|1.Introduction |…… 3 |
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|2.Theoretical approach|…… 5 |
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|3. Business Model and International Strategy |…… 8 |
|3.1 Uterqüe’s Business Model |…… 9|
|3.2 Uterqüe’s international strategy |…… 10 |
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|4. Market and Strategy Analysis |…… 14 |
|4.1 Industry conditions (Where) |…… 14 |
|4.2 Timing Advantage (when to enter) |…… 18 |
|4.3 Governance Advantage (How)|…… 18 |
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|5. Conclusion and recommendations |…… 19 |
|REFERENCES | |
Uterqüe is the latest launched Inditex Group retailer, sells accessories, fashion extras and bags that began its business in Spanish market in 2008; thenUterqüe became in an international firm to entering to 15 high levels markets in European.
To examine the challenges Uterqüe is facing entering the distant Brazilian market using a modified version of its highly successful business model, originally developed and specialized for nearby European markets.
The main aims of this research can be divided in two aspects:
1. Tostudy the current international strategy of Uterqüe to understand if is possible to use the same strategy in Brazil: using same standard business model in design and production parts.
2. To justify the selection of implementing country and to adapt or modify the current strategy to Brazilian conditions: downstream distribution, retailing parts, choice of entry mode.
With the aim to decideif it is feasible entering in Brazil with the same strategy used nowadays, we are going to develop first of all a theoretical approach about the concepts we need to know and to relate with this specific case, and after that we will see a brief market research with its following way to enter by many analysis such as PEST, PORTER 5 FORCES and SWOT.
Main strategic problem company