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Apparel industries

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    I.         Introduction

    Apparel industries forecasting is an important necessity for any booming business in Europe. If we realized that producing clothing is taking a long time, we will understand that it is essential for an apparel producer to be capable of look forward to the desires of the customers. All apparel manufacturer, designer and product in Europe should attempt to be aware of the needs of their buyers properly sooner than design and forecast their upcoming season’s collection. Nowadays, all sections of the European apparel industry are somehow concerned in forecasting.

    II.        The forecast of the apparel industries in Europe

                 Europe is estimated to develop into the main exporter of the apparel industries because of its capability to create approximately at all kind of apparel product at any quality and excellence level at an economical price. From year to year, the rate of growth of European imports into the other countries is increasing. Many factors such as prices, exchange rates, distribution costs and tax rates are becoming part of forecasts and analysis of the apparel industries in Europe (“Apparel Retail in Europe”, 2006).

    In Europe, apparel products have always been a labor-demanding activity with lesser capital investment necessities. Accordingly, Europe has observed the export of apparel manufactured goods as a most important line of attack of economic development. Gradually, global businesses in apparel industries begin to spread out with more dependable distribution and improved communications in Europe (Cole, M., 2005).

    For apparel products in Europe, the future and potential competitiveness will transform significantly for many countries. The apparel manufactures periodically are significantly more difficult than recognized ordinarily. By increasing liberated business, there are more prospective companies in Europe that able to perform the apparel productions. Europe is a place that fulfilled by shoppers, which is requiring more assortment, more style and mode, cheaper prices, and demands on sellers to explore for new sources (“Apparel Retail in Europe”, 2006).

    In the future, the fashion in the direction of uniqueness and direct satisfaction in Europe is needed to maintain. By the means of information technology (IT), customers will know how to choose products that precisely fit with their wants. By accessing Internet, consumers will have broader possibilities to choose and they will simply find the most economical prices with better quality. Apparel industries in Europe should advance skill of the many challenging product offerings. Thus, customers will be loyal only to the sellers that can make them satisfy (Dash, K. 2007).

    III.      Recommendation

    Apparel industries in Europe’s have comprehensive benefits, as well as a reason of why the amount of Europe’s potential superiority in the market is possibly exaggerated. It can avoid a flood of imports from other countries. Europe should settle on guiding principle that may well maintain the continuation of export-oriented textile and apparel industries. It because competition will influence the distribution of apparel manufacture all-around the world (“Apparel Retail in Europe”, 2006).

    Europe must concentrate their power and resources on creating internal transformations to develop the regional circumstances for production and investment. Recommendations for apparel industries in Europe are created for make some advantages to the workers, which essentially can get a beneficial result on the general workforce, as well as the wages, working hour, etc (“The Future of the Apparel and Textile Industries..”, 2006).

    The other recommendations should focus on payment regulations, social protection, employment explorations, and skills improvement for jobless employees. These can improve national economies. Europe is required to prioritize their distribution of resources. Europe also should specify the significant aspects, which companies have to employ, in their production, such as cost, efficiency, productivity, supplier consistency and long-term supplier alliances, product quality, employment standards, risk elements, and so on (DesMarteau, K., 2005).

    Last but not least, recommendations in Europe are made to advance their aggressiveness in world competition together with business environment, employment, and management strategy, market admittance, etc. These will facilitate local companies in Europe to struggle in the international marketplace in good health (“E-Business In The Uk Apparel & Textile Industries”, 2007).

    IV.      P.E.S.T.L.E Analysis of GAP Inc

                The Gap, Inc. is a global retailer of people’s casual apparel, human care products and accessories. In 1969, the Gap, Inc. is created in San Francisco. The Gap consists of three different products, which include banana republic, The Gap, and Old Navy. The Gap, Inc. targets an extensive market in the world, on all sides of varied age ranges and income levels.

    The Gap, Inc. sells a multiplicity of casual apparel, products, and accessories in modern and classic fashions at reasonable price every people. The Gap Inc. struggles with some competitors and retailers such as Guess, which is offering more trend-oriented of fashion product (“Gap Inc.”, 2007).

                The PESTEL analysis is a tool that very important to any selling assessment because of the extensive range of significant problems it deals with. The PESTEL analysis is significant to recognizing opportunities and threats in the external environment (“PESTEL Analysis”, 1999). This is the PESTEL analysis for The Gap Inc.:

    Table 1            PESTLE Analysis of GAP Inc.

    Political
    Trade and tax policy impact on the apparel industry
    Regulation of Export and Import will affect profitability
    Economical

    Customer’s demand influenced by the economic condition
    The competence of manufacturer and investment of investor can affect industry’s capability to complete high profits and great performance
    Social

    Verbal communication, cultural, and social differences when do business out of the country
    Opinions of customer have an effect on how the apparel companies operate in their business activities
    Technological

    Innovative and sophisticated equipment are extensively existing
    Improvement of the Internet uses can offer better services deliver to customer in a straight line
    Internet permitting easiness for viewing and selling the products
    Ecological

    Exploiting the natural resources could have a bad impact in the future
    Waste and pollution can be minimized by accomplish recycling and green movement
    Legal

    Transformation in employment law and regulation

    V.        Conclusion

                The aggressive strategies and approaches of apparel manufacturers have an important effect on the allocation of manufacture for different categories of products. The long-term value of relationships amid the industries and allocation of products signify that supply chains will show a combination of factors on the subject of prices, shipping costs and changes to the negative possibilities related to products in different places.

    Apparel segment in European markets be influenced by using the advantages of propinquity from a planning, selling, and production viewpoint to counter the unpredictable market demand. Apparel manufacturers have continued to exist by an assortment of the special management of local materials and by means of endowing in technology. In consequence, it is permitting them to accomplish the greatest productivity, efficiency, and quality in the world.

    Reference:

    Analysis of THE GAP, INC. 2001. [Online]. Available from http://web.mit.edu/wysockip/www/535/MIT2001/Gap2.pdf [Accessed 9 March 2007]

    Apparel Retail in Europe. 2006. [Online]. Available from http://www.marketresearch.com [Accessed 9 March 2007]

    Cole, M. 2005. A “Sports Center” Universe Invigorates Apparel World. [Online]. Available from http://www.apparelmag.com/articles/apr/apr05_3.shtml [Accessed 9 March 2007]

    Dash, K. 2007. APPAREL VIEWS. [Online]. Available from http://www.apparelviews.com/knitting/role.html [Accessed 9 March 2007]

    DesMarteau, K. 2005. Event Report: Apparel Executive Forum 2005. [Online]. Available from http://www.apparelmag.com/articles/dec/dec05_1.shtml [Accessed 9 March 2007]

    E-Business In The Uk Apparel & Textile Industries. 2007. [Online]. Available from http://www.infomat.com/research/infre0000356.html [Accessed 9 March 2007]

    Gap Inc. 2007. [Online]. Available from http://www.gapinc.com/careers/opportunities/HQ/realestate.htm [Accessed 9 March 2007]

    Gap Inc. (GPS). 2007. [Online]. Available from http://finance.yahoo.com/q/pr?s=GPS [Accessed 9 March 2007]

    PESTEL Analysis. 1999. [Online]. Available from http://www.idea-knowledge.gov.uk/imp/aio/1033478 [Accessed 9 March 2007]

    Recklies, D. 2006. PEST – Analysis. [Online]. Available from http://www.themanager.org/models/PEST_Analysis.htm[Accessed 9 March 2007]

    The Future of the Apparel and Textile Industries Prospects and Choices for Public and Private Actors. 2006. [Online]. Available from http://www.hctar.org/pdfs/GS10.pdf  [Accessed 9 March 2007]

     

    Apparel industries. (2016, Jul 05). Retrieved from https://graduateway.com/apparel-industries/

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