21

39

BYSI

16

27

12

12

13

13

11

11

15

11

18

30

Blue Exchange

14

20

11

11

17

17

18

PT 2000

11

24

11

13

10

15

10

12

18

Hagatini

17

24

11

13

14

10

15

24

Mango

24

39

19

11

16

13

11

13

15

10

23

13

18

35

Calvin Klein Jeans

20

30

18

10

19

14

15

12

12

10

19

16

18

33

G2000

13

24

12

10

10

17

12

21

Esprit

20

27

11

10

12

13

11

11

11

18

11

15

25

Indonesia
The Executive

Singapore

Vietnam

How to interpret this data


Price differentials do not entirely depend on the actual monetary price of a product, but more on the Purchasing
Power Parity. This means that the actual monetary cost of the product in any particular country has to be
weighted with the average wage levels in that country to thereby produce the average purchasing power parity.
The data shows that in order to purchase a particular product a consumer in low wage rate country will have to
expend a greater proportion of his purchasing power than a consumer in a high wage rate country. Another way
to interpret the data is to consider that there is a demographic shift whereby in lower wage rate countries the
purchasing demographic of any particular product move further up the social scale when compared with high
wage rate countries. In addition in lower wage rate countries the products will take longer to achieve the same
level of market penetration as is found in high wage rate countries. As an extension of this one can see the
relative price differential of the brands when sold in other countries.

49

Branded Women's Fashion in Singapore

India

Indonesia

Japan

Malaysia

New Zealand

Philippines

Singapore

South Korea

Sri Lanka

Taiwan

51

79

70

14

53

15

59

54

41

73

45 103 120

Dresses

13

64 118

60

39

58

48

11

40

17

50

50

39

74

49

Jackets
Coats

24 142 188

113

53

92 114

18

81

31

74

63

58 113

74 129 205

Jeans
Denim

12

91 125

62

45

59

49

11

43

19

39

50

46

78

57

76

Knitwear

15

65 114

57

47

49

62

10

49

18

56

42

33

80

43

89 138

73

Vietnam

Hong Kong

54

Thailand

China

15 104 149

Bangladesh

Cardigans
Jumpers

Australia

Cambodia

Product Price Differentials

84

99

Lingerie &
Under
wear

14

30

14

10

15

11

11

16

13

19

28

Maternity
Wear

44

61

33

21

30

36

30

10

22

23

20

50

30

44

67

Nightwear

30

39

23

15

16

16

16

14

17

10

22

15

25

42

Playsuits,
Dungaree

11

52

91

36

29

46

47

28

12

28

36

25

45

38

47

75

Shirts &
Blouses

48

52

32

18

37

27

27

24

30

17

48

24

45

60

Shorts

30

46

29

19

31

29

22

19

21

18

28

20

35

49

Skirt Suits

19 145 218

107

58

85

78

21

80

26

69

71

71 139

84 133 168

Skirts

20

74 147

65

48

73

77

15

52

19

59

48

36

80

54

88 114

Socks &
Tights

27

34

22

11

18

23

13

16

17

14

21

14

28

39

Sports
wear

35

48

29

17

28

23

17

17

25

15

39

23

32

51

Swim
wear

38

57

22

15

29

24

16

19

19

20

34

18

28

62

Tops

36

60

23

19

25

28

20

20

22

16

30

24

31

55

Trouser
Suits

23 121 215

117

71

82

89

18

76

29

79

94

78 137

81 110 209

Trousers,
Leggings

14

87 122

49

31

62

59

14

46

19

56

54

43

91

43

64

98

42

38

30

39

41

29

12

36

34

30

46

28

58

82

Other

84

The Price Differentials shown here are Purchasing Power Parity.

50

Branded Women's Fashion in Singapore

Product Positioning

Casual
Product

Smart Casual

Formal

Special
Occasion

Indonesia

The Executive ID

Muji ID

20
10
35
5
18
4
9

54
48
31
8
39
21
54

22
13
20
16
23
32
16

4
29
14
71
20
43
21

Singapore

G2000 SG

18
44
19
34
9
9
47

48
34
40
50
20
18
33

17
12
8
8
28
46
10

17
10
33
8
43
27
10

Mango ID
Gaudi ID
GUESS ID
ESPRIT ID
Zara ID

ESPRIT SG
Mango SG
M)phosis SG
Zara SG
Dorothy Perkins SG
BYSI SG
Vietnam

Blue Exchange VM

25
27
30
4
8
10
10

43
40
23
36
48
31
41

8
8
11
16
11
34
25

24
25
36
44
33
25
24

PT 2000 VM
Hagatini VM
Mango VM
Calvin Klein Jeans VM
G2000 VM
ESPRIT VM

The data above is derived from consumer surveys. 5 Representative Brands. Other brands available
in the core database.

51

Branded Women's Fashion in Singapore

Price
Discounting

Low Price

Market
Median Price

High Price

Indonesia

The Executive ID

Muji ID

5
3
5
1
3
2
3

19
6
15
2
8
5
5

59
50
67
29
58
63
63

17
41
13
68
31
30
29

Singapore

G2000 SG

BYSI SG

5
3
3
3
2
3
4

8
7
9
12
6
6
11

65
65
55
61
59
59
62

22
25
33
24
33
32
23

Vietnam

Blue Exchange VM

4
4
3
3
1
4
2

16
15
16
5
4
6
7

63
63
58
49
61
68
55

17
18
23
43
34
22
36

Mango ID
Gaudi ID
GUESS ID
ESPRIT ID
Zara ID

ESPRIT SG
Mango SG
M)phosis SG
Zara SG
Dorothy Perkins SG

PT 2000 VM
Hagatini VM
Mango VM
Calvin Klein Jeans VM
G2000 VM
ESPRIT VM

The data above is derived from consumer surveys. 5 Representative Brands. Other brands available
in the core database.

52

Branded Women's Fashion in Singapore

Basic Quality

Median
Quality

High Quality

Premium
Quality

Indonesia

The Executive ID

Muji ID

4
3
5
3
2
2
3

38
18
27
17
18
12
13

46
45
54
27
55
53
56

12
34
14
53
25
33
28

Singapore

G2000 SG

BYSI SG

5
3
2
4
3
3
5

20
17
18
26
13
18
20

58
50
49
50
55
46
52

17
30
31
20
29
33
23

Vietnam

Blue Exchange VM

5
3
4
2
2
4
2

29
33
30
18
9
15
19

54
51
49
45
58
61
46

12
13
17
35
31
20
33

Mango ID
Gaudi ID
GUESS ID
ESPRIT ID
Zara ID

ESPRIT SG
Mango SG
M)phosis SG
Zara SG
Dorothy Perkins SG

PT 2000 VM
Hagatini VM
Mango VM
Calvin Klein Jeans VM
G2000 VM
ESPRIT VM

The data above is derived from consumer surveys. 5 Representative Brands. Other brands available
in the core database.

53

Branded Women's Fashion in Singapore

Low Product
Specification

Undifferentiat
ed Product

Differentiated

High
Specification

Indonesia

The Executive ID

Muji ID

5
2
5
2
3
2
4

18
8
14
2
7
4
6

65
54
67
10
57
63
60

12
36
14
86
33
31
30

Singapore

G2000 SG

BYSI SG

4
3
2
3
2
2
4

9
7
9
10
5
7
10

62
61
57
62
63
60
64

25
29
32
25
30
31
22

Vietnam

Blue Exchange VM

4
3
3
3
2
3
2

16
15
14
7
5
7
8

68
67
65
60
58
65
62

12
15
18
30
35
25
28

Mango ID
Gaudi ID
GUESS ID
ESPRIT ID
Zara ID

ESPRIT SG
Mango SG
M)phosis SG
Zara SG
Dorothy Perkins SG

PT 2000 VM
Hagatini VM
Mango VM
Calvin Klein Jeans VM
G2000 VM
ESPRIT VM

The data above is derived from consumer surveys. 5 Representative Brands. Other brands available
in the core database.

54

Branded Women's Fashion in Singapore

No Target
Audience

Some
Targeting

Highly
Targeted

Specific
Audience

Indonesia

The Executive ID

Muji ID

11
4
11
6
5
4
7

39
16
25
7
15
9
15

37
50
52
19
56
57
49

13
30
12
68
24
30
29

Singapore

G2000 SG

BYSI SG

8
5
7
8
7
5
10

21
19
21
29
14
14
24

52
48
44
42
47
51
44

19
28
28
21
32
30
22

Vietnam

Blue Exchange VM

9
10
7
6
4
9
7

41
30
43
16
10
15
21

36
47
30
47
53
53
43

14
13
20
31
33
23
29

Mango ID
Gaudi ID
GUESS ID
ESPRIT ID
Zara ID

ESPRIT SG
Mango SG
M)phosis SG
Zara SG
Dorothy Perkins SG

PT 2000 VM
Hagatini VM
Mango VM
Calvin Klein Jeans VM
G2000 VM
ESPRIT VM

The data above is derived from consumer surveys. 5 Representative Brands. Other brands available
in the core database.

55

Branded Women's Fashion in Singapore

High Volume

Median
Volumes

Low Volume

Restricted
Volume

Indonesia

The Executive ID

Muji ID

4
2
5
0
2
1
3

84
65
83
25
72
67
70

9
24
9
54
21
24
21

3
9
3
21
5
8
6

Singapore

G2000 SG

BYSI SG

5
2
3
3
2
3
4

76
65
65
78
65
66
72

15
24
24
15
24
24
18

4
9
8
4
9
7
6

Vietnam

Blue Exchange VM

5
4
4
3
2
4
3

84
80
77
61
63
73
67

9
12
15
27
27
18
24

2
4
4
9
8
5
6

Mango ID
Gaudi ID
GUESS ID
ESPRIT ID
Zara ID

ESPRIT SG
Mango SG
M)phosis SG
Zara SG
Dorothy Perkins SG

PT 2000 VM
Hagatini VM
Mango VM
Calvin Klein Jeans VM
G2000 VM
ESPRIT VM

The data above is derived from consumer surveys. 5 Representative Brands. Other brands available
in the core database.

56

Branded Women's Fashion in Singapore

Necessity
Product

Common
Product

Discretionary
Product

Luxury
Product

Indonesia

The Executive ID

Muji ID

10
7
13
6
6
3
8

51
19
25
7
19
11
12

32
57
53
43
57
69
64

7
17
9
44
18
17
16

Singapore

G2000 SG

BYSI SG

10
6
5
10
6
5
11

23
12
17
22
16
16
25

56
57
57
50
50
56
46

11
25
21
18
28
23
18

Vietnam

Blue Exchange VM

12
7
10
6
4
10
6

41
39
41
14
12
16
20

39
44
39
49
57
56
53

8
10
10
31
27
18
21

Mango ID
Gaudi ID
GUESS ID
ESPRIT ID
Zara ID

ESPRIT SG
Mango SG
M)phosis SG
Zara SG
Dorothy Perkins SG

PT 2000 VM
Hagatini VM
Mango VM
Calvin Klein Jeans VM
G2000 VM
ESPRIT VM

The data above is derived from consumer surveys. 5 Representative Brands. Other brands available
in the core database.

57

Branded Women's Fashion in Singapore

Frequent
Cleaning

Average
Cleaning

Infrequent
Cleaning

Specialist
Cleaning

Indonesia

The Executive ID

Muji ID

12
7
14
7
7
5
8

48
31
38
43
40
57
43

27
56
41
15
36
26
33

13
6
7
35
17
12
16

Singapore

G2000 SG

BYSI SG

12
5
7
7
7
7
10

39
18
20
19
53
60
20

38
64
61
57
31
19
59

11
13
12
17
9
14
11

Vietnam

Blue Exchange VM

10
9
8
6
5
9
7

21
20
21
37
20
56
61

58
61
56
40
55
23
14

11
10
15
17
20
12
18

Mango ID
Gaudi ID
GUESS ID
ESPRIT ID
Zara ID

ESPRIT SG
Mango SG
M)phosis SG
Zara SG
Dorothy Perkins SG

PT 2000 VM
Hagatini VM
Mango VM
Calvin Klein Jeans VM
G2000 VM
ESPRIT VM

The data above is derived from consumer surveys. 5 Representative Brands. Other brands available
in the core database.

58

Branded Women's Fashion in Singapore

Simple
Merchandisin
g

Display
Merchandisin
g

Featured

Complex
Proposal

Indonesia

The Executive ID

Muji ID

12
5
14
6
6
3
7

60
22
40
9
26
14
20

18
51
38
26
46
64
54

10
22
8
59
22
19
19

Singapore

G2000 SG

BYSI SG

9
5
7
9
7
6
10

30
23
30
32
17
26
36

50
56
33
48
58
49
39

11
16
30
11
18
19
15

Vietnam

Blue Exchange VM

9
8
10
5
4
9
5

42
52
45
21
14
20
25

39
32
29
52
50
52
39

10
8
16
22
32
19
31

Mango ID
Gaudi ID
GUESS ID
ESPRIT ID
Zara ID

ESPRIT SG
Mango SG
M)phosis SG
Zara SG
Dorothy Perkins SG

PT 2000 VM
Hagatini VM
Mango VM
Calvin Klein Jeans VM
G2000 VM
ESPRIT VM

The data above is derived from consumer surveys. 5 Representative Brands. Other brands available
in the core database.

59

Branded Women's Fashion in Singapore

Basic
Advertising

Feature
Advertising

Target
Advertising

Complex
Advertising

Indonesia

The Executive ID

Muji ID

12
8
14
7
7
5
9

56
27
49
10
30
17
22

24
42
29
44
45
57
54

8
23
8
39
18
21
15

Singapore

G2000 SG

BYSI SG

13
8
8
8
7
8
12

36
26
30
39
22
28
37

40
46
39
42
50
43
36

11
20
23
11
21
21
15

Vietnam

Blue Exchange VM

13
11
9
7
5
11
7

57
59
62
25
17
24
27

22
20
19
48
59
51
44

8
10
10
20
19
14
22

Mango ID
Gaudi ID
GUESS ID
ESPRIT ID
Zara ID

ESPRIT SG
Mango SG
M)phosis SG
Zara SG
Dorothy Perkins SG

PT 2000 VM
Hagatini VM
Mango VM
Calvin Klein Jeans VM
G2000 VM
ESPRIT VM

The data above is derived from consumer surveys. 5 Representative Brands. Other brands available
in the core database.

60

Branded Women's Fashion in Singapore

Brand Positioning Tactics & Strategy


Current Tactical Brand Model

The data above is derived from consumer surveys. 5 Representative Brands. Other brands available
in the core database.

61

Branded Women's Fashion in Singapore

Strategic Brand Objectives

Strategic Brand Objectives


0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Indonesia
The Executive ID
Mango ID
Gaudi ID
GUESS ID
ESPRIT ID

Zara ID
Muji ID
Singapore
G2000 SG
ESPRIT SG
Mango SG
M)phosis SG
Zara SG
Dorothy Perkins SG

BYSI SG
Vietnam
Blue Exchange VM
PT 2000 VM
Hagatini VM
Mango VM
Calvin Klein Jeans VM
G2000 VM
ESPRIT VM

Brand Name

Product Design

Shopping Experience

Advertising

The data above is derived from consumer surveys. 5 Representative Brands. Other brands available
in the core database.

62

Branded Women's Fashion in Singapore

Functional Positioning - Symbolic Positioning - Experiential Positioning

Functional - Symbolic - Experiential


0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Indonesia
The Executive ID
Mango ID
Gaudi ID
GUESS ID
ESPRIT ID
Zara ID
Muji ID
Singapore
G2000 SG
ESPRIT SG
Mango SG
M)phosis SG
Zara SG

Dorothy Perkins SG
BYSI SG
Vietnam
Blue Exchange VM
PT 2000 VM
Hagatini VM
Mango VM
Calvin Klein Jeans VM
G2000 VM

ESPRIT VM
Functional

Symbolic

Experiential

Unknown

The data above is derived from consumer surveys. 5 Representative Brands. Other brands available
in the core database.

63

Branded Women's Fashion in Singapore

Customer Value Propositioning

The data above is derived from consumer surveys. 5 Representative Brands. Other brands available
in the core database.

64

Branded Women's Fashion in Singapore

Value Concept & Positioning

The data above is derived from trade surveys. 5 Representative Brands. Other brands available in the
core database.

65

Branded Women's Fashion in Singapore

Brand Differentiation Propositions

The data above is derived from consumer surveys. 5 Representative Brands. Other brands available
in the core database.

66

Branded Women's Fashion in Singapore

Key Selling Messages

The data above is derived from trade surveys. 5 Representative Brands. Other brands available in the
core database.

67

Branded Women's Fashion in Singapore

Communications Tactics

The data above is derived from trade surveys. 5 Representative Brands. Other brands available in the
core database.

68

Branded Women's Fashion in Singapore

Advertising Tactics

The data above is derived from trade surveys. 5 Representative Brands. Other brands available in the
core database.

69

Branded Women's Fashion in Singapore

Media & PR Tactics

The data above is derived from trade surveys. 5 Representative Brands. Other brands available in the
core database.

70

Branded Women's Fashion in Singapore

Web & Online Tactics

The data above is derived from consumer surveys. 5 Representative Brands. Other brands available
in the core database.

71

Branded Women's Fashion in Singapore

Point of Sale Tactics

The data above is derived from consumer surveys. 5 Representative Brands. Other brands available
in the core database.

72

Branded Women's Fashion in Singapore

Merchandising

The data above is derived from consumer surveys. 5 Representative Brands. Other brands available
in the core database.

73

Branded Women's Fashion in Singapore

Product Display

The data above is derived from consumer surveys. 5 Representative Brands. Other brands available
in the core database.

74

Branded Women's Fashion in Singapore

Korean Brands
Awareness of existing Korean Brands

The data above is derived from trade surveys. 5 Representative Brands. Other brands available in the
core database.

75

Branded Women's Fashion in Singapore

Trade Buyer Perceptions of existing Korean Brands

The data above is derived from trade surveys. 5 Representative Brands. Other brands available in the
core database.

76

Branded Women's Fashion in Singapore

Customer Base Perceptions of existing Korean Brands

The data above is derived from consumer surveys. 5 Representative Brands. Other brands available
in the core database.

77

Branded Women's Fashion in Singapore

Perceived Strengths and Weaknesses of existing Korean Brands

The data above is derived from trade surveys. 5 Representative Brands. Other brands available in the
core database.

78

Branded Women's Fashion in Singapore

Market Entry Management Factors


Womens Fashion Distribution
Clothing brands differentiate themselves in terms of price, quality and design. For the purposes of the
rest of this section clothing products will be categorised as:

High range designer brands: These brands are committed to luxury, style, and quality. These
iconic designer brands, typically purchased by the well-off, include for example, Gucci, Dolce
& Gabbana and Giorgio Armani. Most of the high range designer brands have a portfolio of
brands; for example, Gucci, Alexander McQueen and Yves Saint Laurent are all brands of the
Gucci Group.

Middle range high street brands: These brands bring designer trends to the high street; they
are design-led and are sold at high street prices. They include such well-known names as
United Colours of Benetton, Sisley, River Island, Nike, and Adidas. Clothing companies may
own more than one middle range high street brand; for example, Oasis, Coast and
Warehouse, which is owned by Aurora Fashions.

Low cost brands: Low cost brands offer contemporary designs and current fashion at low
prices, especially distributed in department stores and supermarkets.

Retail Level
There are three types of clothing retailers: Vertically-integrated Retailers; Independent Retailers; and
Department Stores.

Vertically-integrated retailers operate wholly-owned retail outlets and sell only the clothing
brand of that company, e.g., River Island, Topshop, Wallis and Warehouse. Verticallyintegrated retailers tend to have an international presence. Many high range designer brands,
middle range high street brands and low cost brands are vertically integrated. They are
located on main streets and in shopping centres; in addition high range designer brands and
middle range high street brands sell their clothing ranges in department stores. Some
vertically integrated grocery retailers, such as Wal-Mart, Marks & Spencer, and Carrefour also
feature in this category.

Independent retailers sell a selection of brands and are independent of the brands they sell.
Independent retailers can take many forms. Their stores tend to sell middle range high street
brands, however some may sell high range designer brands. Independent retailers tend to
specialise in one type of clothing, such as ladies clothing, bridal, sports clothing, or
menswear, and generally provide their customers with more choice and variety for those
categories. Independent retailers may own and operate a chain of stores under a common
fascia and are typically known as branded resellers. Other independent retailers may be
small local boutiques. Independent clothing stores are mainly located on the main shopping
street in towns and cities and in shopping centres.

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Branded Women's Fashion in Singapore

Department stores are quite different. They sell a wide variety of products from clothing to
home-wares, and electrical appliances to cosmetics. In terms of clothing, department stores
tend to sell high range designer brands and/or middle range high street brands; low cost
brands are rarely sold in department stores. Department stores are generally located in
central locations in cities and large towns.
A department store is a hybrid retailer. As detailed in subsequent paragraphs, branded
clothing is available in their stores from vertically-integrated companies locating in the store
through a concession arrangement and/or is own-bought and resold by the stores
themselves. A few department stores also sell own-brand clothing labels. For example,
Dbut is a Debenhams own-brand clothing line.
Concession arrangements occur where vertically-integrated branded clothing companies
have an agreement to sell in a dedicated area of a department store. Many of these are the
same brands sold in high street vertically-integrated stores. In effect, the department store is
the concessionaires landlord and earns a rent or commission from the concession.
Therefore, the department store has less risk as it does not own the concessionaires stock,
i.e., it is not a reseller. However, a department stores commission is affected by fluctuations
in sales. The actual stock and the profit from sales, excluding the commission, belong to the
concession, i.e., the vertically-integrated brand.
Own-bought clothing is branded clothing purchased by the department store from the
manufacturer or its agent or distributor for resale. For own-bought clothing the department
store bears the risk. Own-bought retailing is therefore similar to the arrangement described for
independent stores, where a selection of brands is sold in the same store; the difference
being that independent stores typically specialise in one type of clothing, whereas department
stores sell different types of clothing, i.e., menswear, ladies wear, childrens clothing and so
on.
Although clothing may be retailed through department stores under different arrangements, it
is not obvious to the consumer which brands operate under each arrangement, i.e., whether
the brand is sold under a concession or own-bought arrangement, as their presentation is
seamless. The percentage of clothing that is own-bought versus concession varies across
department stores. In general, mens clothing tends to have more own-bought arrangements.

Nature of Competition
Clothing retailers compete in a variety of ways. Retailers compete in terms of brand, value, and
location.

Brand Competition
At the retail level brand competition tends to differ by type of clothing retailer. Vertically-integrated
international brands compete at a high level by promoting their branded product internationally.
Independent retailers and department stores compete through the range of brands and products they
stock in their stores, and by building store image. In order to get the brands they want into their store,
department stores further compete on the commission rate, location in store and merchandising.
Branded reseller chains, for example, sports retailers, also compete on store reputation through store

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Branded Women's Fashion in Singapore


advertising and promotions etc. Department stores compete on store image by creating a shopping
experience and through promotional activity to attract footfall.
The past decade has seen a big increase in the number of brands of clothing available, especially in
terms of the location density of the global brands like Zara and H&M.

Value
Retailers within the same clothing categories compete on value, i.e., the combination of price, design
and quality. Clothing retail competition tends to start with competition among different brands within
the same range, be it high range, middle range or low cost. Once a brand positions/markets itself
within one of the clothing categories, it competes mostly with other brands within the same range by
pricing at a level that reflects the quality, design and brand image that has been created.
In terms of pricing, vertically-integrated retailers operate a system of national pricing and thus at a
retail level compete more on quality of service, shop fit etc. Vertically-integrated brands are
increasingly also offering on-line shopping.
Low cost brands primarily compete on price by offering contemporary design and current fashion at
low prices. The ultimate goal of these brands is to set their prices low. Consumers are looking for
value for money when purchasing these brands.

Location
Location is of critical importance in clothing retail. In most countries, despite the growing number of
out of town shopping centres, the main street is still a major draw for clothing retail. Thus, there is
demand and competition among all clothing retailers for prime main street locations.
Vertically-integrated international clothing brands sold throughout the world and the outlets of these
brands are similar in design and layout. Independent retailers and department stores can differ
somewhat in different areas.
Although the international brands are the scale in each country is often quite different. Retailers
operating in the some countries tend to have larger selling areas and therefore can offer a broader
product range.

Supply Chain
The supply chain and, in particular, distribution for each type of clothing retailer and supplier, tends to
vary. Vertically-integrated branded companies supply clothing internally to retailers, while other
branded clothing companies supply clothing through wholly-owned wholesalers, agencies or third
party distributors.
Clothing is typically designed by the brands themselves and manufactured mostly in the Far East, and
sometimes in Europe or South America. In certain instances, the manufacturer is owned and operated
by the brand and in other instances it is outsourced by the brand. Some brands use buying teams or

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Branded Women's Fashion in Singapore

groups to source their products around the world and are not aligned to, or contracted, with any
manufacturer; they may also have different buying teams for different markets. Occasionally, brands
outsource part of their manufacturing operations to distributors.
Vertically-integrated branded retailers and concessions in department stores source their product
from their parent company. Vertically integrated brands internalise the supply, wholesale and retail
aspects of their supply chains. The retailers and wholesalers are part of the branded company and
operate under the instruction of the parent company. The brand supplies its products to its stores and
concessions in department stores. There is no intermediary or third party involved in the supply chain.
For example, River Island and Topshop operate a vertically-integrated supply chain.
Own-bought clothing suppliers to independent stores and department stores, use wholly-owned
distributors, agencies and/or third party distributors in each country. Which avenue a supplier takes
ultimately depends on how the branded company wishes to operate its distribution and the benefits or
service each distribution type can offer.
Large multinational brands tend to have wholly-owned wholesalers based in the larger countries.
Some brands have two separate wholly-owned wholesalers for each trading cell; others have one
wholly-owned wholesaler for the two jurisdictions. In some cases, rather than an office, the brand has
a country representative, an employee of the brand, to manage the supply. Most wholly-owned
wholesalers use selective distribution arrangements, i.e., supply to a number of different independent
stores and department stores. For example, a wholly-owned wholesaler may supply that brands retail
chain plus to other distribution chains. In the case of some brands, there may be an exclusive
distribution arrangement whereby one retailer and its stores, or a chain, receives exclusivity for the
product in the country.
Some brands distribute through independent agents. The agent places the order to the brand on
behalf of the retailer and receives a commission in return for placing the order. The agent does not
buy the product and, therefore, in some sense the agent is an arm of the brand. Retailers may
negotiate terms and prices either with the agent or the branded supplier; at what level the retailer
negotiates terms varies depending on retailer size. Most agents distribute more than one brand.
Branded companies and retailers tend to prefer not to deal with a middle man, therefore, these types
of agency agreements are rarely found in the market.
Some brands distribute their product through third party distributors. Third party distributors buy
products from the brand and resell it to retailers in the country, i.e., they are the customers of the
brand and have an account with them. Therefore, third party distributors take on a business risk. For
example, Distribution downstream to the retail level can be either an exclusive or selective
arrangement. However, given the preference of not dealing with a middle man distributors are rarely
found in the market. Most of the brands sold through third party distributors are lesser known brands.

Nature of Competition
Ultimately suppliers compete for consumer demand by building brand awareness and through
interactions with retailers. However, clothing suppliers compete mostly at the brand level. Brand
competition is a critical feature of clothing competition at supply level. Brands compete by establishing
a brand that reflects the image and clothing category in which they wish to operate; high range,
middle range or low cost. They will also price their product in a way that reflects the clothing category
and brand image they have created. Where they sell through independent retailers and department
stores, they generally choose retailers whose own image is aligned to that of the clothing brands
image.
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Branded Women's Fashion in Singapore

High range brands compete with each other by establishing a desirable brand through fashion shows,
sponsoring big international entertainment events etc. Fashion weeks, held in many different cities,
are important events for high range brands. In the fashion industry designers compete with each other
to try to take the lead on the seasons fashion trend, i.e., be the trend-setter.
Department stores usually use wholly-owned distributors.
Middle range brands compete with each other through advertising, sponsoring different events, or
selling celebrity fashion lines using celebrity fashion icons to represent the brand. For example,
Topshop stocks a Kate Moss range and sports brands such as Nike, Adidas, and Puma compete
through advertising and using well-known sportsmen and women to represent the brand; they also
sponsor different sports events and/or teams to promote their brand image and awareness.
Suppliers to low cost retailers (i.e. manufacturers in the Far East and South America etc.) compete on
price and quality
Agencies compete by providing competitive commissions to the brands. Third party distributors also
compete with each other, by the services they offer, guaranteed sales volume and other commercial
activities.
Suppliers also compete in their interactions with retailers, in terms of space, commission, and location
in the store. For example, concessions in department stores will compete for the best location in the
store, i.e., where there is the most footfall. Suppliers also compete to have their products sold in the
signature stores in a city.

Supplier Price Differentials


There are some supplier price differentials in each county and these are usually in the range 1-10%.
This suggests that, despite the rising cost of doing business, the level of competition in clothing and
footwear in most countries (as well as the expansion in the volumes sold kept prices from rising
relative to other countries except when the exchange rates changed significantly.
The 2008 recession and the depreciation of some currencies, coupled together, have significantly
impacted upon the clothing retail business. Retail sales for textiles and clothing declined in many
countries. Increasing numbers of clothing retail chains have gone into administration in some
countries, due largely to the global economic crisis.
The effect of the price gap between some countries has been that footfall and same brand sales in
some countries have reduced significantly due to consumers changing their behaviour, where the
effect is not so significant in other countries.
Consumers shopping behaviour has changed in a number of ways: Consumers are reducing the
volume of purchases they are making. Consumers are increasingly buying from discount suppliers.
Consumers are switching. Low cost branded stores do not appear to have been as negatively
affected as other stores; what they have lost in terms of consumers reducing purchases overall, they
have gained from consumers switching from mid-range clothing to their low price/high value stores. In
addition, Retailers contend that consumers are switching to retailers that source their product in
currencies less impacted by the exchange rate.

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Branded Women's Fashion in Singapore

Retailer Reaction
The exchange rate fluctuations and the global recession have occurred simultaneously and it is
therefore not clear how much of the decline in sales is attributable to the recession and how much to
the exchange rates.
In response, retailers have tried to cut costs by reducing the cost of doing business and the cost of
product. They have reduced the cost of doing business by reducing opening hours, working hours and
pay.
With respect to cost of product, retailers can either try to renegotiate a price with their supplier, switch
supply by switching brands, or by-pass the current branded supplier and source product from an
alternative supplier.
The extent of exchange rate pressure and reduced footfall has driven retailers to go back to their
suppliers, be it the manufacturer, wholly owned wholesalers, third party distributors or an agency,
requesting price reductions. Renegotiating prices with suppliers may be difficult due to the seasonality
of clothing retail and limited buyer power of stores in some countries.
Generally, retailers organise their stock for at least the following two seasons, or perhaps even for the
coming year. Thus retailers decide on their stock and volume of purchases between six months to a
year in advance; simultaneously price for the product is agreed typically in US$. In addition, in order
to minimise currency risk, some retailers may hedge their currency at that time. Thus, due to these
agreed prices and volumes, retailers are finding it difficult to renegotiate price with their suppliers.
Retailers will, at the time of agreeing price with their supplier, set their retail prices. Given that this
may be done a number of months in advance, by the time product appears on the shelf, exchange
rates may have changed. This effect should diminish as retailers purchase the next round of stock
which will be based on more recent exchange rates.
The ability of a retailer to negotiate price reductions will depend also on its importance to the supplier,
i.e., the extent of its buyer power. National retailers are often small in international terms.
Switching brands may not be a possible option if the brand is a must have brand for the retailer, for
example, consumers expect all sports stores to have certain international sports brands. It will
negatively affect the retailers image if it does not have the must have brands for certain categories of
clothing.
Retailers, independent stores and department stores contend that sourcing product by by-passing the
current source of supply, i.e., the wholly-owned wholesaler, third party distributor or agency, is
difficult. They state that the head office or equivalent regional distributor will direct the retailer back to
the designated national distributor. Most international brands use wholly-owned wholesalers, thus the
alternative source of supply is simply a different arm of the same company. In some cases retailers
have been successful in renegotiating the currency in which they pay, but in most cases this has been
refused.
Retailers attempts to get better prices following currency depreciation may be more difficult in some
countries. Some retailers that operate in several countries may be able to benefit from sourcing
product for their stores in one country through their supply chain in another country. Thus, any
potential benefits arising from the changes in one currency may be spread evenly across that retailer
outlets.
For department stores and independent retailers, alternative sources of supply, such as the grey
market, may be an option. However, product from the grey market is seldom the latest fashion and

84

Branded Women's Fashion in Singapore

may be limited in the range and sizes it comes in. It also has limitations in terms of consistency of
supply, and thus may not be an adequate option.
The individual stores of vertically-integrated middle range retailers do not have any alternative option
to source product, as they must source their product internally. Prices in these stores are not set by
the retailer but the head office of the brand and therefore they are constrained by the controlled
supply channel in which they operate. These vertically-integrated brands are large international
brands that operate on a large scale. Any national market is likely represents only a small portion of
their overall business.
Some low cost retailers are not experiencing as much difficulty in switching sources of supply as
independent stores or department stores. This is due to the fact that they tend to be verticallyintegrated and are not aligned with any one supplier but instead they source manufactured product
from the Far East based on the best price, design, quality and range. These low cost retailers market
themselves on price.
Despite the constraints faced by some retailers, they are reacting by re-pricing clothing, increasing
sales/discounts and promotions, and trying to source new products that have more attractive price
and quality characteristics.

Supplier Reaction
Suppliers responses to increased pressures from retailers to reduce prices will depend on their ability
and willingness to reduce prices.
Distributors of brands under pressure from retailers to reduce prices will themselves be limited in their
ability to reduce prices to the extent that they can renegotiate a price reduction with their upstream
supplier. Brands source product directly from their own, or contracted, manufacturers. This is often
done in the Far East or other countries and therefore they operate in a number of currencies. Supplier
costs are therefore largely in various exchange rate susceptible currencies. In reality, national
suppliers may have a small portion of costs in their own currency and may not be able to pass on the
current expectation that exists in the market.
In addition, branded clothing companies tend to be vertically integrated upstream through contracted
manufacturers and downstream through wholly-owned retailers and/or distributors; due to this tight
distribution arrangement, the seasonality, and likely hedging aspects of suppliers operation, the
extent to which they can quickly react to changes in currency fluctuations will be limited.
Overall, suppliers are being negatively affected by falling sales and the depreciation of operating
currencies and therefore they do not want to lose revenue in the market as well. Some retailers stated
that the currency depreciation warranted a price increase in their country but that branded companies
would find it difficult to increase prices in that country because of recessionary pressures.
The bigger the market, the riskier it is to increase prices. In addition, branded companies tend to
operate across a number of countries.

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Branded Women's Fashion in Singapore

Conclusion
Differences in price level between different national markets have to some extent always been
present, and changes in the differences in price level arise, amongst other reasons, due to currency
movements. Since 2008 clothing and footwear prices in one country have fluctuated in comparison
with other countries. The effect of the pricing changes is driving consumers to change their shopping
behaviour to the detriment of the majority of clothing retailers. Low cost clothing retailers however
have not been as negatively affected; what they may have lost in terms of reduction in consumer
spending they have gained from price conscious consumers switching to them. Among other things,
retailers have responded by increasing sales/discounts and promotions, and in some instances reticketing items to bring down in price.
However, the extent of the response of retailers is limited by the extent to which they can reduce their
costs of doing business, for example, reducing opening hours, and their cost of product. The ability to
reduce cost of product is constrained by three elements; the seasonality of the clothing market, limited
buyer power and the ability to switch sources of supply.
Clothing stock and prices are determined six to 12 months before they appear in store. In most
countries retailers are relatively small internationally.
Low cost retailers can easily switch sources of supply, though with a time lag. They are not aligned
with any particular manufacturer and source product based on a mixture of quality and low price. If
they are not happy with supply they will source it from elsewhere.
At the other end, vertically-integrated retailers operating in some overseas countries cannot switch
supply and are constrained by the parent companys distribution arrangements. The stock available to
these stores is purchased centrally; their ability to switch will depend on how quickly they can
renegotiate price with their manufacturer or find another source of supply elsewhere.
Clothing retailers who resell a range of brands (independent retailers and department stores) also
have limited ability to switch supply and find identical product elsewhere. They also have long term
relationships with brands which they need to maintain. They are thus seeking price reductions from
suppliers.
The extent to which these retailers can negotiate lower prices is dependent on their buyer power.
Department stores and branded resellers may be able to source supply in favourable currencies
through their international operations. In some instances locally-operated retailers have been able to
switch to paying in a different currency but in the main they have not. Thus locally operated retailers
may be temporarily disadvantaged compared to international retailers.
The instability of the exchange rates has had a significant impact on clothing retail in many countries.
International brands which manufacture outside the country will likely adjust their forthcoming
seasons prices in line with the currency fluctuations.
Clothing brands differentiate themselves in terms of price, quality and design. The clothes are
generally manufactured in mainland Europe and the Far East. The depreciation in the value of some
currencies and the recession have led to a fall off in demand for clothing generally, though low cost
retailers appear to be benefiting from consumers switching to them from more expensive brands.
Retailers have responded by increasing sales/discounts and promotions, and in some instances by
re-ticketing items to bring down the price. The extent to which clothing retailers may reduce prices is
dependent upon the extent to which they can reduce their costs.

86

Branded Women's Fashion in Singapore

Their ability to reduce the amount they pay for the products they sell is constrained by three elements;
the seasonality of the clothing market, limited buyer power and the ability to switch sources of supply.

Seasonality in the Clothing Market: The prices paid by retailers to suppliers for clothes were
set six to twelve months ago and renegotiating those prices is difficult, though retailers have
indicated that they have had some limited success.

Limited Buyer Power: The extent to which retailers can negotiate lower prices is dependent
on their buyer power. Stores that have access to stock through related overseas stores have
slightly more scope to access products at lower prices. In some instances retailers have been
able to switch to paying in other currencies but in the main they have not.

Switching Sources of Supply: The ease with which clothing retailers may switch to alternative
better-value sources of supply depends upon the type of clothing that they retail. Low cost
retailers can most easily switch sources of supply, though with a time lag (due to seasonality).
Such retailers are not so aligned with any particular manufacturer. The supply chains of the
mid-range retailers who operate wholly-owned retail outlets and sell a single clothing brand,
e.g., River Island, Topshop, Wallis and Warehouse, are far less flexible. These retailers tend
to have an international presence; purchasing and distribution arrangements for the outlets in
any particular country are typically determined centrally. Clothing retailers who resell a range
of brands (e.g. sportswear stores and department stores) also have limited ability to switch
sources of supply. Such retailers argue that they have long-term relationships with branded
clothing suppliers which they need to maintain. Alternative sources for a particular brand
cannot be relied on to come in the full range of sizes or colours or to be from the current
season. A notable feature of clothing retail is the apparent low level of alternatives for many
retailers. With the exception of low cost clothing, competition in clothing is largely about
branding and image, within a particular price/quality range. Thus, it is difficult for stores with
on-going relationships with brands to switch to alternative brands. As the seasons roll on and
the seasonal pattern of sales continues, all brands have the opportunity to set national prices
in a way that reflects more recent exchange rates.

87

Branded Women's Fashion in Singapore

Distributors Market Entry choices

The data above is derived from trade surveys.

88

Branded Women's Fashion in Singapore

Retail Presence Market Entry choices

The data above is derived from trade surveys.

89

Branded Women's Fashion in Singapore

Distribution Channel: Advantages Disadvantages

The data above is derived from trade surveys.

90

Branded Women's Fashion in Singapore

Market Entry options for Domestic Brands

The data above is derived from trade surveys.

91

Branded Women's Fashion in Singapore

Market Entry options for Established or Global Brands

The data above is derived from trade surveys.

92

Branded Women's Fashion in Singapore

Market Entry Features

The data above is derived from trade surveys.

93

Branded Women's Fashion in Singapore

Start-up Costs
Start-up Costs, Initial Investment and Product Launch Balance sheet
Direct and Indirect Market Entry
There are three scenarios examined in the data below, A Brand / Franchise Store launch, and Indepe
ndent Store launch (probably carrying Branded product lines) and the use of a Distributor or Exclusive
Wholesaler to introduce a new Brand to the country concerned.

The data provides the following matrices:-

1) Time from Start to Store Opening


2) Start-up Investment Cost (excluding Inventory)
3) Market Entry Investment, by type of Market Entry, with Economies of Scale:
A Cost comparison given for 1, 3, 5, and 10 stores on the grounds that there may be some cost a
dvantages associated with the economies of scale of opening multiple outlets.

Inventory Costs
The Start-up costs data excludes the initial Inventory investment. This is because there are a large
number of ways in which Franchised Brands, Independent Retailers, In-Store Departments and sales
via Distributors are financed.
Some Franchised Brands offer Consignment deals, or Sale-or-Return deals, or inventory financing.
Similarly there are inventory financing deals available for In-Store Departments.

94

Branded Women's Fashion in Singapore

Rental Month 1

Property Deposit

Store fitting

Utilities & Deposit

Store Equipment &


Supplies

Business Expenses

IT Equipment &
Services

Banking & Payments


System

Legal & Accounting

Marketing

Store Opening & PR

Cash-in-Hand

Total Brand Store Startup Cost

Brand Store Start-up Costs

62416

62416

90000

1533

7541

3473

4223

987

3353

9122

3762

18100

266926

Bangladesh

1937

1937

8000

212

888

371

548

133

277

865

332

1500

17000

Cambodia

2180

2180

7500

146

623

287

395

106

256

597

277

1480

16027

33000

33000

13000

289

1162

515

743

144

390

1074

448

2053

85818

101833

101833

90000

2300

10248

3529

5939

1096

3566

8516

3156

16898

348914

11700

11700

12000

272

1074

575

608

167

385

1034

404

1974

41893

5600

5600

9000

207

855

416

511

102

256

865

365

1678

25455

Japan

73500

73500

95000

1873

9789

3144

4376

1205

2962

8060

3447

15401

292257

Malaysia

34000

34000

20000

499

1708

813

1236

306

665

2043

833

3916

100019

New Zealand

13466

13466

40000

789

2961

1303

2266

469

1287

3423

1411

6160

87001

Philippines

2025

2025

8000

154

575

347

437

83

225

588

273

1365

16097

Singapore

30000

30000

35000

836

3907

1720

1861

421

1112

3192

1521

7404

116974

South Korea

31333

31333

55000

1092

4462

2652

3090

646

1749

4992

2058

8638

147045

100 SqM
selling space
US$

Australia

China
Hong Kong
India
Indonesia

Sri Lanka

2430

2430

7500

156

747

277

479

104

252

729

253

1283

16640

23000

23000

35000

869

3244

1576

2415

475

1378

3492

1458

6417

102324

Thailand

9450

9450

9500

162

863

356

469

114

296

885

361

1777

33683

Vietnam

18166

18166

9000

204

863

419

553

131

337

882

392

2073

51186

Taiwan

The data above is derived from trade surveys.

95

Branded Women's Fashion in Singapore

Rental Month 1

Property Deposit

Store fitting

Utilities & Deposit

Store Equipment &


Supplies

Business Expenses

IT Equipment &
Services

Banking & Payments


System

Legal & Accounting

Marketing

Store Opening & PR

Cash-in-Hand

Total Independent
Store Start-up Cost

Independent Store Start-up Costs

56000

56000

51150

1133

2366

2466

2775

888

2755

7332

2553

11100

196518

Bangladesh

1979

1979

5640

135

309

282

326

98

255

711

217

932

12863

Cambodia

2180

2180

5000

103

195

239

252

87

187

499

167

857

11946

36333

36333

6960

166

306

340

403

116

348

906

304

1420

83935

106166

106166

57850

1365

2600

2710

3410

1290

2637

7798

2594

11544

306130

10125

10125

8000

192

357

355

492

145

316

906

293

1194

32500

5425

5425

5940

140

263

322

357

111

252

567

225

1017

20044

Japan

78750

78750

48600

1297

2116

3093

2936

1259

2704

6478

2172

8960

237115

Malaysia

32333

32333

12180

282

487

665

762

219

603

1381

519

1977

83741

New Zealand

13866

13866

21840

538

991

946

1247

476

865

2687

935

4310

62567

Philippines

2340

2340

4300

110

255

266

272

69

225

566

176

807

11726

Singapore

35000

35000

25000

535

1290

1087

1299

460

901

2966

847

4540

108925

South Korea

36333

36333

31850

850

1340

1820

2030

582

1262

3452

1137

6357

123346

100 SqM
selling space
US$

Australia

China
Hong Kong
India
Indonesia

Sri Lanka

2317

2317

4900

111

178

195

302

79

217

526

190

867

12199

24750

24750

21580

621

1297

1084

1456

444

1054

2599

1062

3987

84684

Thailand

8400

8400

5400

144

255

255

336

86

228

559

228

859

25150

Vietnam

15333

15333

6650

139

322

301

339

98

269

811

246

1257

41098

Taiwan

The data above is derived from trade surveys.

96

Branded Women's Fashion in Singapore

Rental Month 1

Deposit

Store fitting

Utilities & Deposit

Store Equipment &


Supplies

Business Expenses

IT Equipment &
Services

Banking & Payments


System

Legal & Accounting

Marketing

Store Opening & PR

Cash-in-Hand

Total Brand In-store


Start-up Cost

Brand In-Store Start-up Costs

18666

18666

18012

455

1776

956

1121

356

1154

2665

1887

6554

72268

Bangladesh

526

526

1980

62

197

109

145

36

110

235

154

543

4623

Cambodia

575

575

1850

50

154

102

101

38

82

169

144

464

4304

9166

9166

2660

84

250

154

164

54

132

302

233

724

23089

27354

27354

20800

591

2056

1276

1642

357

1009

2614

1806

6119

92978

India

3459

3459

2540

75

286

152

179

45

151

313

214

772

11645

Indonesia

1604

1604

2055

60

189

96

121

46

98

232

183

521

6809

22312

22312

19800

595

1569

1011

1210

380

994

2064

1688

5219

79154

Malaysia

9750

9750

4585

142

506

245

308

115

264

590

422

1167

27844

New Zealand

25 SqM
selling space
US$

Australia

China
Hong Kong

Japan

3433

3433

7860

232

813

425

626

175

407

953

691

2059

21107

Philippines

669

669

1837

41

167

102

112

38

76

201

126

530

4568

Singapore

9833

9833

8625

262

912

438

657

192

409

860

703

2353

35077

South Korea

8750

8750

12687

312

1197

608

841

253

624

1305

1008

3628

39963

680

680

1637

46

177

92

116

29

76

218

126

500

4377

Taiwan

7000

7000

7930

262

688

542

625

180

441

881

669

2788

29006

Thailand

2712

2712

1995

48

197

88

156

43

110

229

158

571

9019

Vietnam

4750

4750

2520

71

192

104

145

48

116

295

199

742

13932

Sri Lanka

The data above is derived from trade surveys.

97

Branded Women's Fashion in Singapore

IT Services

Banking

Legal & Accounting

Marketing Support

Public Relations

Miscellaneous

Distributor / Exclusive
Wholesaler Sign-up

Australia

1886

3866

2544

2887

3654

6554

2443

2544

26378

Bangladesh

183

396

277

381

298

507

197

238

2477

Cambodia

176

305

279

238

288

428

166

189

2069

China

246

590

436

432

387

743

305

266

3405

Hong Kong

2006

5437

3156

3991

3411

6893

2425

2675

29994

India

293

562

455

470

473

781

319

277

3630

Indonesia

178

485

302

355

358

543

191

249

2661

Japan

2036

4133

3247

3558

3587

6005

2132

2275

26973

Malaysia

571

1102

686

720

762

1267

522

472

6102

New Zealand

790

1619

1321

1410

1291

2287

831

810

10359

Philippines

166

291

268

341

235

500

168

208

2177

Singapore

745

1968

1341

1679

1444

2264

843

901

11185

South Korea

1116

2755

1554

2388

1883

3378

1197

1197

15468

Sri Lanka

142

281

291

293

269

500

162

168

2106

Taiwan

945

1900

1274

1405

1554

2757

900

1034

11769

Thailand

201

438

280

368

283

600

191

208

2569

Vietnam

271

442

314

411

358

725

242

252

3015

US$

Support Equipment &


Supplies

Business Expenses

Distributor / Exclusive Wholesaler Sign-up Costs

The data above is derived from trade surveys.

98

Branded Women's Fashion in Singapore

Initial Contractual
Negotiations

Premises Acquisition

Regulatory
Requirements

Store fitting

Systems Installation
& Staff training

Launch Delay

Total Time

Start Times Weeks: Brand Store

Australia

12

32

Bangladesh

14

42

Cambodia

14

46

China

12

42

Hong Kong

10

30

India

14

44

Indonesia

12

33

Japan

13

33

Malaysia

10

39

New Zealand

11

30

Philippines

14

39

Singapore

13

31

South Korea

11

29

Sri Lanka

14

43

Taiwan

14

34

36

43

Weeks

Thailand

Vietnam
14
4
The data above is derived from trade surveys.

99

Branded Women's Fashion in Singapore

Initial Contractual
Negotiations

Premises Acquisition

Regulatory
Requirements

Store fitting

Systems Installation
& Staff training

Launch Delay

Total Time

Start Times Weeks: Independent Store

Australia

24

Bangladesh

29

Cambodia

36

China

28

Hong Kong

20

India

28

Indonesia

23

Japan

22

Malaysia

31

New Zealand

19

Philippines

25

Singapore

23

South Korea

21

Sri Lanka

29

Taiwan

22

Thailand

26

Vietnam

30

Weeks

The data above is derived from trade surveys.

100

Branded Women's Fashion in Singapore

Total Time

Delivery Lag &


Launch Delay

Systems Installation
& Staff training

Marketing Support

Regulatory
Requirements

Financial
Arrangements

Weeks

Initial Contractual
Negotiations

Start Times Weeks: Distributor / Exclusive Wholesaler

Australia

24

Bangladesh

30

Cambodia

36

China

30

Hong Kong

22

India

32

Indonesia

24

Japan

20

Malaysia

34

New Zealand

22

Philippines

28

Singapore

23

South Korea

25

Sri Lanka

32

Taiwan

25

Thailand

29

Vietnam

28

The data above is derived from trade surveys.

101

Branded Women's Fashion in Singapore

Economies of Scale with multiple Stores

5 Outlets

10 Outlets

Single Store

145
6
6
64
217
25
13
167
69
38
6
67
76
6
55
20
36

150
6
6
64
221
24
14
170
67
38
6
68
78
7
57
19
36

196
12
11
83
306
32
20
237
83
62
11
108
123
12
84
25
41

122
5
5
74
225
21
12
170
67
33
5
73
81
5
56
18
32

114
5
5
64
202
19
11
157
61
32
5
70
73
5
49
16
29

109
5
5
57
183
19
10
144
55
30
5
65
68
5
47
15
26

72
4
4
23
92
11
6
79
27
21
4
35
39
4
29
9
13

10 Outlets

3 Outlets

144
6
6
66
225
25
13
170
73
37
6
67
74
6
55
21
39

5 Outlets

Single Store

266
17
16
85
348
41
25
292
100
87
16
116
147
16
102
33
51

3 Outlets

10 Outlets

Australia
Bangladesh
Cambodia
China
Hong Kong
India
Indonesia
Japan
Malaysia
New Zealand
The Philippines
Singapore
South Korea
Sri Lanka
Taiwan
Thailand
Vietnam

5 Outlets

US$
000

Brand In-store
Start-up 25SqM

3 Outlets

Per outlet

Independent Store
100SqM

Single Store

Brand Store
100SqM

45

43

42

18
62
7
3
49
20
9

17
61
7
3
50
20
9

17
59
7
3
47
18
10

21
21
1
16
5
10

22
21
1
16
6
9

21
21
2
16
5
9

The data above is derived from trade surveys.

The data indicates that the cost savings from economies of scale are somewhat variable. This is
undoubtedly due to the fact that the practice of the opening of multiple outlets is not consistent
because the companies undertaking these enterprises are very variable in their nature and
organisation.
It is the case that the major companies do enjoy significant economies of scale, but these are based
on multiples of several hundred locations. Furthermore, whereas the brand owned outlets may enjoy
such economies of scale the brand owner may not always pass on the entire volume saving to any
franchisee. Thus the unit cost of shop fittings and furnishings for a 3 store franchisee may only be
reduced fractionally if that franchisee were to open 5 stores.
There are some cost savings evident in respect of the shop fitting costs where more than one store is
involved, and also in the budget for cash-in-hand; however the cost savings for the other
components are not significant and will depend on the negotiation ability of the entrepreneur more
than on any actual reductions for volume.

102

Branded Women's Fashion in Singapore

Cash Flow, Profit & Loss, Balance Sheet, Project Financial Analysis
The Toolkit contains the following spreadsheets to enable users to produce:Start-up financial data is shown above and this forms both the Fixed Capital and Working Capital for
the start-up.
The format of this balance sheet is based on U.S. accounting standards.
See: http://www.datagroup.org/PureData/Base_PureData/Ch_Chapters/Ch_FIN_DEFI.htm

12 Months Cash Flow Analysis

http://www.datagroup.org/BASE_FOLDERS/xls/CASH_FLOW.xls
CASH FLOW FORECAST
Month 1
Fr = Forecast : Ac = Actual

Month 2

Month 3

Month 4

Month 5

Month 6

Month 7

Month 8

Month 9

Month 10

Month 11

Month 12

Fr

Ac

Fr

Ac

Fr

Ac

Fr

Ac

Fr

Ac

Fr

Ac

Fr

Ac

Fr

Ac

Fr

Ac

Fr

Ac

Fr

Ac

Fr

'000

'000

'000

'000

'000

'000

'000

'000

'000

'000

'000

'000

'000

'000

'000

'000

'000

'000

'000

'000

'000

'000

'000

1 Revenues
2 Orders
3 TOTAL SALES

Ac
'000
0
0

37 Total Payments

38 Net Cash Flow

RECEIPTS
4 Sales receipts
5 Sales debtors
6 Loans / Grants received
7 Miscellaneous income
8 CASH ACCOUNT TOTAL
9 Capital
10 Asset & other disposals
11 TOTAL RECEIPTS

PAYMENTS
12 Finished Materials Cost
13 Fuel Cost
14 Electricity Cost
Total Input Materials + Energy
15 Costs
16 Payroll Costs
17 Wages
18 Directors' Remunerations
19 Employee Benefits
20 Employee Commissions
Total Employees
21 Remunerations
22 Total Rental & Leasing Costs
23 Total Maintenance Costs
24 Services Purchased
25 Communications Costs
26 Miscellaneous Expenses
27 Sub Contractors
Total Miscellaneous
28 Operational Costs
29 Total Sales Costs
Total Distribution and Handling
30 Costs
31 Total Advertising Costs
32 Total After-Sales Costs
Total Research and
33 Development Expenditure
34 Interest
Net Taxes & Duties (Value
Import,
etc.) Security,
35 Added,
Tax (Income,
Social
36 etc.)

39 Opening Bank Balance


40 Cash in Bank

103

Branded Women's Fashion in Singapore

First 12 months and First 3 years Profit & loss Account

http://www.datagroup.org/BASE_FOLDERS/xls/PROFIT_LOSS.xls
PROFIT & LOSS ACCOUNT
Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10Month 11Month 12 Year 1
'000
'000
'000
'000
'000
'000
'000
'000
'000
'000
'000
'000
'000
1 Domestic Revenues
2 Overseas Revenues
3 Total Revenues
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
41
42
43
44
45
46
47
48
49
50
51
52
53
54
55
56

0
0

0
0

Finished Materials Cost

Fuel Cost

Electricity Cost
Total Input Materials + Energy Costs

0
0

Wages

Directors' Remunerations

Employee Benefits

Employee Commissions
0

0
0

Maintenance: Plant and Equipment

0
0

Services Purchased

Communications Costs

Miscellaneous Expenses

Sub Contractors
0

0
0

Sales Expenses and Costs

Sales Materials Costs


0

0
0

Warehousing Fixed Costs

Warehousing Variable Costs

Physical Handling Fixed Costs

Physical Handling Variable Costs

Physical Process Fixed Costs

0
0

Mailing & Correspondence Costs

Media Advertising Costs

Advertising Materials & Print Costs

POS & Display Costs

Exhibition & Events Costs

0
0

Product Returns & Rejection Costs

Product Installation & Re-Installation Costs

Product Breakdown & Post Installation Costs

Product Systems & Configuration Costs

Product Service & Maintenance Costs

Customer Problem Solving & Complaint Costs

Total After-Sales Costs

Total Marketing Costs

New Technology Expenditure

New Production Technology Expenditure

Total Research and Development Expenditure

Total Operational & Process Costs

Depreciation: Structures

Depreciation: Plant and Equipment

Depreciation: Miscellaneous Items

62 Trading Profit

Physical Process Variable Costs

Total Depreciation

Distribution Variable Costs

Total Advertising Costs

0
0

Distribution Fixed Costs

Total Distribution and Handling Costs

0
0

Sales Personnel Variable & Commission Costs

Total Sales Costs

0
0

Maintenance: Structures

Total Miscellaneous Operational Costs

Rental & Leasing: Plant + Equipment

Total Maintenance Costs

0
0

Rental & Leasing: Structures


Total Rental & Leasing Costs

0
0

Payroll Costs

Total Employees Remunerations

Year 3
'000

0
0

Raw Materials Cost

57 Operating Profit
58
59
60
61

Year 2
'000

0
0

63 Interest Paid
64 Non-trading Income
65 Pre-tax Profit

104

Branded Women's Fashion in Singapore

1-7 Years Balance Sheet

http://www.datagroup.org/BASE_FOLDERS/xls/BALANCE_SHEET.xls

BALANCE SHEET
Year 1
'000
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31

Year 2
'000

Year 3
'000

Year 4
'000

Year 5
'000

Year 6
'000

Year 7
'000

Fixed Assets: Structures


Fixed Assets: Plant and Equipment
Fixed Assets: Miscellaneous Items
Fixed Assets

Total Retirements

Total Fixed Assets

Total Current Assets

Total Assets

Total Current Liabilities

Net Assets / Capital Employed

Capital Expenditure on Structures


Capital Expenditure on Plant and Equipment
Capital Expenditure on Vehicles
Cap. Expend. on Data Processing Equipment
Capital Expenditure on Miscellaneous Items
Total Capital Expenditure
Retirements: Structures
Retirements: Plant and Equipment
Retirements: Miscellaneous Items

Finished Product Stocks


Work in Progress as Stocks
Materials as Stocks
Total Stocks / Inventory
Debtors
Miscellaneous Current Assets

Creditors
Short Term Loans
Miscellaneous Current Liabilities

Long Term Loans


Miscellaneous Long Term Liabilities
Shareholders Funds
Persons

Persons

32 Workers
33 Total Employees

105

Persons

Persons

Persons

Persons

Persons

Branded Women's Fashion in Singapore

10 Years Project Financial Analysis

http://www.datagroup.org/BASE_FOLDERS/xls/Project_Financial_Analysis.xls

Project Financial Analysis


INPUT SHEET: USER ENTERS ALL BOLD NUMBERS
INITIAL INVESTMENT

CASHFLOW DETAILS

Initial Investment=

$150,000

Opportunity cost (if any)=

$7,484

Lifetime of the investment


Residual Value at end of project=
Deprec. method(1:St.line;2:DDB)=
Tax Credit (if any )=
Other invest.(non-depreciable)=

DISCOUNT RATE

Revenues in year 1=

$240,000

Var. Expenses as % of Rev=

Approach(1:Direct;2:CAPM)=

50%

10

Fixed expenses in year 1=

$100,000

Tax rate on net income=

40%

1. Discount rate =

2
10%

2a. Beta

0.9

b. Riskless rate=

8.00%

If you do not have the breakdown of fixed and variable

c. Market risk premium =

5.50%

10%

expenses, input the entire expense as a % of revenues.

d. Debt Ratio =

30.00%

e. Cost of Borrowing =

9.00%

Discount rate used=

10.69%

WORKING CAPITAL
Initial Investment in Work. Cap=

$15,000

Working Capital as % of Rev=

25%

Salvageable fraction at end=

100%

GROWTH RATES
2

10

Revenues

Do not enter

10.00%

10.00%

10.00%

10.00%

0.00%

0.00%

0.00%

0.00%

0.00%

Fixed Expenses

Do not enter

10.00%

10.00%

10.00%

10.00%

0.00%

0.00%

0.00%

0.00%

0.00%

10

Default: The fixed expense growth rate is set equal to the growth rate in revenues by default.
YEAR
0
1
2
3
INITIAL INVESTMENT
Investment
$150,000
- Tax Credit
$15,000
Net Investment
$135,000
+ Working Cap
$15,000
+ Opp. Cost
$7,484
+ Other invest.
$0
Initial Investment
$157,484
RESIDUAL VALUE
Equipment
Working Capital
OPERATING CASHFLOWS
Lifetime Index
Revenues
-Var. Expenses
- Fixed Expenses
EBITDA
- Depreciation
EBIT
-Tax
EBIT(1-t)
+ Depreciation
- Work. Cap
NATCF
($157,484)
Discount Factor
1
Discounted CF
($157,484)

$0
$0

1
$240,000
$120,000
$0
$120,000
$30,000
$90,000
$36,000
$54,000
$30,000
$45,000
$39,000
1.10685
$35,235

$0
$0

1
$264,000
$132,000
$0
$132,000
$0
$132,000
$52,800
$79,200
$0
$51,000
$28,200
1.225116923
$23,018

$0
$0

1
$290,400
$145,200
$0
$145,200
($4,000)
$149,200
$59,680
$89,520
($4,000)
($38,400)
$123,920
1.356020666
$91,385

$0
$0

1
$319,440
$159,720
$0
$159,720
$0
$159,720
$63,888
$95,832
$0
$7,260
$88,572
1.500911474
$59,012

$0
$0

1
$351,384
$175,692
$0
$175,692
$0
$175,692
$70,277
$105,415
$0
$7,986
$97,429
1.661283865
$58,647

$0
$0

1
$351,384
$175,692
$0
$175,692
$0
$175,692
$70,277
$105,415
$0
$0
$105,415
1.838792046
$57,329

$0
$0

1
$351,384
$175,692
$0
$175,692
$0
$175,692
$70,277
$105,415
$0
$0
$105,415
2.035266976
$51,794

$0
$0

1
$351,384
$175,692
$0
$175,692
$0
$175,692
$70,277
$105,415
$0
$0
$105,415
2.252735252
$46,794

$0
$0

1
$351,384
$175,692
$0
$175,692
$0
$175,692
$70,277
$105,415
$0
$0
$105,415
2.493440014
$42,277

$100,000
$87,846

1
$351,384
$175,692
$0
$175,692
$0
$175,692
$70,277
$105,415
$0
$0
$105,415
2.759864079
$106,259

Investment Measures
NPV =
$414,267
IRR =
42.43%
ROC =
75.60%

Book Value (beginning)


Depreciation
BV(ending)
$150,000

$150,000
$30,000
$120,000

$120,000
$0
$120,000

BOOK VALUE & DEPRECIATION


$120,000
$124,000
$124,000
($4,000)
$0
$0
$124,000
$124,000
$124,000

106

$124,000
$0
$124,000

$124,000
$0
$124,000

$124,000
$0
$124,000

$124,000
$0
$124,000

$124,000
$0
$124,000

Branded Women's Fashion in Singapore

SWOT Analysis
SWOT analysis by type of Market Entry

Entry via Own Retail Stores


Strength

Weaknesses

Control of Brand

Difficult Learning Curve

Control of Costs

High Direct Investment Costs

Control of Profitability

High Risk of Failure

Opportunities

Threats

Direct Contact with Customer Base

Inexperience with local conditions

Ability to Adapt Products

Local competitors

Ability to Directly Influence Investment Decisions

Potential fragility of local management

Entry via Domestic Retail Joint Venture


Strength

Weaknesses

Partners knowledge of the country

Difficult in Finding Partner

Reduced Direct Investment Costs

Loss of Cost Controls

Reduced Risk of Failure

Reduced Margins & Profit Potential

Opportunities

Threats

Joint Development of Customer Base

Partners business policies

Ability to Adapt Products

Market Power of major competitors

Ability to Directly Influence Investment Decisions

Potential fragility of partnership

The data above is derived from trade surveys.

107

Branded Women's Fashion in Singapore

Entry via National Franchise Licensee


Strength

Weaknesses

Licensees knowledge of the country

Difficult in finding suitable Licensee

Reduced Direct Costs

Loss of Geographic Controls

Reduced Risk of Direct Losses

Reduced Margins & Profits

Opportunities

Threats

Effective Development of Franchisees

Competitors business policies

Potential to achieve better market penetration

Market Power of major competitors

Ability to Extend Brands and Products

Potential fragility of Licensee

Entry via Intensive Individual Franchising


Strength

Weaknesses

Control of Brand

Difficult Marketing process

Reduced Direct Costs

Difficult in finding suitable Franchisees

Reduced Risk of Direct Losses

High Risk of Failure of Franchisees

Opportunities

Threats

Better Contact with Customer Base

Franchisees targeted by competitor

Ability to Extend Brands and Products

Local brand competition

Ability to Directly Influence Investment Decisions

Potential fragility of Franchisees

The data above is derived from trade surveys.

108

Branded Women's Fashion in Singapore

Entry via Exclusive National Distributor


Strength

Weaknesses

Distributors knowledge of the garment trade

Difficult in finding suitable Distributor

Reduced Direct Costs

Loss of Geographic Controls

Reduced Risk of Direct Losses

Reduced Margins & Profits

Opportunities

Threats

Ability to reach smaller and more remote retailers

Competitors business policies

Potential to achieve better market penetration

Possible loss of Brand Equity

Ability to use Distributors local expertise

Potential fragility of Distributor

Entry via Intensive National Distribution / Wholesaling


Strength

Weaknesses

Distributors knowledge of the garment trade

Difficult in controlling Distributors

Reduced Direct Costs

Loss of Geographic Controls

Reduced Risk of Direct Losses

Reduced Margins & Profits

Opportunities

Threats

Ability to reach smaller and more remote retailers

Competitors business policies

Potential to achieve better geographic coverage

Loss of Brand Equity

Ability to use Distributors local knowledge

Potential fragility of Distributors

The data above is derived from trade surveys.

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Competitive Analysis
Indonesia Representative Brands

The data above is derived from trade surveys.

110

Branded Women's Fashion in Singapore

Singapore Representative Brands

The data above is derived from trade surveys.

111

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Vietnam Representative Brands

The data above is derived from trade surveys.

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Branded Women's Fashion in Singapore

Market Penetration Prospects

Low ------- Relative difficulty ------- High

Advancing into the target markets

The data above is derived from country surveys.

The variability of the political, economic and consumer environment in the Asia-Pacific regions means
that the market potential of the Asia-Pacific region is highly variable and often uncertain. Dynamic
markets like China and India often suffer from infrastructure and regulatory problems which tend to
dull that vitality for overseas investors. The more liberal economies like Australia, Singapore and
Hong Kong suffer from market saturation and aggressive competition. The market penetration
prospects for womens fashion are complex in every Asia-Pacific market.
Asian womens fashion producers have found extreme difficulty in competing with European and
American brands, this is not a question of fashion design or clothes quality, it is simply the fact that
the womens fashion industry is entrenched in Europe and the U.S.A. To succeed in fashion many
Asian designers, like Vivienne Tam and Jimmy Choo, have moved to the U.S.A. or Europe.
Before one can discuss these potential for advancing into these Asia-Pacific markets one needs to
consider some basic concepts.

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Brand Concept
A brand is defined as: A name, term, sign, symbol, or design, or combination of them, intended to
identify the goods and services of one seller or group sellers and to differentiate them from those of
competitors.
Branding thus is a means to distinguish one product from another and these differences may be
functional, rational, or tangible and fundamentally related to product performance of the brand.
In the Asia-Pacific region a Brand is frequently no more than a European sounding name on a copy
of some European design. This use of facsimiles by Asia-Pacific producers has shown the limitations
of their business models.
It is necessary to distinguish a Brand from a Label. Labels or Own-Brand Labels tend to be generic
or standard products which simply bear the label or identification of a supermarket or some other
retailer. In general labels do not have the same status as brands in the mind of consumers, albeit the
quality and designs may have little differentiation; however consumers expect labels to have lower
price as than brands.

Brand Equity
Brand equity is intangible added value endowed to products and services. This value may be
reflected in how consumers think, feel, and act with respect to the brand, as well as the prices and
price premiums demanded by a brand, market share, and ultimately the profitability that the brand
commands for the firm. Brand equity is an important intangible asset that has image and financial
value to the firm. In the Asia-Pacific region there is no extended history of brand image creation and it
is for this reason that Asia-Pacific companies have to be particularly attentive to the enhancement the
brand equity of their products.

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Customer Based Brand Equity


Customer based brand equity can be defined as the differential effect that brand knowledge has on
the consumer response to the marketing of that brand. Positive customer based brand equity is when
consumer react more favourably towards a branded product than to competitive products. Asia-Pacific
brands can use the attitudes and perceptions of the customer base to increase customer based brand
equity. These perceptions may be, for example, the tendency for older demographics to be more
conservative or chauvinistic.

Brand Knowledge
Brand knowledge consists of all the thoughts, feelings, images, experiences, beliefs, and so forth, that
becomes associated with the brand. In particular, brands must create strong, favourable, and unique
brand associations with the target customer base. Brand knowledge is low in many Asia-Pacific
markets and this presents opportunities to new brands entering those markets.

Substantial Brand Knowledge & Awareness All Brands


Market

% Social Group Awareness


AB

C1

C2

DE

% Age Group Awareness


< 19

19-24

25-34

35-44

45-54

55-64

65+

Australia

85

70

58

42

60

49

60

54

45

36

24

Bangladesh

39

36

26

21

27

22

27

24

18

14

11

Cambodia

33

30

25

18

26

19

26

23

17

14

11

China

37

34

28

20

33

21

33

23

22

15

13

Hong Kong

61

57

53

38

54

35

54

38

36

25

19

India

40

37

30

22

31

20

31

22

21

16

12

Indonesia

43

40

29

24

30

25

30

27

20

18

12

Japan

78

72

60

39

55

45

62

49

36

29

24

Malaysia

44

41

38

28

39

29

35

28

26

21

15

New Zealand

76

70

58

47

67

49

60

54

40

32

27

Philippines

48

45

37

27

34

28

38

27

22

18

13

Singapore

55

57

47

34

43

32

43

35

32

23

19

South Korea

62

57

47

39

55

36

49

39

36

26

19

Sri Lanka

36

33

28

20

28

23

32

25

19

17

11

Taiwan

43

40

37

27

34

25

34

27

25

18

15

Thailand

40

41

30

25

35

26

31

28

21

16

12

Vietnam
34
36
30
21
27
20
27
24
20
16
11
Brand knowledge and awareness is assessed during Consumer Surveys when consumers were
asked specific questions to test the strength of their awareness of named brands. The data above is
derived from statistically accurate social / income group, and full age spectrum, surveys.

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Brand Equity Model


Brand Equity can be seen as a group of five categories of the assets and liabilities of a brand that add
to or subtract from the value provided by a product or service to a firm and/or to that firms customers.
In the Asia-Pacific region consumer in many markets are relatively unfamiliar with these brand assets
and therefore marketing strategies can be employed by companies to enforce these assets in the
mind of consumers.

These categories of brand assets are:


1. Brand loyalty
2. Brand awareness
3. Perceptions of quality
4. Brand associations
5. Proprietary assets, patents, trademarks, and distribution channel relationships.

In the Asia-Pacific region insufficient attention has been paid to these issues and this has generally
led to the lack of global competitiveness of Asian-Pacific brands.

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Substantial Brand Loyalty All Brands


Social Group Loyalty
AB

C1

C2

DE

Age Group Brand Loyalty


< 19

19-24

25-34

35-44

45-54

55-64

65+

Australia

17

14

11

12

12

10

Bangladesh

Cambodia

China

Hong Kong

12

12

10

10

India

10

Indonesia

11

12

10

Japan

31

25

24

17

24

16

24

19

14

13

Malaysia

15

14

11

10

11

New Zealand

22

23

19

14

20

13

20

14

12

The Philippines

Singapore

11

10

South Korea

12

12

11

Sri Lanka

10

11

Taiwan

12

12

11

11

11

Thailand

16

14

12

12

12

10

Vietnam
6
7
5
4
6
4
6
4
3
3
2
Brand loyalty is assessed during Consumer Surveys when consumers were asked specifically for the
brands they purchased and then specifically if they would purchase the same brand(s) again. The
data above is derived from statistically accurate social / income group, and full age spectrum,
surveys.

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Substantial Brand Quality v Price Perceptions All Brands


Social Group
AB

C1

C2

Age Group Brand Quality -v- Price


DE

< 19

19-24

25-34

35-44

45-54

55-64

65+

Australia

31

29

27

17

28

20

25

20

18

13

10

Bangladesh

27

25

21

15

24

18

24

17

14

13

Cambodia

26

24

20

14

18

15

20

14

13

11

China

35

29

27

17

24

18

27

19

18

14

Hong Kong

31

25

24

15

21

18

21

19

16

13

India

24

22

18

13

16

12

16

15

11

Indonesia

37

34

28

23

29

24

29

26

21

17

13

Japan

49

45

37

27

34

28

38

27

25

18

15

Malaysia

35

37

27

20

31

20

31

22

18

16

11

New Zealand

54

45

42

27

43

28

38

30

28

20

17

Philippines

35

33

27

19

31

23

31

22

18

16

12

Singapore

32

29

24

18

25

18

22

18

15

12

10

South Korea

32

34

28

20

25

19

29

23

19

13

10

Sri Lanka

29

27

22

16

25

19

23

20

17

12

Taiwan

40

33

30

19

28

23

31

25

21

16

12

Thailand

28

29

24

17

25

16

22

17

16

13

Vietnam
27
22
18
13
19
15
19
17
12
11
7
Perceptions of Brand Quality is assessed during Consumer Surveys when consumers were asked
specifically if they believed that the brands they purchased were of a better product quality than other
or cheaper brands and if in general they believed that expensive brands were of a better product
quality. The data above is derived from statistically accurate social / income group, and full age
spectrum, surveys.

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Brand Knowledge Components

Brand
Awareness

Brand Recall

Packaging

Brand
Recognition

User
imagery

Nonproduct
Related

Price

Brand
Knowledge

Brand Image

Brand
Associations

Favourable
Associations

Strength of
Associations

Uniqueness
of
Associations

Attributes

Benefits

Attitudes

Brand Resonance Components

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Product
Related

Usage
Imagery

Branded Women's Fashion in Singapore

Brand Resonance
The brand resonance model also views brand building as an ascending, sequential series from
bottom to top.
The Brand Resonance model:
1. Brand Salience relates to how often and
easily the brand is evoked under various
purchase or consumption situations.
2. Brand Performance relates to how the
product or service meets the customers
functional needs.

3. Brand Imagery deals with the extrinsic


properties of the product or service,
including the ways in the brand attempts
to meet the customers psychological or
social needs.

4. Brand Judgments focus on the


customers own personal opinions and
evaluations.
5. Brand Feelings are the customers
emotional responses and reactions with
respect to the brand.
Brand resonance refers to the nature of the relationship that customers have with the brand and the
extent to which customers feel that they are in sync or empathetic with the brand.
Fashion and its relation with Brand is said to relate to the three components of fashion:
1. Style
2. Acceptance, and
3. Styling
The forth element, Brand, is orientated by the above three components, but also it packages and
encapsulates those components.
From this development, together with social and economic implication, emerge two different concepts
of fashion products:
The Global fashion product, and
The Market Segment fashion product.
Producers in the Asia-Pacific region have to decide with which fashion concept they wish to align.
They can seek to produce a Global brand or they can seek to produce a Market Segmented brand.
What corporate history has suggested that companies wishing to engage both concepts often fall
between both stools.

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Qualitative Brand Research


It is necessary to assess the strength as well as understand the nature of the brands equity, relative
to competitive brands, and to monitor that over time.
Assessing the strength of brand equity can be done by finding Brand Awareness, Salience, Brand
Preference and Brand Users.

Attracted to Local
Brands

Australia

85

76

66

66

76

85

76

66

66

76

Bangladesh

34

34

39

30

39

34

34

30

39

39

Cambodia

37

29

37

33

29

29

29

33

37

29

China

32

32

41

41

37

41

32

32

41

41

Hong Kong

69

53

61

61

69

69

53

69

69

53

India

31

31

31

31

35

31

35

35

35

35

Indonesia

33

33

33

38

33

43

38

43

33

43

Japan

78

61

61

69

69

61

78

78

69

78

Malaysia

50

39

44

50

39

44

44

39

39

44

New Zealand

76

66

85

85

66

66

76

76

85

66

The Philippines

43

43

37

37

37

43

37

37

43

48

Singapore

48

62

62

48

48

55

48

62

62

55

South Korea

62

62

54

54

54

62

54

70

54

70

Sri Lanka

41

41

41

36

41

41

31

31

41

36

Taiwan

43

37

43

37

48

37

48

48

37

48

Thailand

35

45

45

40

40

40

35

35

35

35

Styling

Acceptance

Style

Feelings

Judgments

Imagery

Performance

Salience

Attracted to Global
Brands

Qualitative Brand Identifiers

Vietnam
30
30
39
30
34
39
39
39
39
30
Brand Resonance is assessed during Consumer Surveys when consumers were asked specific
psychometric questions which tested and cross-checked the issues mentioned here. The data above
is derived from statistically accurate social / income group, and full age spectrum, surveys.

Brand Awareness according reflects the extent to which people can either remember or
recognize a brand. When people think about brands in a product category, those come to
mind represent recall brand awareness; they are recalled based only upon a category cue. If
someone is shown a list of brand names or pictures of packages, those that can be identified
represents recognition brand awareness.

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Brand Salience depends upon awareness, but reflects the relative strength of that awareness
in relation to the target markets awareness of other brands in the category. This relationship
will be reflected in the relative relationship between what is known as top -of- mind
awareness and all the other brands in the category of which someone is aware.

Brand Preference, like brand salience, can be an indicator of the strength of brand equity.
Brands that are preferred are likely to enjoy greater equity than those that are not. Preference
for a niche brand may be high in its market segment, but relatively low in the global market as
a whole.

Brand Users or category understanding is one of the primary functions of quantitative


research and specifically relates to Users of a particular brand vs. users of competitive
brands. Based upon this, one is able to profile various user segments.

Marketing communication applied to fashion products


The market for fashion products in developed countries is a highly competitive market whose main
characteristics is the similar positioning of a large number of competitive brands and, in this respect,
the brands image developed by marketing communications can influence the adoption process of the
products. In the Asia-Pacific region, especially in the less developed countries, there is not the same
level of competition and this represents an opportunity for new brand entries.
The marketing stimuli used to influence the purchase decisions, must transmit a coherent message in
all advertising and communication activities. The co-ordination of this process must consider such
aspects as the brand awareness and the brand image, as determined by the nature of the consumers
perception.
The image is a mental representation of the brand and the products attributes and benefits. It is a
multi-dimensional phenomenon that depends on the consumers perception of those attributes and
benefits. In fashion products, both mental representation and its perception are built in a continuous
way, and developed through the image of fashion transmitted by each seasonal collection and by all
activities of marketing communication.
The overall effect of fashion product branding depends on the integration of all the components of the
marketing communication plan, including visual merchandizing, with the product design. All these
three elements have an impact over the product adoption process and a similar final goal: to influence
the purchase option of fashion products through the satisfaction of a certain fashion image demand.
Whereas the European and US fashion retailers have very long experience of these issues, the new
Asia-Pacific brands have a very steep learning curve.

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The Brand Image in the marketing communication process


Brand managers need to develop systems to regularly reinforce the brands image in relation to the
overall brand identity and consumer awareness of the importance criteria for that fashion product
brand. Brand management is less of a developed art in the Asia-Pacific region than it is in the US or
Europe.
The brand may benefit from an enhanced reputation and closer proximity to its buyers if the design of
each collection takes into consideration the following aspects:

In order to keep or develop the value of the symbolic message of the brand, the brands
image management should be focused on a small number of distinct styles;

The consumer buys or uses fashion products of different types and styles;

An effective fashion image developed through the seasonal collections, allows the brand to
achieve image coherence and to capitalize on it in the market by building a global presence.

The adoption process of fashion brands reflects the significant impact of the popular and
cultural image of fashion that a brand transmits as well as its inherent identification potential
(social, cultural and economic).

Recognizing this, consumers search for fashions that approximates with their own aspirations, needs
and wants; rather than that of the stereotypical people who may have appeared in advertisements
and the media. This is especially the case in markets which have traditionally been less exposed to
global culture. Whereas the upper middle classes in the developing Asia-Pacific countries are
increasingly exposed to global stereotypes, nonetheless the traditional aspects of these markets
frequently outweigh the global imagery.

The Store Image in marketing communication process


The store image development is established through its geographical location, the retail space which
it occupies and its external design. In addition it is defined by the products that it offers and their
representation in the internal space of the store. The combination of these factors defines the store
atmosphere, or look, or personality. This should at all times conform to, and confirm, the target
customer bases expectations of the store.
In many Asia-Pacific countries the store location and the store space represents a major contributing
factor to mitigate the relatively high cost of global brands. The consumer is not only buying the brand,
but is also buying into the shopping experience in a way that is more profound than experienced in
Europe or the USA.

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Consumer confidence and consumer markets in Asia-Pacific

2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

Consumer Confidence Index

Australia

100

80

93

100

108

120

90

55

55

45

50

Bangladesh

100

72

93

90

108

108

90

55

55

50

45

Cambodia

100

88

85

90

108

108

81

50

45

50

50

China

100

88

76

110

132

108

81

50

50

50

45

Hong Kong

100

80

76

110

108

132

90

50

55

50

55

India

100

88

85

110

132

120

90

55

50

50

55

Indonesia

100

72

93

110

132

132

81

50

45

55

50

Japan

100

80

85

100

120

132

81

55

55

50

45

Malaysia

100

80

85

90

120

120

81

45

45

55

55

New Zealand

100

80

85

110

120

120

81

45

45

55

50

The Philippines

100

88

93

90

108

108

99

50

45

55

55

Singapore

100

80

85

110

132

108

90

45

50

55

45

South Korea

100

80

76

100

108

132

81

55

45

45

55

Sri Lanka

100

88

85

90

108

120

99

45

50

45

55

Taiwan

100

72

93

110

132

120

99

45

50

50

50

Thailand

100

80

76

90

132

120

81

55

45

50

55

Vietnam
100
80
93
100
132
108
99
50
45
55
55
Consumer confidence is assessed during Consumer Surveys when consumers were asked specific
psychometric questions which tested and cross-checked the issues mentioned here. The data above
is derived from statistically accurate social / income group, and full age spectrum, surveys.

Consumer Confidence
Consumer Confidence relates to Spending Attitudes in relation to the general Economic situation; the
definitive gauge of consumer sentiment around economic and social concerns across countries.
After periods of speculation and uncertainty around the economic conditions, at some stage
consumers reach a state of resignation to the economic realities and the majority will then usually
adopt rational spending levels for various product groups.
Consumer confidence worldwide often fluctuates wildly as relatively uninformed consumers attempt to
make sense of media coverage of economic circumstances, the propaganda of their political masters,
and their own empirical experience of the situation.
In terms of the consumption of consumer products, the net effect is the changes in the propensity for
consumers to save rather than spend.
In the Asia-Pacific region, as in the rest of the world, consumer confidence has fallen to its lowest
level in many years. The Asia-Pacific region, and more particularly China and India are not forecast to
survive the current economic recession any better than the USA or Europe.

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Branded Women's Fashion in Singapore


Over 50% of global consumers state they put their spare cash into savings; this is an increase of over
6% since 2010, and up 12% since 2008. The worlds most determined savers have always been in
the Asia-Pacific, where an average of 61% of consumers chooses to save rather than spend.
Holidays and vacations continue to be a popular choice; with 26% of Asia-Pacific consumers planning
to spend on their annual holidays, by contrast only 24% of consumers currently choose to buy new
clothes on a regular basis. In the Asia-Pacific region the most confident consumers are in India and
Indonesia where over 40% of consumers intend to buy new clothes on a regular basis.
Asia-Pacific consumer markets have changed rapidly, and with strong growth in disposable incomes,
plus the development of modern urban lifestyles, Asia-Pacific consumers are becoming increasingly
sophisticated and knowledgeable about branded products. Advertising and the media allow
companies to communicate with consumers in many different ways and therefore brand propositions
are now a part of daily life.
Foreign brands remain relatively powerful in the Asia-Pacific region, especially in clothing and
personal care products; but increasingly brands have to be associated with value and suggest a clear
and evident Value Proposition. Asia-Pacific consumers are turning as suspicious and discriminating
as their US and European counterparts; and indeed the learning curve and product awareness
amongst Asia-Pacific consumers is evolving much more rapidly than it did with US and European
consumers in the past.
Asia-Pacific markets are difficult to forecast because of the variability of the numbers of people living
in reduced financial circumstances and the more rural aspects of population distribution. Literacy
rates are variable in many Asia-Pacific countries. Income is frequently less well distributed across the
whole population than in other regions. The market also tend to be highly regional for geographic or
infrastructure reasons. A mosaic of cultures and languages in some countries contribute to the
difficulties of companies seeking to establish homogeneous brand images.
Understanding buying pattern of consumers in the Asia-Pacific region is a challenging endeavour.
The Asia-Pacific consumers lifestyle and profile is evolving rapidly for a number of fundamental
reasons:
1. Population Age Distribution, especially the population below the age of 25.
2. The rise in the self-employed and financially self-sustaining segments of the working
population.
3. The rise of the AB, C1 and C2 segments of the social groups.
4. Levels of discretionary spending amongst the urban middle classes.
5. The increase in the number of higher income households.
6. The increased consumption of technology and convenience products.
7. The rise in the use of credit and payment cards and other financial instruments.
8. The availability and cost of credit.
9. The increasing shift from price consideration to design and quality.
10. The adoption of aesthetic values and awareness of the projection of a personal image.
11. The increasingly critical evaluation of the Value Proposition of products and the Price Value
Functionality considerations which are in the minds of consumers.
12. The acceptance of enjoyment of luxury items and an increased willingness to experiment with
fashion products.
13. The acceptable of product obsolescence and the dictates of what is, and what is not,
perceived as being fashionable.

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By contrast there are factors which tend to differentiate, and often limit, many Asia-Pacific markets:
1. The relatively high portion of disposable income spent on Food and Housing.
2. The relative pricing of branded fashion products.
3. The effectiveness and physical distribution of retailers, especially in large countries with
limited infrastructure.
4. The pressure on the gross margins and therefore the profitability of the entire supply and
distribution chain.
5. The difficulty for large scale retail operations and multiples to realise a good level of
profitability.
6. The national shopping habits of consumers which sometime inhibit the impulse buying of
garments.
7. The influence of family and cultural imperatives on the younger consumer age groups whom
tend to represent the major segment of the branded fashion market.
8. Consumer attitudes and influences when shopping as a family group as opposed to shopping
individually or with peer group.

Consumer Attitudes and Perceptions which impact Clothing Brands


In most Asia-Pacific markets there are certain events, attitudes and preferences which impact on the
purchase of branded garments.
1. Shopping habits and the method of garment shopping.
2. The role of matriarchal and patriarchal societies.
3. Special event purchases. The purchase of garments for cultural, family and special events is
more important in the Asia-Pacific region then in many other regions.
4. The relative trust in local brands. There is a substantial degree of trust and confidence in local
brands.
5. The relative perception that foreign brands are of a higher quality than local brands is largely
age based. After the age of 24 this perception of the superiority of foreign brands rapidly
diminishes.
6. The relative effect of socio-economic groups and educational levels on brand perceptions.
7. The relative average spending during shopping trips. Younger demographics spend more per
trip than older demographics.
8. The relative average frequency of shopping trips. Younger demographics shop more
frequently than older demographics. Up to 24 years of age the shopping frequency is likely to
be once every 4 weeks, whereas this reduces after 25 years to once every 6 weeks, and
reduces further as age increases.
9. The age group of consumers. Whereas the younger demographics believe that local brands
can compete effectively with foreign brands they nonetheless feel that foreign brands offer
other benefits.

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10. The use of the garments:-

% Usage & Purpose of clothes purchases

Work

Everyday

Home & Casual

Special occasion

Social & Family

Work

Everyday

Home & Casual

Special occasion

25 + Years old

Social & Family

< 19 & 19-24 Years old

Australia

13

11

44

10

22

19

14

17

21

29

Bangladesh

15

12

14

15

44

20

16

22

16

26

Cambodia

10

11

35

12

32

19

19

22

10

30

China

11

15

17

25

32

18

17

28

16

21

Hong Kong

10

15

39

10

26

20

18

27

12

23

India

12

12

13

16

47

19

14

20

16

31

Indonesia

13

12

23

18

34

16

19

29

14

22

Japan

12

12

36

15

25

17

19

25

14

25

Malaysia

11

14

14

23

38

19

12

25

22

22

New Zealand

12

11

41

12

24

20

10

30

20

20

The Philippines

13

13

30

10

34

15

18

26

19

22

Singapore

12

12

42

13

21

20

18

28

13

21

South Korea

12

29

24

27

19

10

33

12

26

Sri Lanka

13

14

11

14

48

20

18

10

13

39

Taiwan

11

14

26

16

33

19

17

26

12

26

Thailand

10

14

32

14

30

15

15

29

17

24

Vietnam
12
10
29
19
30
20
12
30
18
20
Usage & Purpose of clothes purchases is assessed during Consumer Surveys when consumers were
asked specific psychometric questions which tested and cross-checked the issues mentioned here.
The data above is derived from statistically accurate social / income group, and full age spectrum,
surveys.
11. Perception of Designer v- Standard / High Street Brands. In Asia-Pacific markets there are
growing perceptions that Designer Brands do not offer any particular quality benefit over
Standard / High Street Brands.
12. There is a general dislike of Internet shopping in Asia-Pacific countries.
13. In urban areas, amongst the middle classes, 40% of consumers were aware of fashion
brands from newspapers, 25% of consumers were aware of fashion brands from magazines,
and 23% of consumers were aware of fashion brands from Television and Films.

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14. Celebrity endorsement


Celebrity endorsements in the Asia-Pacific region countries are usually limited to local brands
or certain types of international brands, namely, sportswear, denim, and youth casual wear.

Celebrity endorsement

Celebrity endorsement (Actors / Sports stars / Models / Movies Stars) importance is assessed
during Consumer Surveys when consumers were asked specific psychometric questions which
tested and cross-checked the issues mentioned here. The data above is derived from statistically
accurate social / income group, and full age spectrum, surveys.

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International Brands

Local Brands

Planned Buying

Impulse Buying

Convenience

Brand name

Design

Quality

Price & Value

Relative Ranking Criteria and Consumer Habits for Clothing Purchase

Australia

63

60

38

44

22

22

52

49

28

Bangladesh

78

48

30

39

18

18

65

61

19

Cambodia

82

39

37

29

17

13

68

73

18

China

78

42

30

30

14

18

65

70

19

Hong Kong

70

60

44

44

15

18

57

62

28

India

84

45

33

37

13

13

69

65

18

Indonesia

90

42

26

30

14

14

83

70

22

Japan

63

60

38

38

17

17

58

63

24

Malaysia

90

42

30

34

14

15

74

70

17

New Zealand

63

67

49

38

22

17

58

56

31

The Philippines

78

54

39

39

18

14

65

70

22

Singapore

70

60

44

34

18

18

65

70

25

South Korea

66

64

36

47

19

21

54

58

23

Sri Lanka

84

39

33

28

15

16

69

74

21

Taiwan

74

57

32

37

17

17

61

74

20

Thailand

84

39

37

28

15

15

69

84

23

Vietnam
96
39
25
32
13
11
80
75
15
Purchasing Criteria and Habits are assessed during Consumer Surveys when consumers were asked
specific psychometric questions which tested and cross-checked the issues mentioned here. The
data above is derived from statistically accurate social / income group, and full age spectrum,
surveys.

Brand Selection
Consumers who purchase fashion products from Exclusive brand outlets tend to visit the store
specifically because they are attracted to that brand, not for reasons of brand comparison.
In multi-brand outlets the majority of women select and purchase a particular brand because of the
shopping experience. Overall preference for one brand over another is based on the shopping
experience generated by the chosen brand.

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Price over Brand Loyalty amongst Young Buyers


When shopping, price is the main consideration for young buyers and this extends to other
generations. Young buyers are not as brand loyal as their parents, with generally less than 50%
indicating brand loyalty as a major factor. There is an opportunity for more in-store marketing and
promotions as 25-40% of young buyers indicating that in-store promotions do drive purchases. In
addition a significant percentage of younger buyers are influenced by store merchandising and
displays.

Price

Brand Loyalty

Advertising offers

Loyalty Card

Presents

In Store Promotions

Press Advertising

Store Merchandising

Product Packaging

Promotional Staff

Purchase Drivers for Younger Buyers : < 19 and 19-24 Years Old

Australia

80

52

45

38

36

31

36

32

22

10

Bangladesh

70

36

41

35

25

28

25

25

14

Cambodia

60

39

44

29

27

30

23

21

17

China

64

41

36

30

28

32

28

22

18

Hong Kong

72

46

40

39

32

32

28

28

18

10

India

66

39

43

28

30

23

23

27

13

Indonesia

61

40

40

26

22

25

22

19

12

Japan

72

52

45

49

31

40

40

28

20

12

Malaysia

50

31

36

30

22

25

22

19

12

New Zealand

72

52

58

38

31

40

40

28

17

12

The Philippines

64

41

36

30

25

28

25

22

18

Singapore

72

52

52

34

36

32

36

28

20

10

South Korea

68

49

43

47

38

38

38

30

16

11

Sri Lanka

54

34

43

28

27

27

27

24

16

10

Taiwan

68

49

38

32

26

34

30

30

19

11

Thailand

60

34

43

37

27

30

27

21

16

10

Market

Vietnam
57
38
38
28
20
20
23
20
13
6
Purchase Drivers are assessed during Consumer Surveys when consumers were asked specific
psychometric questions which tested and cross-checked the issues mentioned here. The data above
is derived from statistically accurate social / income group, and full age spectrum, surveys.

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Domestic Brands -v- Foreign Brands

Do Not Trust Domestic Brands

Foreign Brands are of a Higher Quality than


Domestic Brands

Foreign Brands are Not of a Higher Quality


than Domestic Brands

Depends on the Brand

Trust Domestic Brands Strongly

Do Not Trust Domestic Brands Strongly

Foreign Brands are of a Higher Quality than


Domestic Brands

Foreign Brands are Not of a Higher Quality


than Domestic Brands

Depends on the Brand

25 + Years old

Trust Domestic Brands Strongly

< 19 & 19-24 Years old

Australia

68

32

43

34

23

79

21

36

39

25

Bangladesh

58

42

50

30

20

75

25

32

32

36

Cambodia

57

43

44

37

19

75

25

37

40

23

China

73

27

44

35

21

84

16

39

33

28

Hong Kong

70

30

47

34

19

84

16

37

38

25

India

70

30

47

34

19

83

17

39

32

29

Indonesia

64

36

46

38

16

80

20

38

32

30

Japan

73

27

41

30

29

81

19

31

35

34

Malaysia

70

30

42

34

24

82

18

33

34

33

New Zealand

69

31

47

32

21

80

20

37

31

32

The Philippines

61

39

45

31

24

83

17

36

38

26

Singapore

73

27

45

40

15

81

19

34

40

26

South Korea

71

29

42

38

20

75

25

37

34

29

Sri Lanka

68

32

43

30

27

82

18

36

36

28

Taiwan

70

30

48

38

14

76

24

39

39

22

Thailand

66

34

41

39

20

83

17

39

35

26

Vietnam
67
33
42
39
19
85
15
37
32
31
Brand Perceptions are assessed during Consumer Surveys when consumers were asked specific
psychometric questions which tested and cross-checked the issues mentioned here. The data above
is derived from statistically accurate social / income group, and full age spectrum, surveys.

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Branded Women's Fashion in Singapore

Asia-Pacific Markets Conclusion


In the Asia-Pacific region the branding of garments and accessories are in the growth phase.
Consumers have started identifying and preferring branded products over unbranded products due to
the growth of the retail sector and the presence of branded offerings.
Asia-Pacific consumer value quality and price rather than brand images; this means there are very
few brand loyal customers. Thus proper category management and retail presence can improve
branding and brand loyalty in the Asia-Pacific region.

Fashion market potential in the Asia-Pacific region


The Asia-Pacific Womens Branded Fashion market in the newly developing markets (for example
China, India, Indonesia, et al) is largely an upper middle class phenomenon. The vast majority of the
population of these countries cannot afford Branded Fashion. Thus whereas there are some Global
Brands in these countries, these serve a very few of the better off women.
It is the case that Asia-Pacific designers and entrepreneurs have often found success in the USA and
Europe, and one wonders what factors have taken them abroad to seek success. What is clear that in
the Asia-Pacific region to succeed one needs to aspire not just to a good local brand, but to develop
global brands which can take on the American and European brands head to head. To succeed AsiaPacific Fashion brands and designers will need to think laterally.

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Branded Women's Fashion in Singapore

What do consumers want in a branded product?


In Asia-Pacific countries there is rapidly growing youth population with a high level of education and
exposure to global imagery. This demographic is particularly susceptible to brand propositions. Thus it
is interesting to analyse the consumer needs of this demographic, as this will be the prime target for
any new brand.

What Do Consumers Want?


This is the perennial question with no ready answers. For many people the answer may simply be: to
be fashionable on a budget. That mean a convenient and comfortable location to spend their money
where they believe they will get value.
Why do retail brands attract consumers?
Which brand attributes were the most important to the customers?
The survey data shows the most important factors in determining store preference, i.e. which retail
brand consumers patronise when shopping). As can be seen the main factor was price, followed by
clothes design (i.e. fashion and trends). What this means for the store is clear product displays,
pricing, and merchandising; together with a sufficient inventory.
Whilst is may be considered that media advertisements would influence consumers, in fact this was
not the case as some retailers use substantially less media advertising than others. What was evident
was that in-store promotions frequently play an important role. Survey data suggests the following:-

The data above is derived from retail store surveys.

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Branded Women's Fashion in Singapore

What can Korean brands and designers do to counter the established brands?
There is little that any Asia-Pacific brands can do to counter the European and US brands. The
reasons for this the brand equity of the established brands and the fact that these brands are so
entrenched in the global market that it would be both expensive and ultimately counter-productive for
any newcomer to attempt to overturn the apple cart.
To counter the global brands a newcomer will have to succeed in each of the following areas:

Product Price

Product Design

Store Atmosphere

Store Location

Store Service

Product Promotions

The global players have spent decades working on these areas, and many of the global players have
had only marginal success. The marginality of their success is measured in their Return on
Investment, which has been only moderate in the past, and had indeed shown decline since 2008.
For Asia-Pacific brands to succeed they will need to re-think the traditional fashion brand retail model.

How can Korean brands and designers do better than the established brands?
It is not possible to speculate how designers may produce better designs. The experience is that
many Asia-Pacific designers are greatly influenced by US and European design concepts. Of course
the only reason that such designers are successful is because there is consumer demand for their
designs; ergo they have to produce US and European styles in order to succeed. The global brand
managers use designers to create the consumers perception of what is, and what is not, fashionable.
In this respect the consumer is very malleable and is sufficiently neurotic to believe that this year
green is the new black or brown is the new chique. One can never under-estimate the style sense
of the consumer, or over-estimate the ability to ability brand managers have in manipulating a gullible
customer base.
The question then is what Asia-Pacific brands can do to be better than the global brands. Once again
one returns to the consumer.

Product Price. The major high street fashion brands have firm control of product pricing
levels.

Product Design. The major high street fashion brands decide themselves on what is
fashionable at any particular moment in time.

Store Location. The major high street fashion brands have the market power to command the
prime locations.

Product Promotions. The major high street fashion brands have the market power to beat any
competitor in promotional activity.
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Branded Women's Fashion in Singapore

Store Atmosphere. New brands can compete here by catering to specific consumer
demographic and market segments.

Store Service. New brands can compete here by catering to specific consumer demographic
and market segments.

Novel marketing methods to distinguish oneself from the competition


Brands and Designers in the same industry generally use similar marketing methods to reach
customers. How can Korean Womens Fashion brands and designers get creative and use
unconventional marketing methods to distinguish their business from the competition?
This is specifically an area where new brands can start to compete with the tired marketing tactics
used by the major high street fashion brands. There are a number of ways in which new entrants to
the market can change the interface between brand and buyer; and these will inevitable depend on
the segmentation of the customer base to achieve a more friendly interaction with the customer.
The most cost-effective way of improving interaction with customers is to use new technology to build
databases on customers, to better interact with customer in-store, and as a means of communications
with customer to encourage them to visit stores.
RFID chips in Store Loyalty Cards
Most women carry a purse full of store loyalty cards, and these may or may not encourage the
consumer to return to a particular store. However the inclusion if a RFID chip in the card will allow
store to use a range of customer interface procedures when customer return to the store.
For example, an RFID chip will allow the customer to be identified as she enters the store and then a
series of screen displays using an interactive Avatar could engage the customer in conversation using
voice recognition software.
This conversation would use that customer previous purchases and choices as point of conversation.
Screens would be placed at various locations in the store and the dialogue could continue and also
direct the customer to particular products and promotional offers.
Hallo Jane, welcome back. If you would prefer me not to help you please say -Yes- now.
OK. Can I show you some of our special offers in your size?
How did you like the skirt you bought the last time you were here?
When two customers are within the same range of the same Avatar, the Avatar could introduce one
customer to the other.
Jane, can I introduce you to Betty? She has been a customer here for over two years.
Ladies, did you know that we have a special offer this week on jeans. You will find them in
the next section beside the changing cubicles.

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Branded Women's Fashion in Singapore

The use of automated systems based on customer identification would potentially enhance the
shopping experience for the buyer and at the same time allow the collection of valuable market
intelligence.
Special Occasions
Small brands are more flexible in their operations and they are more able to interact with specific
customer segments. By matching specific customer segments with specific product offering and
special promotions a retailer can attract customers in a much more effective way than any major high
street fashion retailer.
By building up consumer contact lists, categorised by demographic and social groupings, products
could be promoted to these customer segments through special occasions (during weekends or
evenings) where specific product ranges could be presented. The product ranges could then be
maintained through online marketing.
Spontaneous Eventing
The most profitable and dynamic customer segment tends to be the under 24 year group. This
demographic could be attracted to spontaneous events held in the retail premises or in local clubs or
other locations. These events would combine a social occasion with the promotion of particular
product offerings. Such events would be announced by mobile telephone messaging at the last
moment and would be intended to divert young people from their usual social haunts to the event.
One would build into the system exclusive events for high spending customers and these would
involve musicians, local celebrities or special guests. There would be amongst the general customer
base a desire for inclusion into this inner circle.

There are many similar ways in which a small brand can outmanoeuvre the larger, more bureaucratic,
brands.

Unique Brand Offerings


A unique brand offering attracts more attention and results in more sales is a reasonable
assumption; however there is nothing unique in the fashion industry.
One might imagine that the use of novel textiles or build-in electronics may be possible; however the
fact is that if there was any viable possibility for such innovations they would already have been
seized upon by the major brands.
Gimmicks and gadgets tend to devalue the long-term image of brands and they should be avoided.

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Branded Women's Fashion in Singapore

New and Untapped Market Demand


In the Asia-Pacific region the new and untapped markets tend to be in the less affluent and rural parts
of the developing countries. Unfortunately this population has little disposable income to spend on
branded fashion garments.
There is no new or untapped market demand available to overseas brands in Asia-Pacific region.
What local and segmented demand for garments which exists in each country is catered for by local
entrepreneurs offering discount products. Each market has its own domestic brands which cater for
the middle price range garments. Overseas brands have high overheads and cannot compete in the
lower end of the market and are therefore limited to a relatively small part of the overall garments
market.

Niche Markets
There are niche markets, niche re-vitalisation and niche development; and there is always some
opportunities in each area.
Geographic Niches
Districts with limited competition often provide strong retail niches where it is very easy for shoppers
to find a retail brand locations isolated from competitors. Downtowns areas are often available for
strong niche locations. Niche locations can also provide cost advantages because retail space is
usually affordable and staff wage expectations are lower.
Customer Segment & Demographic Niches
The identification of customer segment niches requires local knowledge. The possibilities include:

Ethnic demographics
Office workers
Older customers segments
Sports enthusiasts
Students
Tourists

Product or Service Niches


Product or service niches are usually concerned with the special needs or aspirations of particular
consumer groups. Some examples would be:

Add-ons like jewellery products or cosmetics


Exclusives & Limited editions of garments
Factory outlets or value retailing
Garment customisation
Joint promotions with other retailers or service providers
Special garment sizes
Special Services like home visits and personal shoppers

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Branded Women's Fashion in Singapore

Brand Superiority
Brands have to offer potential buyers as many benefits as possible; especially, product superiority,
product differentiation, or a very strong brand image or heritage.
New brands and newcomers are limited in the benefits they can offer. The democratisation of the
luxury brands and their general availability (if not financial accessibility) means that the bar has been
raised for all the middle ground players. Thus Product Superiority and Product Differentiation are now
perceived by consumer as being the preserve of the luxury brands. In general this also applies to
Brand Image and Brand Heritage.
Thus is it increasingly difficult for High Street Fashion brands to offer their customers anything other
than the things being sought by the average retail customer. Those brand benefits are generally
regarded as being:

Product Price

Product Design

Store Atmosphere

Store Location

Store Service

Product Promotions

The High Street brands are thus limited to offering a lower product price, a better store atmosphere,
better store service, and a more convenient store location. The benefits of design and promotions are
transitory and very variable.

Building Heritage Brands


The cost of doing a good job in Brand Building and Design is not necessary any more than the cost of
producing mediocre brands and designs.
The building of a heritage brand always starts with a brand name which has a sufficient resonance to
be able to persuade consumers that it has sufficient weight to carry such a brand image.
For Asia-Pacific companies it will be necessary to buy an existing name and convert that into a brand
image. To be a heritage name it must have resonance in Europe and the USA and this means that
the name must be widely known in Europe and the USA.
Once a suitable name has been purchased then an Asia-Pacific company can use the normal brand
creation tools to build the name into a brand.

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Branded Women's Fashion in Singapore

Brand Resonance

Building a strong brand uses a sequence of steps, in which each step is dependent on the success of
the previous step such as. These are as follows:1.
2.
3.
4.

Brand identity. This needs to be specific and clear.


Brand meaning. What does the brand do for the consumer?
Brand responses. How do consumers perceive and react to the brand?
Brand relationships. What connections does the brand have and how does it connect with the
consumer?

The implementation of these steps, essential in the creation of the best brand identity, brand meaning,
brand responses, and brand relationship, is a complicated and difficult process. The components of
the process involve the following concepts:Brand Salience relates to aspects of the awareness of the brand, for example, how often and easily
the brand is evoked under various situations or circumstances.
Brand Meaning is made up of two major categories of brand associations that exist in customers
minds related to performance and imagery, with a set of specific subcategories within each. These
brand associations can be formed directly (from a customers own experiences and contact with the
brand) or indirectly (through the depiction of the brand in advertising or by some other source of
information, such as word of mouth). These associations serve as the basis for the positioning of the
brand and its points-of-parity and points-of-difference. Creating strong, favourable, and unique
associations and the desired points-of-parity and points-of-difference can be difficult for marketers,
but essential in terms of building brand resonance. Strong brands typically have firmly established
favourable and unique brand associations with consumers.
Brand Responses refers to how customers respond to the brand and all its marketing activity and
other sources of information that is what customers think or feel about the brand. Brand responses
can be distinguished according to brand judgments and brand feelings, that is, in terms of whether
they arise from the head or from the heart.
Brand Judgments focus on customers personal opinions and evaluations with regard to the brand.
Brand judgments involve how customers put together all the different performance and imagery
associations of the brand to form different kinds of opinions.
Brand Feelings are customers emotional responses and reactions with respect to the brand. Brand
feelings also relate to the feelings that are evoked by the marketing program for the brand or by other
promotional means.
Brand Resonance refers to the nature of this relationship and the extent to which customers feel that
they connect with a brand and feel in synchronization with it. With true brand resonance, customers
have a high degree of loyalty marked by a close relationship with the brand such that customers
actively seek means to interact with the brand and share their experiences with others.
The importance of the brand resonance model is in the checklist it provides for brand building. It
provides a basis by which brands can assess their progress in their brand building efforts as well as a
guide for marketing research initiatives. Brands must have a Duality. That Duality is the brands
connection with the Consumers Head and Heart. One important point reinforced by the model is that
a strong brand has such a duality. A strong brand appeals to both the head and the heart. Strong
brands blend product performance and imagery to create a rich, varied, but complementary set of
consumer responses to the brand.

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Branded Women's Fashion in Singapore

Brand Persistence
Brand Persistence or Success is a basic matter of capturing a sufficient customer base or brand
following to sustain the brand over a period of time. Each year there are hundreds of brands
introduced to the market; only a limited number survive 3-5 years, and only a fraction survive for more
than 5 years. The lifecycle of a brand depends on the professionalism and determination of the brand
managers.

Capturing a customer base


Capturing a customer base requires a very efficient and co-ordinated marketing effort to address the
expectations of existing customers. Essentially this is a marketing task to offer the customer base a
greater number of relevant purchase opportunities as opposed to ineffective purchase opportunities,
and greater number of competitive product offers as opposed to undifferentiated product offers. The
target customer base needs to be assured that they will get the product and services they expect from
the brands they value the most.
a. Defining the target audience.
Who: Segment the target audience as precisely as possible
Where: The marketing mix has to be fined tuned to each segment
How: Audience management through multiple communications channels
Push: Prioritize and Filter product and promotional management tactics
Pull: Product Design, Buying Experience, Store Design, Point of Sale, Inventory management
b. Engaging the target audience
Value Proposition
Product Pricing
Product Design
Store Experience
c.

Converting the target audience


Predatory Pricing
Tactical Marketing
Tactical Advertising
Tactical Offers & Promotions

d. Strategy
Strategic analysis of customer expectations
Strategic blueprint to meet the customer expectations
Strategic Business Plan
Strategic marketing objectives
e. Focus
Focus on the customer base segments which meet the profit objectives of the brand
Focus on realistic marketing goals
Focus on the medium and long term development of the brand
f.

Monitor
Seek and automate customer base feedback
Formalise data collection and collation
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Branded Women's Fashion in Singapore

Monitor customer attitude and perceptions


Automate the systems
g. Communicate
h. Create value
i.

Database management and systems automation

Expand the customer base


In order to optimize the value of the customer base, brands are required to constantly be in a process
of re-attracting, re-engaging and re-converting their current customer base to leverage latent value.
Re-acquisition processes (acquiring them in another segment, acquiring them in a new channel,
broader share of wallet) drive cross-sell and up-sell.
It may be a basic concept that companies need to have single view of the customer across the
enterprisethe reality is that today, it is not enough. One needs a broader view. Not just across
ones own systems but with supply partners and marketing partners. Offers need to be consistent
across channels and retail vehicles, even ones outside the brands usual sphere.
To drive cross-sell and up-sell one needs to understand customer characteristics and propensities
insights to customer segments. Expectations may be high because of the brands pre-existing
relationship with them.
Once one has the marketing mix aligned with the ability to listen and respond to the customer base,
one then has to apply the right insights to create the best and most relevant product offerings.
Optimized engagement with the customer base and the combination of the right offer with the right
marketing provides consistency with ones customers and this helps create an on-going dialogue
across channels.
One needs to respond in real time however the consumer come to the brandwhether at a point of
sale, entering the store, online, promotion, etc. Whether ones primary metrics are RFM, Share of
Wallet or lifetime value, effective feedback can help one track and optimize performance on the
segment level.
Addressable Advertising: Brands cannot chase everyone, one needs to focus on those consumers
who are most relevant to ones business, and one needs to stop wasting money on those consumers
who are not relevant.

Preserve the customer base


Valuable customers are the lifeblood of the brand with whom they choose to do business. Savvy
consumers sense that companies generally treat their potential customers better than their current
customers. They feel like they deserve to be recognized and rewarded for their loyalty. There are
specific ways leading companies consistently treat and engage their customers in the way they
expect.
Customer loyalty is born when companies fulfil their brand promise or value to their customers.
Additionally, companies that are ranked highest in customer satisfaction employ additional initiatives
that specifically cultivate loyalty and customer advocacy, whether its a point or reward system or

142

Branded Women's Fashion in Singapore

special access to exclusive events or benefits, or just something as basic as having their preferences
acknowledged and honoured.
The lifecycle is entirely interdependent. Retention efforts first start with strong acquisition. One needs
to attract the right people in the first place. Once one has captured a customer, the proper
maintenance is essential. One starts building their loyalty habit in the very first interactions with the
brand. A strong cross-enterprise single view of the customer (recognizing, learning and remembering)
can ensure that in their next interaction, whatever channel they chose to engage the brand through,
the brand is aware of the previous interaction.
Brands need to be both reactive and proactive in their efforts to reduce attrition.

Brand Development Opportunities


The question of whether brand managers should produce innovative new brands and designs or tap
into the potential of existing or little used brands is asked by managers in every major fashion
supplier. The answer is that neither option is easy or affordable for the average established brand
producers, let alone a newcomer.
The global brands have thousands of brand managers seeking just these answers; however the
reality of the situation is that there is little innovation to be achieved and few brands to be re-vitalised.
Thus brand managers are left with the same tired mantra of what is the new black and what is in this
season.
All brand managers can do is to re-invent tired brands and rely on the neurosis of the consumer to
accept the smoke and mirrors proffered by the fashion industry.
Considering the product categories identified one can make the following comments:Young Casual Fashion wear
Can products be annually re-branded with merchandising deals with the latest Singers or Bands?
Experience as far back as the 1920s, through to the Rock and Roll Era, the Swinging 60s, the Disco
and Glam Rock 70s, the Punk 80s, the Girl Power 90s, and more recently has shown that music fads
and styles are unable to support fashion products for more than a few years. Fashion based on
popular culture tends to be a temporary phenomenon and may terminally damage a brand if that
brand becomes associated with last years music fad. The use of popular culture as a fashion
stimulus is a short-term and dangerous strategy.
Which youth market Film Stars can be Fashion branded?
Film stars are frequently used as models and for celebrity endorsement purposes, however very few
of them have successfully been branded as a fashion product. The research shows that in the AsiaPacific region Celebrity Endorsement does not score very high in the factors which influence
consumers.
What new technology can be added to Youth Fashion: Electronics, Photovoltaic mobile phone
charging, new functional textiles?
In the Youth Fashion markets there are possibilities to incorporate technology into fashion products
and these items will enjoy the same success as would any gadget. If a brand manager could produce

143

Branded Women's Fashion in Singapore

a series of products, perhaps released on an annual basis, aimed at the youth market then it is
entirely possible that there would be a market for those products.

Career Fashion wear


How can Korean Womens Fashion brands and designers compete with the established brands?
To establish a successful Career Fashion wear brand one ideally needs to tap into the mind-set of the
junior and middle manager. Senior managers and Directors do not purchase Career wear, they
purchase prime luxury brands.
Junior and middle are generally influenced by corporate imagery, be that fashion brands or corporate
logos. Therefore it is entirely possible that one might use one of the brands or corporate logos to
launch a Career Wear fashion brand.
Once could seek to re-engineer an obsolete brand like Schiaparelli or one might decide to think
laterally and use a brand image which is established in the mind of the target customer base for some
other reason. It is possible to license brands like Bugatti, and use them to formulate fashion brands
which would have resonance with junior and middle manager. One might seek to licence other brand
images, for example, produce a Black Card Fashion brand based on the American Express card of
the same name. One might produce a brand with a small red distinctive logo on the lapel, perhaps
called Legion (reminiscent of the Lgion dhonneur), which would confer some pre-negotiate rights for
the wearer (for example access to Airport Lounges or the Business Centres of hotel chains).
Branding images reflect the state of mind of the consumer and in this market sector the consumer is
striving for recognition.

Denim & Casual Fashion wear


How can one tap into existing brand names and consumer trends?
Denim and Casual Fashion wear is the province of US brands because they are based on the wide
open spaces of the American West. It is difficult for newcomers to sell other than discount and low
cost denim products.
Indeed one could extend the Porsche and Jaguar clothing merchandise into Shopping Mall and High
Street Jeans and Casual wear, however
How can one tap into leisure interests of the consumer?
It is not certain that denim continues to be associated with leisure pursuits any longer. In established
markets jeans are everyday wear which is used by a wide age demographic. Denim jackets, shirts,
and skirts have a somewhat uncertain image.

Sports & Outdoor Fashion wear


The problem for newcomers is that the established sportswear fashion brands have long term
arrangements with the major sports clubs and tournaments. It is this exposure, (with logos on the
shirts of sportsmen and throughout the sporting environment), which influence the consumers. With
many decades of this brand positioning it is very difficult for a newcomer to impact on this market.

144

Branded Women's Fashion in Singapore

How can one produce branded functional product innovations using new textiles and functional
research?
If such innovation was possible then it would have already be done by the existing brand managers.
Indeed recent scientific research, and the resulting publicity, has revealed that the claims made by the
sport footwear manufacturers regarding the benefits of the technical construction and materials used
in their footwear were entirely false.
How can one tap into sporting trends, sports personality brands, or sports venue brands?
With sportswear brands there is always the possibility to promote brands through signing up sports
personalities and sports venues. This is an expensive business and the short-term advertising effect
is variable. Essentially the brand is re-enforced through its identification with the sports personality or
tournament and this is a highly seasonal phenomenon and a short-lived phenomenon. It is unlikely
that a newcomer could achieve any real headway in this market segment unless the newcomer was
prepared to make a very significant cash investment in the project. That investment would certain run
into several tens of millions of dollars.

Fashion accessories
Can one extend existing Fashion wear brands into fashion accessories?
The extension of fashion wear brands into fashion accessories is a strategy that is sometimes used
by brand names. Certainly the use of co-ordinated accessories which are introduced concurrent with
that seasons designs are a valuable addition to the product range. The supply of loose accessories
(i.e. not part of any collection) may have some drawbacks for the overall brand image as it will tend to
distract from the overall position of the brand and the seasonal imagery.
Can one offer product innovation or functionality?
There are product and technological innovations frequently applied to fashion accessories. One
example is the Novero series of fashion headsets. This product range goes from a US$110,000
diamond fashion headset, to a US$1000 lapis lazuli headset to more modestly price headsets. Clearly
the buyers of these accessories are rather more neurotic than the average fashion buyer, and as such
represent a good marketing opportunity.
Similarly there are many possibilities to build electronics into handbags, belts, and other fashion
accessories and these opportunities might be profitably explored.

Lingerie
There are several global lingerie brands, for example Victorias Secret, La Perla and La Senza,
however all have suffered from reduced margins and trading difficulties over the years.
In December 2011 the UK operation of La Senza went into administration with the closure of 164
outlets. This is a difficult market sector in which to may sustainable returns.
Pierre Cardin Lingerie was introduced in Singapore in 1995 and in general this brand was successful.
However, whilst the Cardin name may be known to older women, it is probably not so well known to
the younger women, and their partners, who are the target demographic for lingerie products.
Which personalities, images or perceptions can be tapped to produce an outstanding lingerie brand?

145

Branded Women's Fashion in Singapore


Victorias Secret has used series of models (the Victorias Secret Angels) to promote their products
and this would appear to be the trend. The use of such models may be due to the fact that a large
part of their income is derived from men purchasing articles for women. The business model is firmly
targeted at men and this is reflected in their store fittings, together with their catalogue and online
business.

146

Branded Women's Fashion in Singapore

Fashion Industry Checklist


Any checklist used by fashion wear producers and brand managers will include some fundamental
topics. These include: fashion fundamentals, principles and elements of design; product options and
preparation; product selection and continuity; and consumer strategies.

Average
Average
Average
Average
Average
Average

Bad

Good

Average

Average

Bad

Good

Average

Average

Average

Average
Average
Average
Average
Average
Average

Good
Good

Average

Good
Good
Good
Good
Good
Good

Good
Good

Good

Bad
Bad
Bad
Bad
Bad
Bad

Average
Average

Bad

Good

Good
Good

Good
Good

Good
Good

Good
Good

Good
Good

Good

Good
Good

Good

Average
Average

Good

Average
Average
Average
Average
Average
Average

Good
Good

Average

Good
Good
Good
Good
Good
Good

Average
Average

Good

Average
Average
Average
Average
Average
Average

Average
Average

Average

Good
Good
Good
Good
Good
Good

Good
Good

Good

Average
Average
Average
Average
Average
Average

Average
Average

Average

Average
Average
Average
Average
Average
Average

Bad
Bad

Average

Average

Good
Good

Average
Average

Good
Good

Average
Average

Good
Good

Average

Bad

How well do the retail management


perform in respect of product strategy?

Bad

Good

Good

Average

Bad
Bad
Average
Bad
Bad
Bad

Bad
Bad
Average
Bad
Bad

Good
Good
Good

How well do the retail management


perform in respect of leadership
strategy?

Good

How skilled are the management and


leadership in the country?

Bad

How developed are the merchandising


strategies?

Bad

How well developed are consumer


strategies in respect of the selection,
development, and assortment of fashion
products?

Bad

How well do the existing products cover


all the available options within the
fashion design and merchandising?

Good

How well do the brands adhere to the


recognised principles of fashion
products?

Good

How well do the existing products and


design evoke the fundamentals of
fashion design and merchandising?

Good

How effective are the existing products


and designs in demonstrating the
potential for greater market penetration in
the country?

Good

Country specific

Australia
Bangladesh
Cambodia
China
Hong Kong
India
Indonesia
Japan
Malaysia
New Zealand
Philippines
Singapore
South Korea
Sri Lanka
Taiwan
Thailand
Vietnam

Fashion Design and Merchandising

The data above is derived from trade commentary.

147

How do the domestic brands use


technology in fashion design?
Well
Badly
Badly
Well
Well
Average
Average
Well
Average
Well
Average
Well
Well
Badly
Well
Average
Average

How well do the domestic brands identify


and utilize fashion design concepts?
Well
Badly
Badly
Average
Well
Average
Average
Well
Average
Well
Average
Well
Well
Badly
Well
Average
Average

How well do the existing brands perform


in organizational and operational factors?

The data above is derived from trade commentary.

148
Average

Average

Good

Bad

Good

Good

Average

Good

Average

Good

Average

Average

Good

Average

Bad

How much significance do the global


brands have in the country?
Limited

Average

Good

Limited

Good

Good

Average

Good

Average

Good

Average

Average

Good

Average

Limited

Limited

How well do the international brand


images affect the fashion industry in the
country?

Bad

Average

Average

Good

Bad

Good

Good

Average

Good

Average

Good

Average

Average

Good

Average

Bad

Bad

How well do the domestic brands


perform in determining fashion trends?
Average

Average

Good

Bad

Good

Good

Average

Good

Average

Good

Average

Average

Good

Average

Average

Average

Good

Average

Average

Good

Bad

Good

Good

Average

Good

Average

Good

Average

Average

Good

Average

Bad

Bad

Good

How well do the domestic brands identify


and analyse characteristics of fashion
products and designers?

Good

Average

Average

Good

Bad

Good

Good

Average

Good

Average

Good

Average

Average

Good

Average

Bad

Bad

Good

How well do the domestic brands


interpret influences on fashion design?

Good

Australia
Bangladesh
Cambodia
China
Hong Kong
India
Indonesia
Japan
Malaysia
New Zealand
Philippines
Singapore
South Korea
Sri Lanka
Taiwan
Thailand
Vietnam

Country specific

Good

Branded Women's Fashion in Singapore

Performance Indicators

Average

Good

Average

Average

Good

Average

Good

Average

Good

Good

Bad

Good

Average

Average

Average

Well

Average

Average

Well

Average

Well

Average

Well

Well

Badly

Well

Average

Average

How well do local entrepreneurs use


planning and systems for brand
management in the country?

Bad

How good is the local knowledge and


skills in the fashion industry in the
country?

Badly

How well do local entrepreneurs


recognise brands opportunities in the
country?

Average

The data above is derived from trade commentary.

149
Average

Average

Well

Badly

Well

Well

Average

Well

Average

Well

Average

Average

Well

Average

Badly

Average

Country specific

Average

How well do the domestic brands use the


principles of design to enhance the
appearance of body shapes in the
country?
Average

Average

Well

Badly

Well

Well

Average

Well

Average

Well

Average

Average

Well

Average

Badly

Badly

Well

Average

Average

Well

Badly

Well

Well

Average

Well

Average

Well

Average

Average

Well

Average

Badly

Badly

Well

How well do the domestic brands use


colour schemes and illusions effectively
in apparel in the country?

Australia
Bangladesh
Cambodia
China
Hong Kong
India
Indonesia
Japan
Malaysia
New Zealand
Philippines
Singapore
South Korea
Sri Lanka
Taiwan
Thailand
Vietnam

Average

Average

Well

Badly

Well

Well

Average

Well

Average

Well

Average

Average

Well

Average

Badly

Badly

Well

How well do the domestic brands use the


principles of design in the country?

Well

Average

Average

Well

Badly

Well

Well

Average

Well

Average

Well

Average

Average

Well

Average

Badly

Badly

Well

How well do the domestic brands use


elements of design in the country?

Good

Australia
Bangladesh
Cambodia
China
Hong Kong
India
Indonesia
Japan
Malaysia
New Zealand
Philippines
Singapore
South Korea
Sri Lanka
Taiwan
Thailand
Vietnam

Country specific

Well

Branded Women's Fashion in Singapore

Application of Design Performance Factors

Industry Performance Indicators

Evaluating apparel care procedures.


Good
Bad
Bad
Average
Good
Average
Average
Good
Average
Good
Average
Good
Good
Bad
Good
Average
Average

Analysis of the sources for purchasing


fashion products.
Good
Average
Bad
Average
Good
Average
Average
Good
Average
Good
Average
Good
Good
Average
Good
Average
Average

Analysis of the selection and use of


fashion accessories.

The data above is derived from trade commentary.

150
Average

Average

Good

Bad

Good

Good

Average

Good

Average

Good

Average

Average

Good

Average

Bad

Analysis of the quality of product crafting,


fabric, and design.
Average

Average

Good

Bad

Good

Good

Average

Good

Average

Good

Average

Average

Good

Average

Bad

Bad

Ability in planning product mixes and


coordinating existing product ranges.

Bad

Average

Average

Good

Bad

Good

Good

Average

Good

Average

Good

Average

Average

Good

Average

Bad

Average

Determining the criteria for fashion


products that meet the needs of
consumers.
Average

Average

Good

Bad

Good

Good

Average

Good

Average

Well

Average

Average

Good

Average

Bad

Average

Good

Average

Average

Good

Bad

Good

Good

Average

Good

Average

Well

Average

Average

Good

Average

Bad

Average

Good

Evaluating the impact of fashion trends


and forecasting on consumer choices in
the country.

Good

Average

Average

Good

Bad

Good

Good

Average

Good

Average

Well

Average

Average

Good

Average

Bad

Average

Good

Decision-making processes to selecting,


purchasing, and development fashion
brands in the country.

Good

Australia
Bangladesh
Cambodia
China
Hong Kong
India
Indonesia
Japan
Malaysia
New Zealand
Philippines
Singapore
South Korea
Sri Lanka
Taiwan
Thailand
Vietnam

Country specific

Good

Branded Women's Fashion in Singapore

Performance Indicators for brand selection, development, and distribution

Determine the impact of technology on


the marketing and merchandising of
fashions.
Good
Bad
Bad
Average
Good
Average
Average
Good
Average
Good
Average
Good
Good
Bad
Good
Average
Average

Identify viable markets for fashion


products.
Good
Average
Bad
Average
Good
Average
Average
Good
Average
Good
Average
Good
Good
Bad
Good
Average
Average

Analysis of viable merchandising


techniques.

The data above is derived from trade commentary.

151
Average

Average

Good

Bad

Good

Good

Average

Good

Average

Good

Average

Average

Good

Average

Bad

Product displays using the elements and


principles of design.
Average

Average

Good

Bad

Good

Good

Average

Good

Average

Good

Average

Average

Good

Average

Bad

Bad

Planning the functions of the operational


and marketing processes.

Bad

Average

Average

Good

Bad

Good

Good

Average

Good

Average

Good

Average

Average

Good

Average

Bad

Bad

Identifying strategies for promoting


products and services.
Average

Average

Good

Bad

Good

Good

Average

Good

Average

Good

Average

Average

Good

Average

Bad

Average

Good

Average

Average

Good

Bad

Good

Good

Average

Good

Average

Good

Average

Average

Good

Average

Bad

Bad

Good

Planning the role and effectiveness of


advertising on consumer choices.

Good

Average

Average

Good

Bad

Good

Good

Average

Good

Average

Good

Average

Average

Good

Average

Bad

Bad

Good

Planning the impact of visual


merchandising.

Good

Australia
Bangladesh
Cambodia
China
Hong Kong
India
Indonesia
Japan
Malaysia
New Zealand
Philippines
Singapore
South Korea
Sri Lanka
Taiwan
Thailand
Vietnam

Country specific

Good

Branded Women's Fashion in Singapore

Performance Indicators for merchandising strategies

Branded Women's Fashion in Singapore

Market Strategy Insight


Market Entry Possibilities and Criteria
The data provided by the market difficulties, market, financial and consumer analyses indicate a road
map for market entry in the Asia-Pacific region. It is necessary not only to evaluate the short-term
prospects (1-7 years), but more importantly the medium term (7-14 years), and the long term (14+
years). More important than the size of the market potential is the potential for the return on
investment. Therefore this section will attempt to provide a concise appraisal of the market entry
possibilities and the rationale behind those choices.

Fashion
Accessories

Lingerie &
Underwear

Sports &
Outdoor
Wear

Every day
Wear

Denim &
Casual Wear

Career Wear

S = 1-7
years
M = 7-14
years
L = 14-21
years

Young
Casual Wear

Market Entry Difficulties

Australia

Bangladesh

Cambodia

China

Hong Kong

India

Indonesia

Japan

Malaysia

New Zealand

Philippines

Singapore

South Korea

Sri Lanka

Taiwan

Thailand

Vietnam

= Easy

= Neutral

= Difficult

Market Entry Difficulties refer to the ease of entry to the market, the potential for direct investment and
the regulatory environment for the products and the operation of a business.

152

Branded Women's Fashion in Singapore

Fashion
Accessories

Lingerie &
Underwear

Sports &
Outdoor
Wear

Every day
Wear

Denim &
Casual Wear

S = 1-7
years
M = 7-14
years
L = 14-21
years

Career Wear

Young
Casual Wear

Market Potential

Australia

Bangladesh

Cambodia

China

Hong Kong

India

Indonesia

Japan

Malaysia

New Zealand

Philippines

Singapore

South Korea

Sri Lanka

Taiwan

Thailand

Vietnam

= Growth

= Static

= Decline

The market potential is a function of market size, disposable income and propensity to consume. In
some countries, notable China, there is demographic dysfunction due to the one child policy and this
has created a serious problem with standard distribution of the population. Essentially in China there
are fewer females and there is an aging population. Both these factors in China will impact womens
fashion products.

153

Branded Women's Fashion in Singapore

Fashion
Accessories

Lingerie &
Underwear

Sports &
Outdoor
Wear

Every day
Wear

Denim &
Casual Wear

Career Wear

S = 1-7
years
M = 7-14
years
L = 14-21
years

Young
Casual Wear

Financial Potential

Australia

Bangladesh

Cambodia

China

Hong Kong

India

Indonesia

Japan

Malaysia

New Zealand

Philippines

Singapore

South Korea

Sri Lanka

Taiwan

Thailand

Vietnam

= Growth

= Industry Averages

154

= Decline

Branded Women's Fashion in Singapore

Fashion
Accessories

Lingerie &
Underwear

Sports &
Outdoor
Wear

Every day
Wear

Denim &
Casual Wear

Career Wear

S = 1-7
years
M = 7-14
years
L = 14-21
years

Young
Casual Wear

Consumer Potential & Attitudes

Australia

Bangladesh

Cambodia

China

Hong Kong

India

Indonesia

Japan

Malaysia

New
Zealand

Philippines

Singapore

South
Korea

Sri Lanka

Taiwan

Thailand

Vietnam

= Positive

= Neutral

155

= Negative

Branded Women's Fashion in Singapore

Relative Return on Investment by country 1-7 years & 7-14 years


The data provided by the market difficulties, market, financial and consumer analyses plotted against
the likely investment costs within each country produces a snapshot of the relative levels of Return on
Investment for each country in the short-term (1-7 years), the medium term (7-14 years), and the long
term (14+ years).

The data above is derived from relative product, market and financial analysis.

156

Branded Women's Fashion in Singapore

Relative Return on Investment by country 14+ years & Overall

The data above is derived from relative product, market and financial analysis.

157

Branded Women's Fashion in Singapore

Relative Return on Investment by Product Category


The data provided by the above analyses is used to provide a breakdown of the potential of Return on
Investment for each product category for each country in the short-term (1-7 years), the medium term
(7-14 years), and the long term (14+ years).

Relative Return on Investment by country for Young Casual Wear

The data above is derived from relative product, market and financial analysis.

158

Branded Women's Fashion in Singapore

Relative Return on Investment by country for Career Wear

The data above is derived relative product, market and financial analysis.

159

Branded Women's Fashion in Singapore

Relative Return on Investment by country for Denim & Casual Wear

The data above is derived relative product, market and financial analysis.

160

Branded Women's Fashion in Singapore

Relative Return on Investment by country for Every day Wear

The data above is derived relative product, market and financial analysis.

161

Branded Women's Fashion in Singapore

Relative Return on Investment by country for Sports & Outdoor Wear

The data above is derived relative product, market and financial analysis.

162

Branded Women's Fashion in Singapore

Relative Return on Investment by country for Lingerie & Underwear

The data above is derived relative product, market and financial analysis.

163

Branded Women's Fashion in Singapore

Relative Return on Investment by country for Fashion Accessories

The data above is derived relative product, market and financial analysis.

164

Branded Women's Fashion in Singapore

Opinions of the fashion and retail experts on introducing new brands

The data above is derived from the opinions of the fashion and retail experts in each country.

165

Branded Women's Fashion in Singapore

MARKET RESEARCH COVERAGE


Markets & Products covered
The report will give market data for each of the below Women's Fashion Product and Market Sectors,
by year Historic: 1997-2011, and Forecast: 2012-2028. Data will be given for the Singapore National
Market plus market data for each major City in the Singapore.

Product Sectors

Female Garment Categories covered

1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.

Fur & Fun Fur Garments


Dresses
Outerwear Coats, Jackets & Rainwear
Suits, Touser Suits, Jackets, Blazers & Business Wear
Slacks, Trousers, Jeans, Shorts & Skirts
Tops, T-Shirts, Knit & Woven Tops, Blouses, Sweaters
Sportswear & Swimwear
Hosiery, Pantyhose, Socks & Tights
Underwear, Bras & Girdles
Lingerie, Sleepwear & Loungewear
Hats, Scarves, Wigs & Hairpieces
Accessories, Handbags, Wallets, Neckwear, Gloves & Belts
Tailored Garments
Casual, Sweat tops, Pants, & Warm-ups
Functional Garments, Uniforms, Smocks & Workwear
Footwear
Dress & Casual Footwear
Athletic Footwear & Trainers

Female Fashion Categories covered

19.
20.
21.
22.
23.
24.
25.
26.

Young Casual Wear


Career Wear
Denim & Casual Wear
Everyday Wear
Sports & Outdoor Wear
Lingerie & Underwear
Fashion Accessories
Footwear

166

Branded Women's Fashion in Singapore

Survey Data
The investigation consisted of field surveys and consumer interviews.
Discussions with the local experts covered the following issues based on the interviewees personal
or corporate experiences. Interviews were conducted with various industry experts.
Fashion Experts at Fashion Magazines or other Media regarding the existing market conditions for
Womens Fashion Brands, the existing penetration of Asian Womens Fashion Brands and the future
prospects for Asian Womens Fashion Brands.
Fashion Trade Wholesalers, Fashion Brand Managers, Fashion Trade Buyers, Fashion Retailers, Instore Retail Negotiators were interviewed.
The surveys of Consumers and Retail Customers were done to analyze overall Womens Fashion
retail issues, Brand awareness and attitudes towards Asian brands and imports, criticisms of existing
retailers, methods for fashion retailers to improve service, et cetera. The Surveys covered Retail Store
Customers and Consumers of Fashion products.

Consumer Surveys
Consumer Surveys Details
Consumer Surveys
Buyer Profiles:

http://www.worldconsumption.info/Womens_Fashion_Singapore/Databases/SU4A.xls

Competitors:

http://www.worldconsumption.info/Womens_Fashion_Singapore/Databases/SU4C.xls

Retail

http://www.worldconsumption.info/Womens_Fashion_Singapore/Databases/SU4O.xls

Operations:
Products:

http://www.worldconsumption.info/Womens_Fashion_Singapore/Databases/SU4P.xls

Trading Area:

http://www.worldconsumption.info/Womens_Fashion_Singapore/Databases/SU4T.xls

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Retailer & Wholesaler Surveys


Retailer & Wholesaler Surveys Details
Retailer & Wholesaler Surveys
Buyer Profiles:

http://www.worldconsumption.info/Womens_Fashion_Singapore/Databases/SU5A.xls

Competitors:

http://www.worldconsumption.info/Womens_Fashion_Singapore/Databases/SU5C.xls

Retail

http://www.worldconsumption.info/Womens_Fashion_Singapore/Databases/SU5O.xls

Operations:
Products:

http://www.worldconsumption.info/Womens_Fashion_Singapore/Databases/SU5P.xls

Trading Area:

http://www.worldconsumption.info/Womens_Fashion_Singapore/Databases/SU5T.xls

Trade Decision Makers Surveys


Trade Decision Makers Surveys Details
Trade Decision Makers Surveys
Buyer Profiles:

http://www.worldconsumption.info/Womens_Fashion_Singapore/Databases/SU6A.xls

Competitors:

http://www.worldconsumption.info/Womens_Fashion_Singapore/Databases/SU6C.xls

Retail

http://www.worldconsumption.info/Womens_Fashion_Singapore/Databases/SU6O.xls

Operations:
Products:

http://www.worldconsumption.info/Womens_Fashion_Singapore/Databases/SU6P.xls

Trading Area:

http://www.worldconsumption.info/Womens_Fashion_Singapore/Databases/SU6T.xls

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Store Performance Surveys


Store Performance Surveys Details
Store Performance Surveys
Buyer Profiles:

http://www.worldconsumption.info/Womens_Fashion_Singapore/Databases/SU7A.xls

Competitors:

http://www.worldconsumption.info/Womens_Fashion_Singapore/Databases/SU7C.xls

Retail

http://www.worldconsumption.info/Womens_Fashion_Singapore/Databases/SU7O.xls

Operations:
Products:

http://www.worldconsumption.info/Womens_Fashion_Singapore/Databases/SU7P.xls

Trading Area:

http://www.worldconsumption.info/Womens_Fashion_Singapore/Databases/SU7T.xls

Competitors
1.

Luxury Brands

2.

European High Street Brands

3.

American High Street Brands

4.

Asian Brands

5.

Singapore Labels

6.

Maxstudio

7.

Mango

8.

GAP

9.

Zara

10.

Miss Selfridge

11.

Dorothy Perkins

12.

G2000

13.

Karen Millen

14.

H&M

15.

M)phosis

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Retail Operations
1.

Brand Management

2.

Product Management

3.

Marketing & Selling Activity

4.

Store Presentation & Merchandising

5.

Product Offering Specifications & Characteristics

6.

Product Quality Control

7.

Design Research & Development

8.

Customer Handling

9.

Product Sourcing & Control

10.

Financial Controls

11.

Staff Training / Control & Relations

12.

Product Throughput Capacity & Control

13.

Supply System Control & Development

14.

Distribution Control

15.

Product Handling Systems & IT

Products
1.

Cardigans & Jumpers

2.

Dresses

3.

Jackets & Coats

4.

Jeans & Denim

5.

Knitwear

6.

Lingerie

7.

Maternity Wear

8.

Nightwear

9.

Shirts & Blouses - Tops & T-Shirts

10.

Suits

11.

Skirts

12.

Sportswear & Swimwear

13.

Stockings, Tights & Socks

14.

Trousers, Leggings, Culottes, Shorts, Dungarees

15.

Accessories

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Buyer Profiles
1. Wholesalers
2. Trade Buyers
3. Retailers
4. Consumers
5. Immediate Distributors
6. Immediate Trade
7. Immediate End Users
8. Immediate Other Users
9. End User Age: <25
10. End User Age: 25-55
11. End User Age: 25-55
12. End User Social Group: AB
13. End User Social Group: C1
14. End User Social Group: C2
15. End User Social Group: DE

Trading Area
1.

Singapore City Malls

2.

Singapore City Downtown

3.

Singapore City Districts

4.

Serangoon

5.

Jurong

6.

Nee Soon

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Geographic Coverage
The report will provide data for Singapore National market, plus market data for the largest City and
Town in Singapore. See:
http://www.worldconsumption.info/Womens_Fashion_Vietnam/BASE_FOLDERS/World_Cities/SG.ht
ml

Financial data
The databases gives Financial data for each of the below Women's Fashion in Singapore Financial
Data and Margins by year Historic: 1997-2011, and Forecast: 2012-2028.

Financial Data Scenarios


There are a large number of Financial Scenarios available, for example, the Median Scenario:-

http://www.worldconsumption.info/Womens_Fashion_SingaporeBASE_FOLDERS/xls_MarketResearch/F0M.xls

Financial Margins & Ratios Data Scenarios


There are a large number of Financial Margins & Ratios available, for example, the Median Scenario:-

http://www.worldconsumption.info/Womens_Fashion_SingaporeBASE_FOLDERS/xls_MarketResearch/G0M.xls

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Singapore General Contents


This report provides users with commercial intelligence on the Women's Fashion markets and
industry in Singapore, plus market, financial and industry data on each of the Towns and Cities in
Singapore. There are a large number of towns covered in this report for which overall market data is
provided. Detailed market and product data is given for End User significant towns and for End User
significant Product Launch towns. Detailed financial data is given for commercially significant towns
and for commercially significant Product Launch towns.
This report is formatted to give both a narrative description of the various matters covered as well as
provide readers with the ability to directly use the Chapters (via Microsoft Word or compatible word
processors) to produce their own reports and documentation. Experienced users will be able to use
the spreadsheet and databases to generate highly detailed narrative reports, charts and graphics - as
well as sophisticated business and commercial forecasts and models. The databases are provided in
both Excel spreadsheets and an Access database. Explanatory notes are provided as word processor
documents or in PDF formats.
The narrative in this report is necessarily illustrative in its terminology and seeks to provide a basic
degree of business logic and theory which indicates the rational applied in the forecasting and
modelling methodology.
The databases provided are specifically designed to provide users with a uniform and consistent
numeric measure of both (normally) quantifiable values as well as conceptual factors which are
(usually) only capable of qualification. Experienced users will know how to apply forecasting and
modelling software to the numeric data provided to generate highly detailed and discrete business
planning models. The databases provided in this report can be used directly with databases on other
product, markets and industries in other countries. The databases are specifically designed to be
transnational, currency neutral, inflation and purchasing parity adjusted, product parity and product
equivalent adjusted, opportunity cost adjusted, and numerically compatible; they all can be linked or
merged programmatically in business planning models to provide multi-national and multi-level
analysis.

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Singapore Report Table of Contents


For a detailed Table of Contents for each chapter, database or spreadsheet: click on the Blue
headings shown below. This will open a page in your browser which fully specifies the contents of
that heading. These are links to the web site and they open the section or chapter in question.
Please also see the Notes to the contents: Notes
Within each heading there are links with detailed descriptions and explanation of the contents; these
can be opened when the link is clicked.

Singapore Core Database

Open the Core Database here

Sections
Preface

Chapters
Databases
Financials
Industry
Markets
Products
Grids

Reference
Contents
Legend
Cities
Countries

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Chapters

Chapter 1

ADMINISTRATION

Chapter 2

ADVERTISING

Chapter 3

BUYERS COMMERCIAL OPERATIONS

Chapter 4

BUYERS COMPETITORS

Chapter 5

BUYERS MAJOR CITY

Chapter 6

BUYERS PRODUCTS

Chapter 7

BUYERS TRADE CELL

Chapter 8

COMPETITIVE INDUSTRY ANALYSIS

Chapter 9

COMPETITOR ANALYSIS

Chapter 10

COUNTRY FOCUS

Chapter 11

DISTRIBUTION

Chapter 12

FINANCIAL - BUSINESS DECISION SCENARIOS

Chapter 13

FINANCIAL - CAPITAL COSTS FINANCIAL SCENARIOS

Chapter 14

FINANCIAL - CASHFLOW OPTION SCENARIOS

Chapter 15

FINANCIAL - COST STRUCTURE SCENARIOS

Chapter 16

FINANCIAL - HISTORIC INDUSTRY BALANCE SHEET

Chapter 17

FINANCIAL - HISTORIC MARKETING COSTS & MARGINS

Chapter 18

FINANCIAL - INVESTMENT + COST REDUCTION SCENARIOS

Chapter 19

FINANCIAL - MARKET CLIMATE SCENARIOS

Chapter 20

FINANCIAL MARKETING COSTS

Chapter 21

FINANCIAL - MARKETING EXPENDITURE SCENARIOS

Chapter 22

FINANCIAL MARKETING MARGINS

Chapter 23

FINANCIAL - STRATEGIC OPTIONS SCENARIOS

Chapter 24

FINANCIAL - SURVIVAL SCENARIOS

Chapter 25

FINANCIAL - TACTICAL OPTIONS SCENARIOS

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Chapter 26

GEOGRAPHIC DATA

Chapter 27

INDUSTRY - NORMS

Chapter 28

MAJOR CITY MARKET ANALYSIS

Chapter 29

MARKET CAPITAL ACCESS SCENARIOS

Chapter 30

MARKET CASHFLOW SCENARIOS

Chapter 31

MARKET ECONOMIC CLIMATE SCENARIOS

Chapter 32

MARKET INVESTMENT + COSTS SCENARIOS

Chapter 33

MARKET MARKETING EXPENDITURE SCENARIOS

Chapter 34

MARKET RISK SCENARIOS

Chapter 35

MARKET STRATEGIC OPTION SCENARIOS

Chapter 36

MARKET SURVIVAL OPTION SCENARIOS

Chapter 37

MARKET TACTICAL OPTION SCENARIOS

Chapter 38

MARKETING EXPENDITURE -v- MARKET SHARE

Chapter 39

MARKETING STRATEGY DEVELOPMENT

Chapter 40

MARKETS

Chapter 41

OPERATIONAL ANALYSIS

Chapter 42

OVERSEAS DEVELOPMENT

Chapter 43

PERSONNEL MANAGEMENT

Chapter 44

PHYSICAL DISTRIBUTION + CUSTOMER HANDLING

Chapter 45

PRICING

Chapter 46

PROCESS + ORDER HANDLING

Chapter 47

PRODUCT ANALYSIS

Chapter 48

PRODUCT DEVELOPMENT

Chapter 49

PRODUCT MARKETING FACTORS

Chapter 50

PRODUCT MIX

Chapter 51

PRODUCT SUMMARY

Chapter 52

PROFIT RISK SCENARIOS

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Chapter 53

PROMOTIONAL MIX

Chapter 54

SALESFORCE DECISIONS

Chapter 55

SALES PROMOTION

Chapter 56

SURVEYS

Chapter 57

TARGETS - PRODUCT + MARKET

Chapter 58

TECHNOLOGY

Chapter 59

TRADE CELL ANALYSIS

Chapter 60

URBAN COMPETITION

Chapter 61

TOWNS - FINANCIAL

Chapter 62

TOWNS - INDUSTRY

Chapter 63

TOWNS - MARKET

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BUSINESS PLANNING
Checklist
Before one can develop a realistic business plan one needs to establish the business objects and
then to produce a database with the following parameters:-

1. Business start-up
a. Company Law
b. Capital Requirements
2. Credit
a.
b.
c.
d.
e.

Availability of trade credit


Banking policies
Foreign Exchange regulations
Remittance of Profits
Credit data considerations

3. Employment
a. Employment contracts
b. Employment laws
4. Import of Goods
a. Quotas & Licensing
b. Prohibitions & Restrictions
c. Free imports
d. Tariff-rate quotas
e. Approvals & Inspections
5. Import Duties
a. General Rates
b. Most-Favoured Nation Rates
c. Agreement Rates
d. Preferential Rates
e. Tariff-rate Quota Rates
f. Provisional Rates
g. Preferential Duty Reductions
6. Taxes
a. Value Added Taxes, Reduced Rates, Exemptions, Rebates
b. Business Taxes, Tax Conventions, Specific Product/Trade Taxes
c. Miscellaneous Taxes
7. Product Labelling & Certification
a. Language of labels
b. Safety Certifications
c. Mark Lists
d. Labelling requirements
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8. Authorities
a. Customs
b. Financial
c. Commerce
d. National, State, Regional, City administrations
9. Compliance
a. Tax compliance
b. Enforcement of regulations
c. Treatment of foreign enterprises
d. Corruption
10. Retailing
a. Regulations
b. Domestic Retail Development
c. Foreign Retail Investments
d. Economic & Political policies
e. Establishment of enterprises
f. Methods for Market Entry (M&A, Sole Distributor, Franchise, Local presence, etc.)
g. Consumer Markets
h. Logistics & Supply Chains
i. Retail Location & Property
j. Infrastructure difficulties
k. Transaction Costs
l. Bureaucracy
m. Distribution Channels
n. Personnel
o. Financial management
p. Availability of premises
q. Availability of services
11. Retail Demand
a. Emergence of urban middle class
b. Demand stimulation & Disposable Incomes
c. Cultural Factors and Cultural change
d. Retail outlet distribution
e. Infrastructure development
f. Fragmentation of Markets
g. Economic & Socio-cultural demarcations
h. Consumer Segments
i. Consumer Lifestyles
j. Consumer Prejudices
k. Strength of Domestic companies
l. Aggressiveness of Domestic companies
12. Retail Values
a. Growth
b. Real v- Forecast
13. Demand Drivers
a. Supply Chain Cost reduction

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b.
c.
d.
e.
f.
g.
h.
i.
j.
k.
l.
m.

Store Format
Information dissemination and reception
Shopping Habits
Service provision
Customer Demand / Expectation satisfaction
Product Pricing
Retail Channel Development
Product Mix
Marketing Mix
Family size and composition
Geographic location
Regional diversity

14. Competition
a. Domestic Competition
b. International Competition
c. New Entrants
d. Retail Consolidation
e. Aggressiveness of Players
f. Bargaining Power of Suppliers
g. Bargaining Power of Buyers
h. Cost Reduction
i. Location & store siting
j. Internet
k. Payment systems
15. Market Entry Strategies & Control of Operations
a. Own Local Manufacture & Distribution & Retail Outlets
b. Own Stores
c. Joint Ventures & Mergers
d. Licensing
e. Franchising
f. Stocking Distributors
g. Sales Representation to Wholesalers
h. Direct Sales to Consumers
16. Tactics
a.
b.
c.
d.
e.
f.
g.

Control and Define Supply Chain and Distribution policies and finances
Enter smaller cities
Concentrate of younger demographics
Entrench & strengthen brand recognition
Develop Sales Channels / Internet / TV / Malls / Shopping experiences
Offer intangible benefits
Reduce Costs and Reduce Prices

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Checklist implementation
Business Planners should input their business objectives and parameters using a database format,
for example, the Business_Planning_Checklist_Retailing.xlsx file which is found in the Toolkit.
Basic data on Customs Tariff, Duty & Taxation levels, Import restrictions & Regulations, Shipping &
Packaging Requirements, Customs Clearance Procedures and time delays, Port of Entry data: Name,
Location, Description, Customs Handling, Storage, Transport facilities, et cetera, can be found in the
supporting documentation for each country:-

http://www.worldconsumption.info/Womens_Fashion_Australia/Australia_Doing_Business.pdf
http://www.worldconsumption.info/Womens_Fashion_Bangladesh/Bangladesh_Doing_Business.pdf
http://www.worldconsumption.info/Womens_Fashion_Cambodia/Cambodia_Doing_Business.pdf
http://www.worldconsumption.info/Womens_Fashion_China/China_Doing_Business.pdf
http://www.worldconsumption.info/Womens_Fashion_HongKong/HongKong_Doing_Business.pdf
http://www.worldconsumption.info/Womens_Fashion_India/India_Doing_Business.pdf
http://www.worldconsumption.info/Womens_Fashion_Indonesia/Indonesia_Doing_Business.pdf
http://www.worldconsumption.info/Womens_Fashion_Japan/Japan_Doing_Business.pdf
http://www.worldconsumption.info/Womens_Fashion_Malaysia/Malaysia_Doing_Business.pdf
http://www.worldconsumption.info/Womens_Fashion_NewZealand/NewZealand_Doing_Business.pdf
http://www.worldconsumption.info/Womens_Fashion_Philippines/Philippines_Doing_Business.pdf
http://www.worldconsumption.info/Womens_Fashion_Singapore/Singapore_Doing_Business.pdf
http://www.worldconsumption.info/Womens_Fashion_SouthKorea/SouthKorea_Doing_Business.pdf
http://www.worldconsumption.info/Womens_Fashion_SriLanka/SriLanka_Doing_Business.pdf
http://www.worldconsumption.info/Womens_Fashion_Taiwan/Taiwan_Doing_Business.pdf
http://www.worldconsumption.info/Womens_Fashion_Thailand/Thailand_Doing_Business.pdf
http://www.worldconsumption.info/Womens_Fashion_Vietnam/Vietnam_Doing_Business.pdf

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Advancing your Project


Once the business planner has defined the business objectives and the necessary parameters
attention can then be turned to the practical isolation of locations for retail outlets. This is necessary
irrespective of whether a decision has been made to open brand owner stores or to franchise the
brand.
Next one needs to select the target geographic areas within Singapore and this is done with reference
to the City and Town data in the core database. The data accessed should include:-

The City or Town

Sub-divisions of the Retail Districts

Features and Characteristics of the Retail Districts

Major Malls, Shopping Centres, Retail Streets

Advertising and Marketing activities of Retailers

Demographic and Social Customer Base served

Spending Levels of consumers

Brand Preferences of consumers

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Cashflow Projections
The client can order Cashflow projections (as part of the After-Sales Service) once operational
parameters have been set. The operational parameters are the initial retail capital investments, store
location, overheads, staff levels, et cetera.

Cashflow projections are done using a monthly interval and will depend on which month the retail
store will open. It is not possible to produce Cashflow projections without knowledge of the Start
month and other market criteria. The first few months of sales revenue in the retail fashion business
will depend on which month a store first opens. Other items, like pre-startup expenses, opening
balances, et cetera, must be known before a Cashflow projection can be made.

http://www.datagroup.org/BASE_FOLDERS/xls/CASH_FLOW.xls

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The Business Plan Programme


Users can produce a basic printed Business Plan if that is all that is needed. For a more detailed
Business Plan, the software will take users through a series of forms and utilities which will allow one
to specify the commercial plan objectives and the project events; one then produces a Project
database. Users can then generate an advanced Project Dialogue database which provides
detailed guidelines and a project management action plan for the country covered by the project. In
addition, if needed, users can obtain additional human resources and support services to produce an
assisted Business Plan. The software then generates a Business Plan Web which incorporates the
business plan objectives and the underlying market research findings. Finally, if needed, a modelling
level Business Plan is available, and this incorporates highly sophisticated business forecasting
components.

Business Plan: Basic


With only the market research data, users can produce a Basic Business Plan using the Word document
template which is provided.
This is the quickest and simplest Business Plan users can write; and it is useful when one is producing a printed
business plan for a local business or trade. This type of business plan would suit a small business start-up where
users have to submit a simple business plan to their bankers or investors.

Business Plan: Detailed


The second level of Business Plan, which is used as a commercial blueprint for the project, produces a Detailed
Web site. The web based plan is better suited if users wish to run a number of scenarios and then distribute
those finding to a project team and/or to several recipients. The web can be on a single computer, on an intranet
site, or (if the participants are not in one location) a password protected internet site.
This web based business plan is useful when one is producing a commercialised business plan which needs the
precise elements of the business plan quantified in a series of formal documents. This type of business plan
would suit a business start-up which is run by a project team that needs the project elements coordination.

Business Plan: Advanced


The third level extends and develops the above Business Plan Web to produce an Advanced project
management blueprint which includes both the commercial business plan as well as a project management
schedule (for the country) which allows the project designers to specify and coordinate the commercial elements
with the activities of the project team.
This business plan web will orchestrate the project managers and project team, human resources, the
commercial participants, the physical resources, and the purchased products and services.

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Business Plan: Assisted


In addition to the above Business Plan webs, users can also augment the project operation with the
additional human resources and support services provided by us. These services are entirely flexible
and can be used to either develop the project methodology and planning structure, or as elements
which form part of the physical project.
These services are injected into the overall Business Plan and become an integral part of the business
planning activities. In this way the project managers and project team can use our human resources
and services seamlessly as part of the project elements.

Business Plan: Modelling Level


The modelling level business planning resources use a battery of macro and micro economic, industry and
market level, product and buyer, forecasting models to produce medium and long-term business plans.
These are bespoke business planning resources which are tailored to the user's individual circumstances and
needs.

Installing the Business Plan Programme

The business plan programme is installed by running BusinessPlanSetUp.exe.

The installation puts this shortcut

on your desktop to open the database.

When you install the Business Plan software it creates a Business Plan directory folder on your
computer. So that you can easily find the folder, it is put on your root directory. The structure of this
folder is shown here.
From this folder you can generate any number of Business Plan projects, and these individual
projects are then saved to the Project folder you specify in the project generation process. See the
structure of this directory here.

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How it works...

First, review the Market Research to gain an understanding of the market and the industry. This is a
simple process which allows users to browse the Market Research Web and quickly pick those areas
of interest and potential business opportunity.
Second, install and run the Business Plan software to generate the detailed commercial and project
management databases. Each Business Plan is a single project and the user can run as many
projects, or business plan scenarios, as required.

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The Business Plan software takes the user through a series of database forms and spreadsheets
which will result in the production of a comprehensive and cohesive Business Plan:-

One can modify the business plan, or run as many different scenarios as necessary, to refine a
particular business plan or to explore alternatives.
Third, run the Project Dialogue software to generate the advanced Project Action Plan databases for
the country covered by the project.

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The Project Dialogue software takes the user through a series of database forms and spreadsheets
which will result in the generation of the detailed Project Action Plan databases and timetables for the
country that the project will cover:-

Fourth, users can obtain further services as part of the After-Sales Service, including a Service Team,
Consultants, Resources, Support Services, and Corporate Research; and this allows users to access
additional project resources and/or produce more detailed analyses and blueprints for project
management.
There are many ad hoc services through which users can obtain the help they need to assist them to
reach their business goals. These ad hoc services can range from a full Service Team which can
produce a fully implemented turnkey project, to the simple provision of a consultant on the other end
of a telephone line to immediately answer a technical or commercial question, or the loan of a
programmer or systems engineer for a few hours. In addition to the human resources, users can also
access a wide range of commercial and physical resources, support services, and corporate
intelligence.

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These resources and services become an integral and operational part of the project and are
managed by the project managers.

Fifth, users generate the Project Web which will allow users to view the project in its entirety.
Users do not need to complete all the forms; however the ones which users do not complete will
result in incomplete project web pages. Users can edit out these unwanted web pages. Users can of
course return to these forms later and complete any missing data and then re-generate the project
web.
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Users can update the project data as often as users require and then re-generate the Project Web (if
users specify the same Project Name then the new project web will over-write the existing web).
Users can also generate as many separate Projects designs or scenarios as users wish (each with a
unique Project Name) and these will generate separate Project Webs for viewing and discussion.
Finally, users can obtain software and databases to generate highly detailed medium and long-term
business planning analyses and forecasts for company management and investors.
There are diverse utilities, forecasting and modelling tools available for advanced business modelling
and forecasting; and one can use these to produce highly detailed analyses, or specialized business
planning forecasts and documentation, reports, spreadsheets, and other items to assist company
management in their medium and long-term planning activities.
This is especially useful where users are involved in technical/industrial processes, or a complicated
distribution system, or intricate financial operations, or a technologically evolving product, where one
has to coordinate and manage the project elements over an extended geographic space and/or over
a medium or long-term timescale.

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Methodology
For a general description of the methodology used to prepare this database see: Methodology

Presentation
The report is delivered as follows:
1. Executive Summary as a PDF file.
2. Report and report Database on DVD (2 copies) or Hard Disk Drive.
3. 1-2 hour Teleconference / Teamviewer presentation of the report findings.
4. Dedicated web site access for the report & databases.

5. All DataGroup / Data Institute products are generated for each client order to ensure that the
client receives the most up-to-date information. This also produces a unique database for the
client; for this reason we archive a copy of the unique database for use if the client needs any
future work from the database.
http://www.datagroup.org/about-delivery.html
6. However, in addition to the report there is a vast amount of data and services which a client
can access. This is done as part of the After-Sales Service.

After-Sales Service & Client Support


There is a 12 months After-Sales Service from date of delivery. See After-Sales Service
When you want the database updated then you can simply order an update. When you want more
detailed information on any part of the database then you can order the information you need.
This database has been uniquely generated for each order and includes a 1 year After-Sales Service.
A DataGroup / Data Institute service representative is assigned to each client (see the covering letter
which accompanied your order delivery).
After-Sales Support:

support@data-institute.org

All reports, studies and consultancy assignments must inevitably mean that the publishers or
consultants are trying to interpret the needs and expectations of their clients. Unfortunately in most
cases, with most publishers, the clients will not receive all the data they need. This is not the case
with a DataGroup report.
The main problem that DataGroup has to resolve is that the database for each report would, if printed,
be about 20 volumes of 600 pages for each volume. Clearly this amount of information (12,000

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pages) would be unusable and unwanted by the majority of clients - and indeed the cost would be
twenty times greater.
Thus with After-Sales Services clients have 12 months Support whereby clients can obtain more
information and data on markets, industries, competitors, distribution channels, end users, et al.
These After-Sales Services are supplied Data Institute and DataGroup.
See: http://www.data-institute.org/about-publishers.html and
http://www.data-institute.org/about-faq-datagroup.html
All DataGroup / Data Institute products have a 12 month After-Sales Service and what this means is
that from 12 months after the data of purchase a client can obtain more data or services at a greatly
reduced cost. After-Sales Services are usually provided at 35%-55% of the normal retail costs. This is
because this work is done during off-peak hours.
http://www.datagroup.org/about-after-sales.html
Costs: The current cost is 75 per hour; this includes all researchers / computer / database access
costs.
The cost of this After-Sales Service is low and provides a highly cost conscious method of acquiring a
vast amount of additional and more detailed information at a relatively low cost. No other Publisher
provides such a service to their clients
Delivery of the results produced is 7-14 days. For more urgent After-Sales Service work the costs
depend on the clients time frame and the availability of our researchers.
Quotations: We quote client in advance for After-Sales Service work and this quotation states the total
cost of the job, plus the anticipated delivery time.
After-Sales Services are usually provides on DVD, Memory Stick, USB Hard Drive or online.

Real Time Support


The After-Sales Service can offer client Real-Time Support. This usually involves using a software
utility called TeamViewer (an installation program can be found in the Toolkit on your DVD or Hard
Disk Drive) which allows the After-Sales Service support staff to directly link to the clients computer
and work with the users in real time.

Resource Webs -v- Dedicated sites


This report includes a dedicated web site which is effectively a dedicated password protected folder
which contains your database. Sometimes however clients also want the data loaded onto a
Resource Webs which will contain more than one database and which will be for the use of their staff
and/or any other persons they may authorise. This is a Resource Web.
http://www.datagroup.org/about-resource-webs.html
The main benefit of these Resource Webs is that the data is available to all the clients staff and
professional advisors wherever they may be, and also when data is updated or new data is added
then there is a common and know point of access for that data.

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Resource Webs are maintained for the use of the client for a period of 12 months from the data of the
last data addition or update to that site.

These dedicated web sites are provided as part of the After-Sales Service. We try to make the web
site as visually attractive as possible and for this we simply need the clients permission to use their
company logo and their own website's colour themes.

Product Level
This is an Entry Level product
This is an entry level product which provides users with corporate, market and commercial
intelligence on the company specified and the markets and industries in the countries listed. The
report analyses the industry and markets with a basic point of reference, namely the Base Reference
Country. The report is formatted to give both a narrative description of the various matters covered as
well as provide readers with the ability to directly use the Chapters (via Microsoft Word or compatible
word processors) to produce their own reports and documentation. Experienced users will be able to
use the spreadsheet and databases to generate highly detailed narrative reports, charts and graphics
- as well as sophisticated business and commercial forecasts and models. The databases are
provided in both Excel spreadsheets and an Access database. Explanatory notes are provided as
word processor documents or in PDF formats.
The Base Reference Country is usually the country of the client; however client can order a database
with another Base Reference Country. If a different Base Reference Country that that provided in this
database is needed, then client can order that as part of the After-Sales Service.

As an entry level product the narrative is necessarily illustrative in its terminology and seeks to
provide a basic degree of business logic and theory which indicates the rational applied in the
forecasting and modelling methodology.
The databases provided are specifically designed to provide users with a uniform and consistent
numeric measure of both (normally) quantifiable values as well as conceptual factors which are
(usually) only capable of qualification. Experienced users will know how to apply forecasting and
modelling software to the numeric data provided to generate highly detailed and discrete business
planning models. The databases provided in this report can be used directly with databases on other
product, markets and industries in other countries. The databases are specifically designed to be
trans-national, currency neutral, inflation and purchasing parity adjusted, product parity and product
equivalent adjusted, opportunity cost adjusted, and numerically compatible; they all can be linked or
merged programmatically in business planning models to provide multi-national and multi-level
analysis.
CURRENCY DATA: The currency figures given in this report are in U.S. Dollars. If the Windows
Regional Settings on your computer is set to a non-U.S. setting then the currency symbol ($) may
appear in the local currency (, , , etc.). Either reset your Regional settings, or alternatively read all
currency figures in this report as being U.S. Dollars (US$). There are separate spreadsheets and

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database tables in the report which specifically give the data in various currencies, namely, Euros,
Yen and Yuan, and these files are clearly marked.
Before using the data provided please read the Database Introduction as well as the Notes and
Definitions links found in each Chapter. There are subtle statistical nuances to some of the
spreadsheets and databases which will help the user to fine-tune their models and forecasts to obtain
maximum effect and greater accuracy. The database flow chart and database description should be
consulted when applying statistical and modelling software.
To assist first time users, there is a Toolkit provided which will enable users to use various software
options to enable the user to gain the maximum benefit from the databases.

Data Product levels


Because of the sheer volume of data potentially available from DataGroup it has been necessary to
create a number of product levels which can provide clients with as little or as much data as they
need.
Entry level
Entry level products provide the most basic degree of information supplied by DataGroup. This
product can be used to build upon for various business forecasting and planning application. Typically
for a World Report this level will produce a database and spreadsheet count of over 13,000 record
sets. Each recordset, if converted into a graphical representation, will itself produce between 1 to 300
individual graphs.
Corporate Modelling level
The Corporate level modelling products provide the tools and information for medium and long term
corporate forecasting and planning. These products are bespoke and are specific to the client
company in question. Typically for a World Report this level will produce a database and spreadsheet
count of over 24,000 record sets. Each recordset, if converted into a graphical representation, will
itself produce between 1 to 450 individual graphs.
Econometric Modelling level
The Econometric level modelling products provide the tools and information for industry level,
national, and international medium and long term forecasting and planning. These products are
bespoke and are specific to the industry and/or geographic reach of the client company in question.
Typically for a World Report this level will produce a database and spreadsheet count of over 39,000
record sets. Each recordset, if converted into a graphical representation, will itself produce between 1
to 550 individual graphs.
Presentation level
The Presentation level products provide the information sought by a client company is a graphical or
audio-visual format which is bespoke for the particular needs and applications of the client company
in question.

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Getting Started with the Core Database


The database you have is extremely large and in order to orientate yourself it is best to first begin by
navigating through the report to familiarise yourself with the general layout.
Go to the Chapters section and click on the Site Map link to see the overall layout of the document.
Click on the Legend link to see the pictorial representations of the types of data.
When you are ready to extract data it is best to begin with the Chapters section as this will give you a
general overview of the data and also it will explain the data and the reasoning behind the document.
Once you are familiar with the type of data involved you can look at the database part of the
document which is contained in the following sections: Databases, Financial, Industry, Markets and
Products.
The database part of the document is provided as both Excel spreadsheets and Access databases.
The Analysis Grids are planning tools and the Planning modules are to enable Business Planning
work at various levels of sophistication. Also in the Planning section you will see how to get additional
data and resources when you need them.

Using the data


If you need to obtain general information or analysis then you can use the Chapters section. You can
also use the Word documents to produce your own reports by editing out what you do not need and
adding your own comments or notations where necessary.
If you intend to use the databases for basic corporate planning purposes then it is best to download
the Excel files and the Access databases onto your local computer for manipulation. The data will run
faster if it is on a local hard disk drive. It is usually easier to use the Excel spreadsheets or Access
tables as a visual representation by charting the data and producing a graphical representation.
In you intend to use the data for intensive corporate planning purposes then download the data onto
your local hard disk drive. This is where the various Scenarios become useful as you can use this
data for modelling your corporate plans.

Toolkit
To assist users there is a Toolkit to be found on the DVD and Hard Disk Drive. This Toolkit is divided
into various sections:1. Adobe Reader
2. Database Utilities
3. Enterprise Resource Planning
4. Integrated Development Environment
5. If you intend to implement DataGroup and Data Institute databases online (internet or
intranet) then an Integrated Development Environment is often the easiest route to data
dissemination and data manipulation.
6. Microsoft Office Utilities & Updates
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7. OpenOffice
8. US Department of Commerce and US Census Data Tools

Because all DataGroup and Data Institute database are directly compatible with U.S.
Government databases (especially the Department of Commerce, US census, NIST,
Treasury, et al) it is sometimes useful for users to use US Government data handling tools to
manage not only US Government data, but also the data provided by DataGroup and Data
Institute. Alternatively, if you are already using this US Government software you can simply
access the DataGroup and Data Institute databases with the same software.
In generate DataGroup and Data Institute databases use the same database parameters,
structures and field names as those found in US Government databases, and thus uses can
correlate and query databases without undue difficulty.
9. Utilities

Proprietary Software packages


If you use proprietary corporate planning software then it is easy to use these databases as they are
compatible with the following packages:-

Some Compatible Software products (See the Database Support site for a full list)
Project Management Software: 24SevenOffice, Assembla, AtTask, Basecamp, Central Desktop,
Cerebro, Clarizen, codeBeamer, Collabtive, Concerto, Contactizer, CredAbility.info, dotProject, Easy
Projects .NET, eGroupWare, FastTrack Schedule, Feng Office Community Edition, FogBugz,
GanttProject, Gemini, Genius Inside, Glasscubes, Huddle, Hyperoffice, InLoox, JIRA, Journyx,
Kayako, KForge, KPlato, Launchpad, LiquidPlanner, LisaProject, MacProject, MantisBT, MatchWare
MindView 3 Business, Merlin, MicroPlanner X-Pert, Microsoft Office Project Server, Microsoft Project,
Mingle, O3spaces, OmniPlan, Open Workbench, OpenProj, Oracle Project Portfolio Management,
Planisware 5, Planner Suite, Pmplus+, Primavera Project Planner, Project KickStart, Project.net,
Project-Open, Projectplace, ProjectSpaces, Projektron BCS, PSNext, QdPM, QuickBase, Redmine,
Rachota, SAP RPM, Smartsheet, TaskJuggler, Teamcenter, Teamwork, Tenrox, Trac,
TrackerSuite.Net, Ubidesk, VPMi, WorkLenz, WorkPLAN Enterprise, workspace.com, WebSPOC,
Wrike, Zoho Projects
ERP Packages: Adempiere, BlueErp, Compiere, Dolibarr, Fedena, GNU Enterprise, JFire, Kuali
Foundation, LedgerSMB, OFBiz, Openbravo, OpenERP, Opentaps, Postbooks, SQL-Ledger, Tryton,
WebERP, 1C:Enterprise, 24SevenOffice Start / Premium / Professional, abas ERP, Accpac, Agresso
Business World, AMS Advantage, BatchMaster ERP, Bowen & Groves, CGram Enterprise, Clear
Enterprise, Comarch Altum, Compass ERP, Compiere, Comprehensive Patient Administrator, COA
Solutions Ltd - Smart Business Suite, Consona Corporation Intuitive / Made2manage / AXIS /
Cimnet / Encompix / DTR, Epicor Enterprise, Global Shop Solutions One-System ERP Solutions,
HansaWorld, ERP Adage (Adage), ERP LN (Baan), ERP LX (BPCS) ,ERP SL (SyteLine), ERP Swan
(Swan), ERP SX.Enterprise (SX.Enterprise), ERP VE (Visual Enterprise), ERP XA (MAPICS), IFS
Applications, JD Edwards EnterpriseOne & JD Edwards World, JustFoodERP.com, kVASy4, Kingdee,
Lawson M3 / Movex, Lawson S3, Log-net, Maximo (MRO), Microsoft Dynamics AX, Microsoft
Dynamics GP, Microsoft Dynamics NAV, Microsoft Dynamics SL, Momentum, MyWorkPLAN,
NetSuite, Openda QX, OpenMFG, Oracle e-Business Suite, Paradigm, PeopleSoft, Plex Online, QAD
Enterprise Applications, Ramco Enterprise Series 4.x, Ramco e.Applications, Ramco On Demand
ERP, MAS 90, MAS 200, MAS 500, Technology One, SAGE ACCPPAC, SAGE Pro ERP, SAGE ERP

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X3, SAP Business Suite, SAP Business ByDesign, SAP Business One, SAP Business All-in-One,
TaskHub, SYSPRO, SYS-APPS, mySAP, Visibility.net, WorkPLAN Enterprise
Enterprise Feedback Management Systems: SynGro, Perseus (Vovici), Clicktools, DatStat, Inquisite,
SPSS, FIRM (Confirmit), NetReflector, Allegiance, Enetrix, Satmetrix, RightNow Technologies,
Mindshare Technologies, Data Illusion, KeySurvey (WorldAPP), Kinetic Data, CustomerSat
(MarketTools), Medallia, Interview SA, Surveynomics, Invoke Solutions, Qualtrics, Fizzback,
Grimmersoft, QuestManager, QuestBack, Globalpark, DataCycles, Dub Studios, eLustro, Kinesis
Survey Technologies, Knowledge Wave, myK (myKnowledge), mySurveyLab.com, QuickSearch,
Ransys, ResponseTek Networks Corp., TalkFreely, XTCO, Zarca

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About DataGroup
DataGroup was formed in 1974 by a group of management consultants and information technology
specialists whom had previous worked with, amongst other organisations, the U.S. Department of
Commerce, Bank of America, Chase Econometrics, The Marketing Strategies Institute, the OECD in
Paris, and MITI in Tokyo. DataGroup was established in order to develop a systemised,
computerised, and uniform methodology to facilitate real world forecasting models for macroeconomic, micro-economic, market, product, and industry purposes.
For full details of DataGroups history please see: About DataGroup

DataGroup Clients
DataGroup do not publish a list of current client list due to client confidentiality; however a partial list
of client in the period 1975 to 2000 is shown here: DataGroup Client 1975-2000

Published by The DataGroup Stiftung, Vaduz, Liechtenstein. Copyright by DataGroup Stiftung. All rights reserved.
No part of the contents of this document may be reproduced for third party distribution or transmitted to third parties in
any form or by any means without the written permission of the publisher. DataGroup publications are available
worldwide only through authorized distributors.
All trademarks are recognized and are used as only an identifier and as Fair Comment as allowed in United States copyright law and the
decisions of the European Court. Microsoft, Word, Excel, Access, Windows, and associated logos and identifiers are trademarks of
Microsoft Corporation. The copyright and trademarks of the U.S. Government Printing Office, Bureau of the Census, U.S. Department of
Commerce, U.S. Office of Management and Budget, U.S. General Accounting Office, National Technical Information Service and other
U.S. Government Departments and Agencies are recognized. The copyright and trademarks of all publishers and producers of ancillary
documentation and software are recognized.

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