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M&Co Individual Presentation
- 1. Online Internationalisation Stacey Ross (S1105444) International Fashion Brand Management MHN520459 April 2015
- 2. Overview Part 1 – Background & Overview - Company Overview and SWOT Analysis - Competitor Analysis - Market Overview Part 2 – International Fashion Brand Strategy - Internationalisation - Market Entry Strategies - Potential Markets - Fashion Brand Differentiation
- 3. Company Overview Mid-market, local high street retailer Catering for the real, forty-something woman 2006 – re-branded from Mackays to M&Co; the very first M&Co website was born Over 250 stores nationwide; expanding overseas through franchising 2012 – first franchise store opened in Dubai Mall Delivering to 90 countries worldwide via website (M&Co., 2015)
- 4. SWOT Analysis STRENGTHS - Clear internationalisation strategy for stores(franchising) - Accessible – is in fact the largest retailer in most towns - Scottish heritage - Delivers to 90 countries worldwide through website WEAKNESSES - Lack of region/nation specific websites - Lack of presence in shopping centres - Offers only fashion and homeware OPPORTUNITIES - Product extension opportunities - Online expansion to international markets THREATS - More established competitors such as M&S, John Lewis - Competitors with larger product offerings - Economic climate
- 6. Market Overview Primark New Look George Matalan Peacocks H&M Marks & Spencer M&Co Debenhams River Island Top Shop Dorothy Perkins Next Fashion Price (M&Co – GCU Presentation, 2015) Market positioning is the act of designing the company’s offering and image so that they occupy a meaningful and distinct competitive position in the target customers’ minds (Kotler and Keller, 2009).
- 7. Internationalisation What is Internationalisation? Standardisation of products (Levitt, 1983); Free movement of labour and capital; Global communication; Economic, social, political and cultural ties (Chen, 2006); Growth and development of human co-operation over national and international borders (Boudreaux, 2007)
- 8. Routes to Internationalisation Least expensive/least control • Wholesale/Export • Concessions Fairly inexpensive, relatively controlled • E-Commerce • Franchising/Licensing More expensive, long term commitments • Mergers and Acquisitions • Joint Venture Most expensive, offers maximum control • Organic Growth • Flagships (Moore, Doherty & Doyle, 2010) (De Chernatony, 2010; Keller, 2013).
- 9. Market Entry Strategies In terms of entering a market through online channels, there are perhaps not as many methods as there are offline: Brand website; Blogger outreach and engagement; Social media presence; Phone/tablet apps
- 10. Potential Markets BRAZIL: Population – Over 202 million (tradingeconomics.com, 2014); Portuguese is the first language (Encyclopaedia Britannica, 2015); 107,822,831internet users in 2014 (7% increase on previous year); E-commerce is booming; Growing middle class; 27 hours per month is spent online FRANCE: Population – 64.6 million (worldpopulationreview.com, 2014); One of the world’s fashion capitals; France generates most revenue through M&Co website, after the UK (M&Co – GCU Presentation, 2015); Almost 70% of French consumers have internet access; Spent > 51.1billion Euros in 2013; One of the biggest ecommerce countries in the world (Ecommerce News, 2014); Close to home
- 11. Fashion Brand Differentiation M&Co should successfully differentiate themselves from competitors as they offer more than just clothing, and have the opportunity to expand product ranges once they are settled in new markets. M&Co also have the added advantage in that their products are not limited to the ‘real, 40 something’ woman, but can be adopted by females of a younger age.
- 12. Summary M&Co should trial dedicated websites in the countries mentioned (Brazil, France); Scope to then include blogger engagement as a way of advertising their brand; Opportunity to create mobile phone/tablet app dependant on uptake of website in foreign markets; Opportunity to have distribution warehouses abroad
- 13. References Aiken, M. and Balan, S. (2011). An Analysis of Google Translate Accuracy. Translation Journal, 16(2). Boudreaux, D. (2007). Globalization. Westport: Greenwood Press. Braid, L. and Toner, N. (2015). M&Co - GCU Presentation. Chen, Y. (2006). National Culture and Groups: An Introduction. National Culture and Groups (Research on Managing Groups and Teams), [online] 9, pp.13-16. Available at: http://dx.doi.org/10.1016/S1534- 0856(06)09016-5 [Accessed 10 Apr. 2015]. Crew Clothing, (2015). About Us. [online] Available at: http://www.crewclothing.co.uk/aboutus/ [Accessed 2 Apr. 2015]. Debenhams, (2015). Debenhams UK - Clothes, Accessories, Beauty, Furniture & Gifts. [online] Available at: http://www.debenhams.com/webapp/wcs/stores/servlet/contentView?filepath=/DebenhamsUKSite/Static/fo oter_about_us_menu_uk.xml&storeId=10701&langId=-1 [Accessed 11 Apr. 2015]. Drapers, (2008). Brazil top emerging market for fashion retailers. [online] Available at: http://www.drapersonline.com/news/brazil-top-emerging-market-for-fashion-retailers/1464958.article [Accessed 12 Apr. 2015]. Drapers, (2011). Brazilian tourist spending increases 100.16% in the UK. [online] Available at: http://www.drapersonline.com/brazilian-tourist-spending-increases-10016-in-the-uk/5027967.article [Accessed 12 Apr. 2015]. De Chernatony, L. (2010). From brand vision to brand evaluation. Amsterdam: Butterworth-Heinemann. Ecommerce News, (2014). Ecommerce in France - Ecommerce News. [online] Available at: http://ecommercenews.eu/ecommerce-per-country/ecommerce-france/ [Accessed 15 Apr. 2015]. Encyclopaedia Britannica, (2015). Brazil | history - geography. [online] Encyclopaedia Britannica. Available at: http://www.britannica.com/EBchecked/topic/78101/Brazil [Accessed 14 Apr. 2015]. export.gov, (2010). Doing Business in Brazil. 1st ed. [ebook] United States of America Department of Commerce. Available at: http://www.export.gov/brazil/build/groups/public/@eg_br/documents/webcontent/eg_br_034878.pdf [Accessed 14 Apr. 2015].
- 14. References Forbes Magazine, (2012). [online] Available at: http://www.forbes.com/sites/ricardogeromel/2012/03/23/brazils-e-commerce-is-booming-record-breaking- figures-in-2011-growth-of-26-earnings-of-11-bi/ [Accessed 11 Apr. 2015]. Forbes Magazine, (2013). [online] Available at: http://www.forbes.com/sites/ricardogeromel/2013/10/28/internet-in-brazil-key-hard-facts-you-must-know/ [Accessed 11 Apr. 2015]. Internetlivestats.com, (2014). Internet Users by Country (2014) - Internet Live Stats. [online] Available at: http://www.internetlivestats.com/internet-users-by-country/ [Accessed 11 Apr. 2015]. Keller, K.L. (2013). Strategic Brand Management. Harlow: Pearson Education Limited. Kotler, P. and Keller, K. (2009). Marketing management. New Jersey: Prentice Hall. Levitt, T. (1983). Globalization of Markets. Harvard Business Review, 25(3), pp.17-19. M&Co., (2015). History - M&Co™. [online] Available at: http://www.mandco.com/corporate/our-history/our- history/our-history.html [Accessed 2 Apr. 2015]. Marks and Spencer, (2015). International Delivery | Static content | M&S. [online] Available at: http://www.marksandspencer.com/s/international-delivery [Accessed 12 Apr. 2015]. Monsoon, (2015). [online] Available at: http://uk.monsoon.co.uk/view/content/delivery-info [Accessed 11 Apr. 2015]. Moore, C., Doherty, A. and Doyle, S. (2010). Flagship stores as a market entry method: the perspective of luxury fashion retailing. European Journal of Marketing, 44(1/2), pp.139-161. New Look Group, (2014). Our Stores. [online] Available at: http://www.newlookgroup.com/sustainability/enviroment/our-stores [Accessed 13 Apr. 2015]. Next Direct, (2015). [online] Available at: http://www.nextdirect.com/CountrySelect [Accessed 13 Apr. 2015]. Peacocks, (2015). Mens, Womens & Kids Fashion, Cheap Clothes | Peacocks | Peacocks. [online] Available at: http://www.peacocks.co.uk/ [Accessed 17 Apr. 2015]. Retail-business-review.com, (2010). M&Co. - Retail Business Review. [online] Available at: http://www.retail- business-review.com/companies/mco [Accessed 4 Apr. 2015]. The Business of Fashion, (2014). In Brazil, Fast Fashion Heats Up. [online] Available at: http://www.businessoffashion.com/articles/global-currents/brazil-fast-fashion-heats [Accessed 12 Apr. 2015].
- 15. References The Telegraph, (2015). Marks & Spencer shares hit seven-year high as clothing sales grow again. [online] Available at: http://www.telegraph.co.uk/finance/newsbysector/retailandconsumer/11510707/Marks-and- Spencer-clothing-sales-grow-for-first-time-in-four-years.html [Accessed 12 Apr. 2015]. tradingeconomics.com, (2015). Brazil Population - 1960-2015. [online] Available at: http://www.tradingeconomics.com/brazil/population [Accessed 8 Apr. 2015].
Notes de l'éditeur
- This slide illustrates the points that will be addressed through this PowerPoint presentation in terms of two specific topics which are: The background and overview of M&Co, including a SWOT analysis, in addition to a competitor analysis and overview of the market; International fashion brand strategies in terms of possible market entry strategies that M&Co may adopt, potential markets and fashion brand differentiation
- Beginning with the company overview, I intended to keep this quite brief. M&Co is a mid-market, local high street brand which was known as Mackays up until it’s re-branding in 2006. With more than 250 stores nationwide, overseas expansion is currently underway through store franchising. In 2012, the first franchise store was opened in Dubai Mall; and a number of other franchise stores have opened since, particularly focused on the Middle East. In terms of online internationalisation, M&Co currently deliver to 90 countries worldwide via one digital portal. The website is available in English only, although they offer payment in different currencies (M&Co., 2015).
- A SWOT analysis was carried out in order to identify the strengths, weakness, opportunities and threats associated with M&Co. There are some very clear strengths that M&Co have in that they already have a very clear and well thought out internationalisation strategy in terms of offline expansion; M&Co is also very accessible in this domestic market and is well-known. The Scottish heritage of M&Co is fairly well-known, but there could be opportunities to play on this even more during expansion. The website at present also delivers to 90 countries worldwide (M&Co, 2015). With regards to weaknesses, the following were identified: There is a distinct lack of country-specific websites; Lack of presence in shopping centres that could attract a different type of consumer; Offers only fashion and homeware and could perhaps do more to differentiate from competitors in domestic market However, there are also many opportunities for M&Co. There is plenty of scope to introduce new products to their offering – this could also vary depending on the country in which they operate. They could also further expand to international markets via online methods rather than concentrating on franchising only. Threats include having perhaps ‘more established’ competitors, that will be looked at next, who have larger product offerings and attract a wider group of consumers. Economic climate is also a threat, as it is for any brand at the moment, but the British Pound is currently sitting well with the Euro and this could therefore offer opportunities.
- Retail Business Review (2010) identified Crew Clothing and Austin Reed as M&Co’s competitors. Both brands have known British heritage, and distinct product offering. Crew Clothing currently have 87 stores within the UK and their website caters for international delivery. Crew Clothing offers casual wear to men, women and children – this offering is similar to that of M&Co, although Crew Clothing has a slightly higher price point (Crew Clothing, 2015). On the contrary, Austin Reed provides ‘affordable luxury apparel with distinctly British sensibility’ through more than one hundred UK stores and internationally via the website. Austin Reed have expanded internationally through licensing and franchising, much like M&Co, and have recently opened stores in Dubai and Saudi Arabia . Although Austin Reed is known for suits and work wear, the casual wear that they offer is very similar in style to that of M&Co, but is at a slightly higher price point (Austin Reed, 2015). Both Crew Clothing and Austin Reed solely offer fashion products, M&Co may have an advantage here due to the addition of homeware. Marks and Spencer is perhaps one of the most obvious competitors of M&Co, with a very similar target market and presence on the high street, British heritage and product offering. Marks and Spencer currently operate almost 800 stores in the UK and offer a much more extensive product range – from clothing, to food, furniture, and flower delivery. M&S now also operate M&S Bank. Marks and Spencer are far more established than M&Co, although their fashion sales have struggled to make profit over the last few years until very recently (The Telegraph, 2015). M&S only deliver to 30 countries worldwide, but have 8 country-specific websites for Austria, Belgium, China, France, Germany, Luxembourg, The Netherlands, and the Republic of Ireland. Due to legalities, warranties and logistics, only clothing and selected homeware can be shipped internationally (Marks and Spencer, 2015). Next have been identified as a competitor due to the very similar customer profile and product offering to M&Co, although more product lines for homeware are offered at Next. Next currently have around 700 stores (most of which are in the UK and Ireland, but with some in Europe, Asia and the Middle East); international delivery to around 70 countries is available via their website. (Next Direct, 2015). New Look, although perhaps more popular with younger consumers (aged 18-25), offers basic pieces and work wear which is suitable for women over this age. New Look offer little in the way of men’s clothing, and do not currently offer a baby range like M&Co do. New Look operate 803 stores worldwide, and offer international deliveries to over 70 countries although beauty products are not shipped outside of the UK (New Look Group, 2014). Another competitor that was identified was John Lewis, another well-established brand that is steeped in heritage. John Lewis offer a large range of products and have largely the same target consumer as M&Co. John Lewis however, are a department store rather than a high-street mid-market retailer, and sell merchandise at a much higher price point. At present, there are 43 stores throughout the UK and no international stores although their website does ship internationally (John Lewis, 2015). In terms of product style, Monsoon can be said to be a competitor of M&Co. Monsoon currently operate (Monsoon, 2015). Similarly, Dorothy Perkins offer clothing of a similar style, but do not offer clothing for men or children and do not stock home décor. Dorothy Perkins also have a very similar target market to M&Co, although it could be argued that some products are catered to younger consumers. Dorothy Perkins offer consumers the ability to change the country from which they are shopping at the top of their web page, and the option to change the language that is used. Dorothy Perkins delivers worldwide, and also has stores in several countries outside of the UK including Israel, UAE and Saudi Arabia (Dorothy Perkins, 2015). At a much lower price point, Peacocks can be said to be a competitor due to their large presence on the high streets of small towns and appeal to the same target market. Peacocks however only deliver to 19 countries outside of the UK via their website, and do not have any stores outside of the UK (Peacocks, 2015).
- Using the market positioning map from the M&Co GCU Presentation (2015), it can be seen that M&Co are fairly mid-market in terms of price and the style of clothing that they offer. Their main competitors are also shown as a way of comparing their offerings. Using a map to determine the market position of a brand is also known as perceptual mapping, and is the act of creating a company or brand image so that is occupies a specific, valued place in the mind of the target consumer (Hameide, 2011).
- Internationalisation can be defined as the growth and development of human co-operation over national and international borders, it is ‘real’ and it affects everyone (Boudreaux, 2007). In addition to this, it is the term used to discuss how our lives are increasingly becoming entwined and interconnected with the lives of distant, foreign people, places and societies around the globe in economic, political and cultural means (Legrain, 2002; Moghaddam and Rahman, 2012). In relation to the economic ties, Stiglitz (2002) elaborates that opening up to international trade has assisted countries to grow much more quickly than they otherwise would have. International trade helps economic development as a country’s exports drive its economic expansion and growth. Cultural internationalisation is concerned primarily with multi-cultural societies and looks at the merging of many traits of group processes and connections over national cultures (Chen, 2006). The growth of technology has further created limitless possibilities for mediated interaction through social networking websites and blogs as well as the increasing distribution of media such as TV news, music and films across national and international borders (Nash, 2010). There is also the idea of standardisation as discussed by Levitt (1983), and homogenisation of products.
- The route that a brand decides to adopt as a way of internationalising will depend on three main factors: The level of control the brand wishes to retain; The resources the brand is willing to commit to; The strategic flexibility the brand wishes to retain (Treadgold and Davies, 1988) If a brand is not careful it could lose the brand entirely, but some methods of internationalisation offer more control than others. This slide demonstrates the possible routes a brand could take in order to internationalise, and there are advantages as disadvantages to them all. In terms of wholesaling and exporting, this strategy is one which is the most common initial way of entering a new market. It is fairly inexpensive and is a means of establishing what the demand for your product is in a specific market place; it can also make a small brand appear much larger. There is, however, not a great deal of control when using this method as distribution tends to be carried out via third party stockists. Another way a company can internationalise without too much risk is to set up concession stores to test a brand in a new marketplace. This method is favoured by the likes of TopShop and there is a particular focus on capital cities and department stores. The downsides of this method are that the brand must establish itself against the ‘host’ brand’s identity, and there is still not a great deal of control when using this method. E-Commerce is a direct form of exporting and cannot be ignored in today’s world by any means. Utilising e-commerce is one of the simplest ways to grow a brand and the middle-man is cut out. Physical shipping of the stock can be expensive, but there are ways around that in terms of setting up smaller distribution centres in specific countries. This method is obviously the one that we will focus on more in the upcoming slides. Franchising or licensing is another method that is commonly used. There is more risk attached to this method, however it is a fairly high speed and low cost expansion method that has been adopted by many fashion retailers such as Mango. The brand would have the advantage in that the franchisee would have a good knowledge of the foreign market and be able to understand market culture. The next methods are extremely high cost compared to the others, and are long-term commitments that are difficult to get out of. Mergers and acquisitions provide immediate market entry, but there could be problems with integration. The company or brand that you merge with may not suit your target market, or could be ‘contaminated’ with bad press, or business failure. Joint Venture is also expensive, and is similar to franchising. It does not offer a brand complete control however, and is a very complex method of internationalisation. Organic growth is an internally resourced way of expanding a brand and gives maximum control and profit; it is a slower expansion pace, but it is far riskier than the other methods discussed already and is not suited to some brands. In relation to this method, there is also the method of Flagship stores (Moore, Doherty and Doyle, 2010) being used as a marketing tool. Flagship stores tend to be located in prominent areas and have the broadest range of products; a lot of money can be spent on creating flagship stores and so it is a very risky method if market research has not been conducted thoroughly prior to investment.
- In terms of entering a market, there are perhaps not as many obvious options with doing so online as opposed to offline. Digitally, a brand can make itself known in the following ways: Brand/retailer website (whether that is generic or dedicated to individual countries); Blogger liaisons; Social network usage; Development of phone apps; Online advertising on other websites As mentioned previously, M&Co currently delivers to 90 countries worldwide via there main website which is only available in the English language, although it can be translated by prospective consumers through third party websites such as Google Translate. Although Google Translate provides translations among a large number of languages, the accuracies vary greatly (Aiken and Balan, 2011). Therefore, in terms of the brand website, M&Co should launch dedicated sites or portals to certain countries – this will be more personalised and tailored to the market, and could open up other opportunities such as click and collect. A challenge with having country-specific websites is that language barriers and currency conversion must be considered. Depending on the popularity of blogs and social networks, these then may be used as a way of communicating with markets in foreign countries.
- When looking at potential markets to enter, it is all down to push and pull factors (Alexander, 1995). In terms of online internationalisation and the choice to create country-specific web portals, the countries that were identified in which to trial this strategy are France and Brazil. France is a country which would be considered to have many ‘push’ factors: There is a fairly mature domestic market in France although the fashion industry is ever-evolving here; Hostile competition; No longer many niche opportunities in this market; However, at the moment, exchange rates are fairly stable and the psychic distance between the UK and France is small and therefore less risky. This is why it is a great area to trial a dedicated website in. Brazil on the other hand, could be considered as a country with ‘pull’ factors. It is fairly underdeveloped in terms of fashion retailing; it is quite a large market; there is high population growth (and, in particular, growth of the middle-class). There is no denying however, that in some areas of Brazil, there are very high crime rates, but that does not take away from all of the advantages of operating in a country that can be described as ‘booming. Out of all of the ‘BRIC’ countries, Brazil is the closest to home and has a much more stable political and economic economy. France was chosen as one of the countries in which to trial a dedicated website because it currently generates the most revenue, after the UK, through M&Co’s current website (M&Co – GCU Presentation, 2015). With a population of 64.6 million (worldpopulationreview.com, 2014), France is close to home and is known as one of the fashion capitals of the world. It is estimated that almost 70% of French consumers have access to the internet. In 2013, French consumers spent more than 51.1 billion euros online (Ecommerce News, 2014), and almost two thirds of shoppers (71%) purchased goods from overseas retailers (Ecommerce News, 2015). France is ranked as the sixth biggest ecommerce market worldwide and, in Europe, only Germany and the United Kingdom are bigger (Ecommerce News, 2014). The main competitor for M&Co in the French market would be La Redoute, a French multi-line retailer that specialises in clothing and homeware. Unlike M&Co however, La Redoute offer a much larger range of brands including Nike and Levi’s (La Redoute, 2015). La Redoute do offer shipping to a large number of countries, but they do not have any physical ‘bricks and mortar’ stores. M&Co would have an advantage here as research has shown that hybrid firms that maintain both online and physical channels are preferred over ‘e-tailers’ (Shoenbachler and Gordon, 2002; Benedicktus et al, 2010). Another country that was identified was Brazil. Amongst the ‘BRIC’ countries, Brazil is the only one with a major fashion industry of its own (The Business of Fashion, 2010). As of the 1st of July 2014, the population of Brazil was estimated at 202.8 million (tradingeconomics.com, 2015). Additionally, there are now over 107 million active internet users in Brazil - this is a 7% increase on the previous years’ figure (Internetlivestats.com, 2014). Portuguese is the first language of the vast majority of Brazilians (Encyclopaedia Britannica, 2015) and so the web portal would have to be concisely translated. Fashion has a special place in Brazilian culture (The Business of Fashion, 2010). In 2008, Drapers hailed Brazil as the most attractive emerging market for fashion retailers (Drapers, 2008). More recent reports show that the fast fashion market in Brazil is expanding - the country has seen the arrival of stores such as TopShop, Forever21 and Gap, while attracting interest from retailers like H&M (The Business of Fashion, 2014). The difference with M&Co is that they will be targeting a different consumer group in terms of age, and also offering homeware. Forbes Magazine (2012) reported booming e-commerce in Brazil, supported by the growing middle class. Forbes Magazine (2013) further reported that Brazilian consumers spend more than 27 hours per month online, while the global average is only 24.7 hours per month. Fashion and accessories in Brazil are incredibly popular in terms of online shopping and in fact only second behind home appliances; fashion and accessories make up more than 12% of all online retail sales. In addition, the fashion and accessory industry brings many Brazilians to online shopping for the first time, as word of mouth continues to spread throughout the country about the lower prices found online according to a report from export.gov (2010). Brazil is also an attractive market as, when Brazilians visit the UK, they are known to spend large amounts of money on fashion - Drapers (2011) reported that Brazilian tax free spending in the UK increased by 100.16% between 2010 and 2011, putting it second only to Chinese, Japanese and Russian tourists. This highlights that Brazilians are lapping up the brands we can find on most high streets across the country.
- M&Co can differentiate themselves from UK competitors that operate in foreign countries through online shipping as they offer home décor products, unlike competitors such as New Look. M&Co also have the added advantage in that their clothing is not solely directed at ‘the real 40 something women’ but can easily be adopted by younger consumers due to its casual and comfortable nature. As stated previously, M&Co also have the advantage of having physical stores that give them more credibility as a retailer. M&Co additionally have the opportunity to then physically expand in countries such as France and Brazil, should logistics allow it. Due to restrictions, certain products cannot be shipped abroad, and so having dedicated distribution centres and bricks and mortar stores in foreign markets could allow new products to be introduced (such as beauty products and larger homeware items). In turn, this could lead to the use of click and collect services in foreign markets whereby consumers will order products online and have them delivered to their nearest store – in France in particular, this method of delivery is favoured (78% of consumers chose this delivery option in the last twelve months according to Ecommerce News, 2015). The Business of Fashion (2010) reported that Brazil has very little in terms of mid-market fashion retailers, they are all either poor quality at a low price or designer clothing at a much higher price point. M&Co differentiate from this as they offer good quality clothing at fairly affordable prices.
- To summarise, it has been suggested that M&Co launch dedicated websites in Brazil and France, as a way of trialling their website abroad and using the e-commerce international expansion method. Using this method could then offer opportunities to physically expand into these countries, and could be done in many ways such as franchising like they do now, or through organic growth. This would then lead to further opportunities such as click and collect, as mentioned previously. There would also be scope to include blogger engagement and social media sites as a way of advertising the brand and communicating with consumers – there are obviously areas within this that would have to be addressed such as different timezones and language barriers, but there is no reason that it could not be a possibility. Additionally, dependant on uptake of the website in foreign markets, a mobile or tablet app could be developed and launched to appeal to a different type of consumer. There would also be the opportunity to have distribution warehouses abroad – this would cut costs of shipping and would allow new products to be introduced to certain markets should there be a need for it.
- Additional References: Benedicktus, R., Brady, M., Darke, P. and Voorhees, C. (2010). Conveying Trustworthiness to Online Consumers: Reactions to Consensus, Physical Store Presence, Brand Familiarity, and Generalized Suspicion. Journal of Retailing, 86(4), pp.322-335. Dorothy Perkins, (2015). Store Locator. [online] Available at: http://www.dorothyperkins.com/en/dpuk/category/store-locator-1817391/home?geoip=noredirect&viewAllFlag=false&TS=1365668494345?intnav=footer [Accessed 15 Apr. 2015]. Ecommerce News, (2015). Different delivery preferences in UK, France and Germany - Ecommerce News. [online] Available at: http://ecommercenews.eu/different-delivery-preferences-uk-france-germany/#more-3607 [Accessed 15 Apr. 2015]. Hameide, K. (2011). Fashion branding unraveled. New York: Fairchild Books. La Redoute, (2015). La Redoute, French Style Made Easy | La Redoute. [online] Available at: http://www.laredoute.co.uk/brands/brands.aspx [Accessed 16 Apr. 2015]. Moghaddam, A. and Rahman, A. (2012). Three of concepts: Modernism, Postmodernism and globalization. Elixir Social Science, [online] (43), pp.6643-6649. Available at: http://www.elixirjournal.org [Accessed 9 Apr. 2015]. Nash, K. (2010). Contemporary Political Sociology - Globalisation, Politics and Power. 2nd ed. Chichester, U.K.: Wiley-Blackwell. Peacocks, (2015). Peacocks. [online] Available at: http://www.peacocks.co.uk/store-finder/index/search/region/all/ [Accessed 16 Apr. 2015]. Schoenbachler, D. and Gordon, G. (2002). Multi‐channel shopping: understanding what drives channel choice. Journal of Consumer Marketing, 19(1), pp.42-53. Stiglitz, J. (2002). Globalization and its discontents. London: Penguin Books. The Business of Fashion, (2010). Inside Brazil's Booming Fashion Industry. [online] Available at: http://www.businessoffashion.com/articles/intelligence/inside-brazils-booming-fashion-industry [Accessed 14 Apr. 2015]. Treadgold, D, A. and Davies, R. (1988). The internationalisation of retailing. Longman.