Bestseller — Facing a New Competitive Landscape in China
商品編號：9B11M054
出版日期：2011/08/29
再版日期：
商品來源：
商品主題：Entrepreneurship; General Management/Strategy; International Business; Marketing
商品類型：Case (Pub Mat)
涵蓋議題：Franchising;Marketing Management;Global Strategy;Fashion;Clothing;Denmark;China
難易度：4 - Undergraduate/MBA
內容長度：20 頁
地域：China
產業：Manufacturing
事件年度：2007
In the fall of 1996, Bestseller became one of the first international fashion companies to enter the Chinese retail market. Earlier that year, Allan Warburg and Dan Friis had made contact with the CEO of Bestseller A/S, Troels Holch Povlsen, regarding the prospect of selling Bestseller brands in China, where they felt there were many business opportunities. Holch Povlsen found himself convinced by the two entrepreneurs’ enthusiasm for the Chinese market.
They quickly proved that they had been right about China. A decade after the first store opened, Bestseller China had almost 2,000 stores, and accounted for more than one-third of the total turnover of Bestseller A/S. The secret to Bestseller China’s extraordinary success was its ability to sell price-competitive European designs with a Chinese touch, which was achieved by locating all production in China and modifying Bestseller A/S’s designs to suit the size and tastes of Chinese middle-class consumers. With a 10-year headstart over potential competitors, Bestseller China had by the end of 2007 managed to establish a strong presence in China. However, high economic growth and the growing middle class were making the Chinese market highly attractive for other companies. Although global giants, such as Zara and H&M, were devoting big chunks of their budgets to entering China and capturing market share, these aggressive new entrants were not Bestseller China’s biggest concern. In fact, the competition from local companies was seen as the real threat.
教學手冊：Bestseller - Facing a New Competitive Landscape in China - Teaching Note
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