by Herman Bailey | Jul 4, 2023 | Essays |
1. What factors contributed to your decision to apply to Parish?
We choose Parish for its personalized, creative, and faith-based approach to academics. Majority of the schools focus on academics and ignore the spiritual wellbeing of children. Parish allows our son to receive personalized teaching and instruction which will cater to his specific strengths and weaknesses.
Parish has a low student-teacher ratio and all-grade access to the Parish STEM Program. This will allow our son to grow exponentially in academics and socially. It will also allow the teacher to track his progress in various aspects and advice us on the same. The small class will also allow Stanton to participate and grow in confidence within the class. We, the parents and the teacher have the advantage of teaming up to help Stanton overcome any weaknesses and become more confident in academics, physical activities, social and spiritual wellbeing. Therefore allowing for the development of a well rounded, complete child.
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The lower school cooking lab is a bonus Stanton would be particularly excited to find himself in the lower school cooking lab. Many grade schools within the area have not understood the importance of an out of the class experience for young children. The lower school cooking lab will bring forth his creativity while at the same time challenging him to explore new areas. Of course, the cooking lab will likely make school more exciting and exhilarating for Stanton unlike his peers in other settings. The Parish setting will position Stanton to thrive in a dynamic world.
The school’s personalized; the hands-on approach is optimal for developing independent thinking and sound judgment. In this setting, Stanton’s involvement would be reality-anchored and focused. By exercising productive thought, he will learn to manage various settings including those involving change. The school’s curriculum would permit him to stretch his mind and thrive in the rich diversity of his classmates. The addition of Spanish, art, music, library time, daily P.E. and chapel fit with our core values.
After-school learning and in particular, the various EXTEND programs, are unique. We foresee Stanton quite keen for:
- Lego Discover
- Karate
- Indoor Soccer
- Spanish
- Art
Parental Recommendations
“It is a capital mistake to theorize before one has data.”
-Sherlock Holmes
We began inquiring about Parish one year ago as we were looking ahead to first grade. We spoke to many families to learn about their experiences at the school. Key findings include the school’s spectacular student discipline and safety as a priority. One family asserted Parish is a “home away from home” and offers a warm, supportive environment for both students and parents. Another family confirmed the school’s technology-emphasis for productive learning, and the schools “outside the box” approach to education. A mother expressed that the school takes into account families active schedules when assigning after school homework and duties.
Whereas the school brochure and advertising promised a fulfilling environment for our child. It is through the testimony of other parents that we got a complete feel of the school atmosphere. Observing children who have attended Parish, I noted that they had exemplary manners and admired their eloquence in Spanish and English. Immediately I knew that Parish would explore the strengths of our child and become a fulfilling learning environment for him.
As Aristotle claimed humans are capable of the highest good when they live and learn in their ideal environment. Parish will inspire Stanton to learn with confidence. Later, he likely will adhere to Aristotle and return the benefits conveyed to him.
2. What are your child’s greatest strengths?
Stanton’s greatest strengths are preparation, pride, and agility.
Preparedness
As Louis Pasteur asserted “Chance favours the prepared mind.” Stanton succeeds because inquisitiveness is one of his greatest strengths. He likes to ask questions and is a master of the 5-W’s + 1-H:
- Who?
- What?
- When?
- Where?
- Why?
- How?
Whenever we are going to the store, for example, the young man will prepare with the heat of a battle. He often gets upset when not forewarned of a simple trip to the shop. He would like to know exactly what his role will be, and therefore how he will accomplish the task. He often quizzes me on exactly what we are going to purchase and the amount of money we have carried for said purchases. This preparedness goes into all aspects of his little life, from playdates to colouring exercises. All things must be laid out properly and then the task can be accomplished.
Pride
As parents in this generation where children are often suffering from low self-esteem at an early age, we are happy that Stanton seems to be a proud and confident child. He has no qualms about defending his word and will not be quavered easily, even by his parents. He enjoys making his own choices from what to wear to where to play and with whom. Often when quizzed about his choices, he has reasons behind the choices. The reasons may be flimsy and childish but he has the confidence to defend his choices.
His pride is often the topic of discussion in our family with his grandma saying that sometimes the pride and confidence he exhibits carry a sort of charm because you will find yourself relenting. This does not mean that he is perfect, there are times his confidence can border on arrogance. However, when I carefully outline the disadvantages and mistakes he has made, he is often quick to say sorry and adjust.
Agility
Stanton is quite adaptable to his environment for example in a single day one can observe:
1. Barbie Dolls with the girls
- Engage in Lego Hero Factory with the boys
- Respect for older kids and relentless inquisition about the journey ahead
Stanton can study the environment and within seconds judge what he needs to be to succeed. His agility goes as far as simple tasks in the house. unlike many children who enjoy specific tasks, my son can today clean his room, tomorrow he will want to wash the laundry and next day put away the dishes. He adapts to each new environment with the agility of a chameleon, even new environments that he has not experienced before.
3. What are your child’s greatest areas of need, and what steps have been taken to address these concerns?
Although Stanton is confident in familiar settings, he can be cautious when the opposite is true. In a new environment, he tends to be shy often clinging to people he knows. One may imagine that he is not a social child, whereas in essence it just takes him time to adjust and become confident in the new environment. To address this concern, we keep Stanton active. His response has been positive and has helped him recognize the tremendous value of self-trust. Some of the uncommon achievements that he boasts to his friends include:
- Conquering a 675-foot zip line at Rough Creek Lodge, TX
- Riding his bicycle with no training wheels numerous times 9.5 miles around White Rock Lake
- If-Dallas simulated sky diving sessions
- 5-hour dog sledging adventure in Kananaskis located outside Calgary, Albert Canada
- Plummeted 16 stories (~155 ft) through the air at 80 mph on Dive Bomber Alley, Six Flags Over Texas
- Snow tubing solo in Banff Nation Park
With these activities, we have begun laying a foundation for Stanton where new is no longer scary and impossible but rather an exciting challenge to be conquered. We have seen changes when it comes to the introduction of new environments and we are confident that the school programs will allow him to embrace change, so that fear is no longer overwhelming.
4. What are your child’s special interests?
Stanton demonstrates superb capability, coping, and social interaction skills.
His strong learning capability is also present outside the classroom. His participation in many playgroups and extra-curricular activities illustrates his energetic spirit and capacity. He exhibits happiness from his achievements by decorating his home with certificates, medals and trophies.
His industrial capability is also noteworthy. He builds and constructs Legos designed for kids much older than him. He helps his mother sew and complete creative projects. He yearns to expose his ambitious drive in any setting by competing with his father. He is an early riser and quite independent in the morning. We find him drawing at the dinner table, constructing Lego castles and engaging in self-dialogue. This week he drew a scarecrow with tears in the eyes. When we asked him why the scarecrow was sad he said, “Because he didn’t want to be stuck to that pole.”
Well, that’s Stanton. He would never want to be stuck to a pole or want anyone else to be stuck that way either. Parish is our first choice of a school for our son because we feel it is a place that will encourage Stanton to grow and learn without getting stuck while reminding him others have the right to do the same.
Independence is another one of Stanton’s strong characteristics. He likes to dress in the morning to match every primary colour, all at once. He shows excellent hygiene in his desire to brush his teeth and match his father’s morning deodorant application. He is a master storyteller and always asks many questions. He seems to recover well from challenges and is firm when challenged by his playgroup friends.
In a familiar social setting, he is quick to take part. In the presence of friends and new acquaintances, he is quite trusting with his toys, and willing to share. He is popular with kids and teachers because he always remembers their birthdays. His signature touch includes delivering hand-made cards, creations, and sometimes cookies. He is affectionate towards younger kids and quite helpful in finishing small household chores.
At Parish, we envision Stanton will further branch out and innovate. While building confidence from new special interests, he will become more adaptable, versatile, and able to think on his feet.
5. Describe your child’s relationship with his/her peers.
We believe peer relationships are important to the quality of Stanton’s life as well as his future development. This is why we have created countless social options for Stanton since infancy. He gains great satisfaction from interacting with his peers. Stanton is self-confident and just as eager to socialize with an unfamiliar face at the park, as with a classmate or special friend. His ability to compromise, accept, and communicate has helped him foster relationships with children of varying ages and backgrounds.
He especially enjoys playgroup and is often awake and ready hours before the playgroup starts. In the past month, we have noticed that he enjoys making the newer children more comfortable, including them in his games and circle of friends. He is so compassionate that he is often willing to compromise and sacrifice for the comfort of another. I have often had to purchase an extra sweet or chocolate because he is probably going to give his away to a child he just met whose name he does not know or care to know. All he knows is that said child “looked” like he wanted chocolate.
6. Describe your child’s relationship with his/her family.
There are two lasting gifts that you can give to your children – one is roots–the other is wings.
Stanton’s mother and father live happily under one roof, but each has a unique relationship with him. His mom spends much of the time with him, engaging him in play and simple tasks in the house. This prepares him for bigger and more responsibilities. Also, she gives him the ideal roots upon which he bases his confidence. Much of the time, one will find him in the kitchen attempting to help his mum prepare dinner. To Stanton, Mummy and he are a team and must suffer together while at the same time enjoying all rewards together.
Stanton’s mom is a powerful influence in Stanton’s daily routine. She encourages critical thinking, strong values, morals, etiquette, and acceptance. Stanton and his mom connect through household chores. Sorting laundry, cooking, sewing a “broken” teddy bear arm, writing thank-you cards, and gardening. Creativity is important to Stanton’s mom. She encourages and facilitates craft projects, painting, building, and experiments. Strong extended family relationships are strengthened with mom organizing weekly visits to Stanton’s grandparents’ house.
Stanton and his dad connect through adventurous activities and competition. Each party plays a critical role in helping the other become the best that they can be. They ride bikes, race, and practice sports like baseball, football, and soccer. Stanton also likes to accompany his dad with HIIT (High-Intensity Interval Training) in our home gym. They often finish the day a friendly Nerf gun competition, and books before bed. Stanton’s dad believes sports are instrumental in teaching Stanton determination, discipline, and persistence. They build character, confidence and resilience – things that don’t show up in test results but matter in life. Although Stanton’s father has a demanding professional life, he rarely misses his competitive pursuits. He is a champion of Stanton and a meaningful mentor that will never give up on him.
Stanton also has strong relationships with his grandma and aunts. Whenever they visit or we visit them, they are quick to heap praises on his achievements. This has built his confidence and given him the desire to try out new things if only to tell grandma about it.
7. Does your child receive any tutoring or academic enrichment outside of the classroom? If so, please explain.
Stanton is an active participant in many extra-curricular activities:
- YMCA Soccer
- YMCA Flag Football
- Tennis Lessons
- Spanish Lessons
- Weekly Play Group
- Piano Lessons
- Martial Arts
8. If you feel it would be helpful, please elaborate on any of the above items.
Stanton has found a way to pick the best of the family gene pool. He is an exciting child, quite energetic and inquisitive. However, this does not mean that he is perfect; he also has his weakness. A common one that we have to deal with is his stubbornness. Often he will insist on a particular path, and I have to take some few minutes to debate and convince him to change direction. Parish will build a much more wholesome child with the potential of becoming an influential member of the community.
With a student-centered approach, I create engaging and informative blog posts that tackle relevant topics for students. My content aims to equip students with the knowledge and tools they need to succeed academically and beyond.
by Herman Bailey | Jul 3, 2023 | Essays |
what’s gender got to do with it?
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What’s gender got to do with it? Everything—or so it might seem. Gender, in the words of Kate Gilles, a policy ana- lyst at the Population Reference Bureau, “is a social construct— that is, a society’s assumptions about the way a man or woman should look and behave.” Gender roles in our society have changed considerably in recent decades: there are more women in the workforce, many doing jobs once held exclusively or primarily by men, and a growing number of men who choose to stay home with the kids while their partner works outside the home.
Still, many writers in this chapter argue that while women have made substantial progress in the United States, serious obstacles remain. Anne-Marie Slaughter, a former government official, observes that women who aspire to rise to the top of their fields find it difficult to also raise children—and that it’s not possible to really “have it all.” Computer programmer Ellen Ullman further discusses gender inequities, reminding us that women in her field are underrepresented and “held to higher standards” than their male counterparts.
Facebook executive Sheryl Sandberg, while acknowledging the gender discrimination that Slaughter and Ullman describe,
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urges young women to “lean in” by actively pursuing leadership roles and dividing home responsibilities with their partners. Meanwhile, feminist writer bell hooks, while agreeing that women should aspire to positions of leadership, questions Sand- berg’s focus on wealthy, privileged women and urges women not to replicate what she calls “imperialist white supremacist capitalist patriarchy” but instead work for equality and oppor- tunity for all.
In response to such critiques, others argue that the situa- tion for American men is in many ways just as problematic. Journalist, husband, and father Richard Dorment writes about the increasing difficulty men have in balancing work and home life. And business executive Saul Kaplan raises concerns about the growing achievement gap among young people, with girls now outpacing boys in both school and the workplace.
But discussions of gender take place outside the confines of an office and beyond the walls of a family’s home. On a daily basis, pressure still exists for people, particularly chil- dren, to maintain traditional gender roles—for males, playing sports, acting tough, and not showing emotion; and for females, maintaining their physical appearance, being sensitive to other people’s feelings, and not acting “too aggressive.”
Stephen Mays, a student at the University of Georgia, finds that gender stereotypes are often present in same-sex relation- ships as well, and he argues against these limiting stereotypes. Dennis Baron, a linguist who regularly blogs on issues of lan- guage and society, considers Facebook’s recent decision to allow users the opportunity to select from fifty-eight different terms for gender identification, while still offering the same “three tired pronouns” to refer to those they identify. And Penelope Eckert and Sally McConnell-Ginet, scholars of language and gender, describe the ways parents, teachers, and even doctors
(Gerald 639-640)
Gerald, Graff,, Birkenstein, Cathy, Durst, Russel. “They Say / I Say”: The Moves That Matter in Academic Writing, with Readings (Third Edition), 3rd Edition. W. W. Norton & Company, 02/2015. VitalBook file.
in the delivery room reinforce gender distinctions in ways that steer children into what societies deem as normal gender roles. Gender is personal, part of everyone’s developing identity and web of relationships, but it is also political, related to ques- tions of equity, fairness, and civil rights. As you read this chap- ter, you will encounter a range of perspectives and perhaps be challenged to consider or reconsider your own views—and have the opportunity to add your voice to an important conversation
that affects all members of society.
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Lean In: What Would You Do If You Weren’t Afraid?
SHERYL SANDBERG
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My grandmother Rosalind Einhorn was born exactly fifty- two years before I was, on August 28, 1917. Like many poor Jewish families in the boroughs of New York City, hers lived in a small, crowded apartment close to their relatives. Her parents, aunts, and uncles addressed her male cousins by their given names, but she and her sister were referred to only as “Girlie.”
During the Depression, my grandmother was pulled out of Morris High School to help support the household by sewing fabric flowers onto undergarments that her mother could resell for a tiny profit. No one in the community would have considered taking a boy out of school. A boy’s education was
Sheryl Sandberg is the chief operating officer of Facebook and the first woman member of its board of directors. She has also served as a vice president at Google and as chief of staff for the U.S. Secretary of the Treasury. This selection is the first chapter of her book Lean In: Women, Work, and the Will to Lead (2013).
(Gerald 641-642)
Gerald, Graff,, Birkenstein, Cathy, Durst, Russel. “They Say / I Say”: The Moves That Matter in Academic Writing, with Readings (Third Edition), 3rd Edition. W. W. Norton & Company, 02/2015. VitalBook file.
Lean In: What Would You Do If You Weren’t Afraid?
the family’s hope to move up the financial and social ladder. Education for girls, however, was less important both financially, since they were unlikely to contribute to the family’s income, and culturally, since boys were expected to study the Torah while girls were expected to run a “proper home.” Luckily for my grandmother, a local teacher insisted that her parents put her back into school. She went on not only to finish high school but to graduate from U.C. Berkeley.
After college, “Girlie” worked selling pocketbooks and accessories at David’s Fifth Avenue. When she left her job to marry my grandfather, family legend has it that David’s had to hire four people to replace her. Years later, when my grandfather’s paint business was struggling, she jumped in and took some of the hard steps he was reluctant to take, helping to save the family from financial ruin. She displayed her business acumen again in her forties. After being diagnosed with breast cancer, she beat it and then dedicated herself to raising money for the clinic that treated her by selling knockoff watches out of the trunk of her car. Girlie ended up with a profit margin that Apple would envy. I have never met anyone with more energy and determination than my grandmother. When Warren Buffett talks about competing against only half of the population, I think about her and wonder how different her life might have been if she had been born half a century later.
When my grandmother had children of her own—my mother and her two brothers—she emphasized education for all of them. My mother attended the University of Pennsylvania, where classes were coed. When she graduated in 1965 with a degree in French literature, she surveyed a workforce that she believed consisted of two career options for women: teaching or nursing. She chose teaching. She began a Ph.D. program,
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got married, and then dropped out when she became pregnant with me. It was thought to be a sign of weakness if a husband needed his wife’s help to support their family, so my mother became a stay-at-home parent and an active volunteer. The centuries-old division of labor stood.
Even though I grew up in a traditional home, my parents 5 had the same expectations for me, my sister, and my brother. All three of us were encouraged to excel in school, do equal chores, and engage in extracurricular activities. We were all supposed to be athletic too. My brother and sister joined sports teams, but I was the kid who got picked last in gym. Despite my athletic shortcomings, I was raised to believe that girls could do anything boys could do and that all career paths were open to me.
When I arrived at college in the fall of 1987, my class- mates of both genders seemed equally focused on academics. I don’t remember thinking about my future career differently from the male students. I also don’t remember any conversa- tions about someday balancing work and children. My friends and I assumed that we would have both. Men and women competed openly and aggressively with one another in classes, activities, and job interviews. Just two generations removed from my grandmother, the playing field seemed to be level.
But more than twenty years after my college graduation, the world has not evolved nearly as much as I believed it would. Almost all of my male classmates work in professional settings. Some of my female classmates work full-time or part-time out- side the home, and just as many are stay-at-home mothers and volunteers like my mom. This mirrors the national trend. In comparison to their male counterparts, highly trained women are scaling back and dropping out of the workforce in high numbers. In turn, these diverging percentages teach institutions
(Gerald 643-644)
Gerald, Graff,, Birkenstein, Cathy, Durst, Russel. “They Say / I Say”: The Moves That Matter in Academic Writing, with Readings (Third Edition), 3rd Edition. W. W. Norton & Company, 02/2015. VitalBook file.
Sheryl Sandberg
and mentors to invest more in men, who are statistically more likely to stay.
Judith Rodin, president of the Rockefeller Foundation and the first woman to serve as president of an Ivy League university, once remarked to an audience of women my age, “My generation fought so hard to give all of you choices. We believe in choices. But choosing to leave the workforce was not the choice we thought so many of you would make.”
So what happened? My generation was raised in an era of increasing equality, a trend we thought would continue.
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In retrospect, we were naïve and idealistic. Integrating profes- sional and personal aspirations proved far more challenging than we had imagined. During the same years that our careers demanded maximum time investment, our biology demanded that we have children. Our partners did not share the housework and child rearing, so we found ourselves with two full-time jobs. The workplace did not evolve to give us the flexibility we needed to fulfill our responsibilities at home. We anticipated none of this. We were caught by surprise.
If my generation was too naïve, the generations that have 10 followed may be too practical. We knew too little, and now girls know too much. Girls growing up today are not the first generation to have equal opportunity, but they are the first to know that all that opportunity does not necessarily translate into professional achievement. Many of these girls watched their mothers try to “do it all” and then decide that something had to give. That something was usually their careers.
There’s no doubt that women have the skills to lead in the workplace. Girls are increasingly outperforming boys in the class- room, earning about 57 percent of the undergraduate and 60 per- cent of the master’s degrees in the United States. This gender gap in academic achievement has even caused some to worry about the “end of men.” But while compliant, raise-your-hand-and- speak-when-called-on behaviors might be rewarded in school, they are less valued in the workplace. Career progression often depends upon taking risks and advocating for oneself—traits that girls are discouraged from exhibiting. This may explain why girls’ academic gains have not yet translated into significantly higher numbers of women in top jobs. The pipeline that supplies the educated workforce is chock-full of women at the entry level, but by the time that same pipeline is filling leadership positions, it is overwhelmingly stocked with men.
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(Gerald 645-646)
Gerald, Graff,, Birkenstein, Cathy, Durst, Russel. “They Say / I Say”: The Moves That Matter in Academic Writing, with Readings (Third Edition), 3rd Edition. W. W. Norton & Company, 02/2015. VitalBook file.
There are so many reasons for this winnowing out, but one important contributor is a leadership ambition gap. Of course, many individual women are as professionally ambitious as any individual man. Yet drilling down, the data clearly indicate that in field after field, more men than women aspire to the most senior jobs. A 2012 McKinsey survey of more than four thou- sand employees of leading companies found that 36 percent of the men wanted to reach the C-suite, compared to only 18 percent of the women. When jobs are described as powerful, challenging, and involving high levels of responsibility, they appeal to more men than women. And while the ambition gap is most pronounced at the highest levels, the underlying dynamic is evident at every step of the career ladder. A survey of college students found that more men than women chose “reaching a managerial level” as a career priority in the first three years after graduating. Even among highly educated pro- fessional men and women, more men than women describe themselves as “ambitious.”
There is some hope that a shift is starting to occur in the next generation. A 2012 Pew study found for the first time that among young people ages eighteen to thirty-four, more young women (66 percent) than young men (59 percent) rated “success in a high-paying career or profession” as important to their lives. A recent survey of Millennials found that women were just as likely to describe themselves as ambitious as men. Although this is an improvement, even among this demographic, the leader- ship ambition gap remains. Millennial women are less likely than Millennial men to agree that the statement “I aspire to a leadership role in whatever field I ultimately work” describes them very well. Millennial women were also less likely than their male peers to characterize themselves as “leaders,” “visionaries,” “self-confident,” and “willing to take risks.”
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Since more men aim for leadership roles, it is not surprising that they obtain them, especially given all the other obstacles that women have to overcome. This pattern starts long before they enter the workforce. Author Samantha Ettus and her hus- band read their daughter’s kindergarten yearbook, where each child answered the question “What do you want to be when you grow up?” They noted that several of the boys wanted to be president. None of the girls did. (Current data suggest that when these girls become women, they will continue to feel the same way.) In middle school, more boys than girls aspire to leadership roles in future careers. At the top fifty colleges, less than a third of student government presidents are women.
Professional ambition is expected of men but is optional—or 15 worse, sometimes even a negative—for women. “She is very ambitious” is not a compliment in our culture. Aggressive and hard-charging women violate unwritten rules about acceptable social conduct. Men are continually applauded for being ambi- tious and powerful and successful, but women who display these same traits often pay a social penalty. Female accomplishments come at a cost.
And for all the progress, there is still societal pressure for women to keep an eye on marriage from a young age. When I went to college, as much as my parents emphasized academic achievement, they emphasized marriage even more. They told me that the most eligible women marry young to get a “good man” before they are all taken. I followed their advice and throughout college, I vetted every date as a potential husband (which, trust me, is a sure way to ruin a date at age nineteen).
When I was graduating, my thesis advisor, Larry Summers, sug- gested that I apply for international fellowships. I rejected the idea on the grounds that a foreign country was not a likely place to turn a date into a husband. Instead, I moved to Washington, D.C.,
(Gerald 647-648)
Gerald, Graff,, Birkenstein, Cathy, Durst, Russel. “They Say / I Say”: The Moves That Matter in Academic Writing, with Readings (Third Edition), 3rd Edition. W. W. Norton & Company, 02/2015. VitalBook file.
Lean In: What Would You Do If You Weren’t Afraid?
which was full of eligible men. It worked. My first year out of col- lege, I met a man who was not just eligible, but also wonderful, so I married him. I was twenty-four and convinced that marriage was the first—and necessary—step to a happy and productive life.
It didn’t work out that way. I was just not mature enough to have made this lifelong decision, and the relationship quickly unraveled. By the age of twenty-five, I had managed to get married . . . and also divorced. At the time, this felt like a massive personal and public failure. For many years, I felt that no matter what I accomplished professionally, it paled in com- parison to the scarlet letter D stitched on my chest. (Almost ten years later, I learned that the “good ones” were not all taken, and I wisely and very happily married Dave Goldberg.)
Like me, Gayle Tzemach Lemmon, deputy director of the Council on Foreign Relations’ Women and Foreign Policy Pro- gram, was encouraged to prioritize marriage over career. As she described in The Atlantic, “When I was 27, I received a posh fellowship to travel to Germany to learn German and work at the Wall Street Journal. . . . It was an incredible opportunity for a 20-something by any objective standard, and I knew it would help prepare me for graduate school and beyond. My girlfriends, however, expressed shock and horror that I would leave my boyfriend at the time to live abroad for a year. My relatives asked whether I was worried that I’d never get married. And when I attended a barbecue with my then-beau, his boss took me aside to remind me that ‘there aren’t many guys like that out there.’” The result of these negative reactions, in Gayle’s view, is that many women “still see ambition as a dirty word.”
Many have argued with me that ambition is not the problem. 20 Women are not less ambitious than men, they insist, but more enlightened with different and more meaningful goals. I do not dismiss or dispute this argument. There is far more to life than
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climbing a career ladder, including raising children, seeking personal fulfillment, contributing to society, and improving the lives of others. And there are many people who are deeply com- mitted to their jobs but do not—and should not have to—aspire to run their organizations. Leadership roles are not the only way to have profound impact.
I also acknowledge that there are biological differences between men and women. I have breast-fed two children and noted, at times with great disappointment, that this was simply not something my husband was equipped to do. Are there characteristics inherent in sex differ- ences that make women more nurturing and men more assertive? Quite possibly. Still, in today’s world, where we no longer have to hunt in the wild for our food, our desire for leadership is largely a culturally created and reinforced trait. How individuals view what they can and should accomplish is
in large part formed by our societal expectations. From the moment we are born, boys and girls are treated differently. Parents tend to talk to girl babies more than boy babies. Mothers overestimate the crawling ability of their sons and underestimate the crawling ability of their daughters. Reflect- ing the belief that girls need to be helped more than boys, moth- ers often spend more time comforting and hugging infant girls
and more time watching infant boys play by themselves. Other cultural messages are more blatant. Gymboree once sold onesies proclaiming “Smart like Daddy” for boys and “Pretty like Mommy” for girls. The same year, J. C. Penney marketed a T-shirt to teenage girls that bragged, “I’m too pretty to do homework so my brother has to do it for me.” These
things did not happen in 1951. They happened in 2011. Even worse, the messages sent to girls can move beyond encouraging superficial traits and veer into explicitly discouraging
(Gerald 649-650)
Gerald, Graff,, Birkenstein, Cathy, Durst, Russel. “They Say / I Say”: The Moves That Matter in Academic Writing, with Readings (Third Edition), 3rd Edition. W. W. Norton & Company, 02/2015. VitalBook file.
leadership. When a girl tries to lead, she is often labeled bossy. Boys are seldom called bossy because a boy taking the role of a boss does not surprise or offend. As someone who was called this for much of my childhood, I know that it is not a compliment.
The stories of my childhood bossiness are told (and retold) 25 with great amusement. Apparently, when I was in elementary school, I taught my younger siblings, David and Michelle, to follow me around, listen to my monologues, and scream the word “Right!” when I concluded. I was the eldest of the neigh- borhood children and allegedly spent my time organizing shows that I could direct and clubs that I could run. People laugh at these accounts, but to this day I always feel slightly ashamed
of my behavior (which is remarkable given that I have now written an entire book about why girls should not be made to feel this way, or maybe this partially explains my motivation).
Even when we were in our thirties, pointing out this behav- ior was still the best way for my siblings to tease me. When Dave and I got married, David and Michelle gave a beautiful, hilarious toast, which kicked off with this: “Hi! Some of you think we are Sheryl’s younger siblings, but really we were Sheryl’s first employees—employee number one and employee number two. Initially, as a one-year-old and a three-year-old, we were worthless and weak. Disorganized, lazy. We would just as soon spit up on ourselves as read the morning paper. But Sheryl could see that we had potential. For more than ten years, Sheryl took us under her wing and whipped us into shape.” Everyone laughed. My siblings continued, “To the best of our knowledge Sheryl never actually played as a child, but really just organized other children’s play. Sheryl supervised adults as well. When our parents went away on vacation, our grandparents used to babysit. Before our parents left, Sheryl protested, ‘Now I have to take care of David and Michelle and
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Grandma and Grandpa too. It’s not fair!’ ” Everyone laughed even louder.
I laughed too, but there is still some part of me that feels it was unseemly for a little girl to be thought of as so . . . domineering. Cringe.
From a very early age, boys are encouraged to take charge and offer their opinions. Teachers interact more with boys, call on them more frequently, and ask them more questions. Boys are also more likely to call out answers, and when they do, teachers usually listen to them. When girls call out, teachers often scold them for breaking the rules and remind them to raise their hands if they want to speak.
I was recently reminded that these patterns persist even when we are all grown up. Not long ago, at a small dinner with other business executives, the guest of honor spoke the entire time without taking a breath. This meant that the only way to ask a question or make an observation was to interrupt. Three or four men jumped in, and the guest politely answered their ques- tions before resuming his lecture. At one point, I tried to add something to the conversation and he barked, “Let me finish! You people are not good at listening!” Eventually, a few more men interjected and he allowed it. Then the only other female executive at the dinner decided to speak up—and he did it again! He chastised her for interrupting. After the meal, one of the male CEOs pulled me aside to say that he had noticed that only the women had been silenced. He told me he empathized, because as a Hispanic, he has been treated like this many times.
The danger goes beyond authority figures silencing female 30 voices. Young women internalize societal cues about what defines “appropriate” behavior and, in turn, silence themselves. They are rewarded for being “pretty like Mommy” and encouraged to be nurturing like Mommy too. The album Free to Be . . . You and
(Gerald 651-652)
Gerald, Graff,, Birkenstein, Cathy, Durst, Russel. “They Say / I Say”: The Moves That Matter in Academic Writing, with Readings (Third Edition), 3rd Edition. W. W. Norton & Company, 02/2015. VitalBook file.
Me was released in 1972 and became a staple of my childhood. My favorite song, “William’s Doll,” is about a five-year-old boy who begs his reluctant father to buy him a traditional girl’s toy. Almost forty years later, the toy industry remains riddled with stereotypes. Right before Christmas 2011, a video featuring a four-year-old girl named Riley went viral. Riley paces in a toy store, upset because companies are trying to “trick the girls into buying the pink stuff instead of stuff that boys want to buy, right?” Right. As Riley reasons, “Some girls like superheroes, some girls like princesses. Some boys like superheroes, some boys like princesses. So why do all the girls have to buy pink stuff and all the boys have to buy different color stuff?” It takes a near act of rebellion for even a four-year-old to break away from society’s expectations. William still has no doll, while Riley is drowning in a sea of pink. I now play Free to Be . . . You and Me for my children and hope that if they ever play it for their children, its message will seem quaint.
The gender stereotypes introduced in childhood are reinforced throughout our lives and become self-fulfilling prophesies. Most leadership positions are held by men, so women don’t expect to achieve them, and that becomes one of the reasons they don’t. The same is true with pay. Men generally earn more than women, so people expect women to earn less. And they do.
Compounding the problem is a social-psychological phenomenon called “stereotype threat.” Social scientists have observed that when members of a group are made aware of a negative stereotype, they are more likely to perform according to that stereotype. For example, stereotypically, boys are better at math and science than girls. When girls are reminded of their gender before a math or science test, even by something as simple as checking off an M or F box at the top of the test, they
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perform worse. Stereotype threat discourages girls and women from entering technical fields and is one of the key reasons that so few study computer science. As a Facebook summer intern once told me, “In my school’s computer science department, there are more Daves than girls.”
The stereotype of a working woman is rarely attractive. Popular culture has long portrayed successful working women as so consumed by their careers that they have no personal life (think Sigourney Weaver in Working Girl and Sandra Bullock in The Proposal). If a female character divides her time between work and family, she is almost always harried and guilt ridden (think Sarah Jessica Parker in I Don’t Know How She Does It). And these characterizations have moved beyond fiction. A study found that of Millennial men and women who work in an organization with a woman in a senior role, only about 20 percent want to emulate her career.
This unappealing stereotype is particularly unfortunate since most women have no choice but to remain in the workforce. About 41 percent of mothers are primary breadwinners and earn the majority of their family’s earnings. Another 23 percent of mothers are co-breadwinners, contributing at least a quarter of the family’s earnings. The number of women supporting families on their own is increasing quickly; between 1973 and 2006, the proportion of families headed by a single mother grew from one in ten to one in five. These numbers are dramatically higher in Hispanic and African-American families. Twenty- seven percent of Latino children and 52 percent of African- American children are being raised by a single mother.
Our country lags considerably behind others in efforts to 35 help parents take care of their children and stay in the work- force. Of all the industrialized nations in the world, the United States is the only one without a paid maternity leave policy.
(Gerald 653-654)
Gerald, Graff,, Birkenstein, Cathy, Durst, Russel. “They Say / I Say”: The Moves That Matter in Academic Writing, with Readings (Third Edition), 3rd Edition. W. W. Norton & Company, 02/2015. VitalBook file.
As Ellen Bravo, director of the Family Values @ Work consor- tium, observed, most “women are not thinking about ‘having it all,’ they’re worried about losing it all—their jobs, their chil- dren’s health, their families’ financial stability—because of the regular conflicts that arise between being a good employee and a responsible parent.”
For many men, the fundamental assumption is that they can have both a successful professional life and a fulfilling personal life. For many women, the assumption is that trying to do both is difficult at best and impossible at worst. Women are surrounded by headlines and stories warning them that they cannot be committed to both their families and careers. They are told over and over again that they have to choose, because if they try to do too much, they’ll be harried and unhappy. Framing the issue as “work-life balance”—as if the two were diametrically opposed—practically ensures work will lose out. Who would ever choose work over life?
The good news is that not only can women have both fami- lies and careers, they can thrive while doing so. In 2009, Sharon Meers and Joanna Strober published Getting to 50/50, a com- prehensive review of governmental, social science, and original research that led them to conclude that children, parents, and marriages can all flourish when both parents have full careers. The data plainly reveal that sharing financial and child-care responsibilities leads to less guilty moms, more involved dads, and thriving children. Professor Rosalind Chait Barnett of Brandeis University did a comprehensive review of studies on work-life balance arid found that women who participate in multiple roles actually have lower levels of anxiety and higher levels of mental well-being. Employed women reap rewards including greater financial security, more stable marriages, bet- ter health, and, in general, increased life satisfaction.
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It may not be as dramatic or funny to make a movie about a woman who loves both her job and her family, but that would be a better reflection of reality. We need more portrayals of women as competent professionals and happy mothers—or even happy professionals and competent mothers. The current negative images may make us laugh, but they also make women unnec- essarily fearful by presenting life’s challenges as insurmountable. Our culture remains baffled: I don’t know bow she does it.
Fear is at the root of so many of the barriers that women face. Fear of not being liked. Fear of making the wrong choice. Fear of drawing negative attention. Fear of overreaching. Fear of being judged. Fear of failure. And the holy trinity of fear: the fear of being a bad mother/wife/daughter.
Without fear, women can pursue professional success and 40 personal fulfillment—and freely choose one, or the other, or both. At Facebook, we work hard to create a culture where people are encouraged to take risks. We have posters all around the office that reinforce this attitude. In bright red letters, one declares, “Fortune favors the bold.” Another insists, “Proceed and be bold.” My favorite reads, “What would you do if you weren’t afraid?”
In 2011, Debora Spar, president of Barnard College, an all- women’s liberal arts school in New York City, invited me to deliver its commencement address. This speech was the first time I openly discussed the leadership ambition gap. Standing on the podium, I felt nervous. I told the members of the graduating class that they should be ambitious not just in pursuing their dreams but in aspiring to become leaders in their fields. I knew this message could be misinterpreted as my judging women for not making the same choices that I have. Nothing could be farther from the truth. I believe that choice means choice for all of us. But I also believe that we need to do more to encourage
(Gerald 655-656)
Gerald, Graff,, Birkenstein, Cathy, Durst, Russel. “They Say / I Say”: The Moves That Matter in Academic Writing, with Readings (Third Edition), 3rd Edition. W. W. Norton & Company, 02/2015. VitalBook file.
women to reach for leadership roles. If we can’t tell women to aim high at a college graduation, when can we?
As I addressed the enthusiastic women, I found myself fighting back tears. I made it through the speech and concluded with this:
You are the promise for a more equal world. So my hope for every- one here is that after you walk across this stage, after you get your diploma, after you go out tonight and celebrate hard—you then will lean way in to your career. You will find something you love doing and you will do it with gusto. Find the right career for you and go all the way to the top.
As you walk off this stage today, you start your adult life. Start out by aiming high. Try—and try hard.
Like everyone here, I have great hopes for the members of this graduating class. I hope you find true meaning, contentment, and passion in your life. I hope you navigate the difficult times and come out with greater strength and resolve. I hope you find what- ever balance you seek with your eyes wide open. And I hope that you—yes, you—have the ambition to lean in to your career and run the world. Because the world needs you to change it. Women all around the world are counting on you.
So please ask yourself: What would I do if I weren’t afraid? And then go do it.
As the graduates were called to the stage to collect their diplo- mas, I shook every hand. Many stopped to give me a hug. One young woman even told me I was “the baddest bitch” (which, having checked with someone later, actually did turn out to be a compliment).
I know my speech was meant to motivate them, but they actually motivated me. In the months that followed, I started thinking that I should speak up more often and more publicly
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about these issues. I should urge more women to believe in themselves and aspire to lead. I should urge more men to become part of the solution by supporting women in the workforce and at home. And I should not just speak in front of friendly crowds at Barnard. I should seek out larger, possibly less sympathetic audiences. I should take my own advice and be ambitious.
Joining the Conversation
1. Sheryl Sandberg argues that women are on the whole still raised to be less ambitious than men and that they should be encouraged to aim more for leadership roles. What evidence does she provide for this so-called “leadership ambition gap”? What factors does she say cause this gap?
2. Sandberg mentions her grandmother, who was a successful businesswoman, as well as her mother, who dropped out of a Ph.D. program to be a “stay-at-home parent.” How do these personal details support her argument?
3. According to Sandberg, the media stereotype of a working woman is “rarely attractive” (paragraph 33). Do you agree? Think of some examples of successful working women in movies and television. How do these examples support or contradict Sandberg’s claim?
4. How do you think Sandberg might respond to Saul Kaplan’s argument in “The Plight of Young Males” (pp. 732−35)? 5. According to Sandberg, most American girls are led to have
modest career expectations and to focus more on having a family, while boys are typically raised to aim for leadership posi- tions. Has this been your experience? Write an essay respond- ing to what she says, drawing from your own experience and the readings in this chapter as support for what you say.
(Gerald 657-658)
Gerald, Graff,, Birkenstein, Cathy, Durst, Russel. “They Say / I Say”: The Moves That Matter in Academic Writing, with Readings (Third Edition), 3rd Edition. W. W. Norton & Company, 02/2015. VitalBook file.
With a student-centered approach, I create engaging and informative blog posts that tackle relevant topics for students. My content aims to equip students with the knowledge and tools they need to succeed academically and beyond.
by Herman Bailey | Jun 29, 2023 | Essays
Executive Summary
In responding to the expanding globalization and unexploited Indian Market, Uniqlo would like to export its services and products to India. This report on Uniqlo will investigate the key global trends affecting the current and future developments of Uniqlo. Ltd and relevant domestic factors in if Indian market for Uniqlo. India is the third biggest population majorly of average age between 29 and 31 which makes a ideal target market for Uniqlo. The internal and external investigation on India needs the efforts of an expertise in international marketing. This report emphasizes the guidelines on potential market entries and the potency that will maintain Uniqlo in India’s new market. The main issue at hand is whether India, as the international market of choice by Uniqlo is a wise idea for Uniqlo and growth in performance. A way out to this issue includes collecting information on imports, taxes, exports, demographics, locations and customers from a wide secondary study.
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Company profile
UNIQLO Co. Ltd started a separate outlet from Fast Retailing Co. Ltd in 2005. Its chief vision is to be a global leader before the year 2020, aiming at $50 billion as its annual revenue. Its major competitors are Inditex and H&M, nevertheless, UNIQLO, in its statement of mission affirms that Apple is its only competitor because it is a technological Company, not a fashion Company. Its mission is to consistently provide refined quality casual wear suitable for any person at a low price in any place. It is in consideration to this objective achievement of revenue of $50 billion annually which makes UNIQLO aspire to expand to the available Indian market.
Internal Analysis
Competition
Company Analysis Uniqlo is a Japanese casual clothing company, similar to stores such as H&M, Zara and The Gap. However, where stores like H&M and Zara aim to bring the latest fashion trends to the masses quickly, Uniqlo has their own business model that has proven unique and effective. Uniqlo mostly offers basic clothing options, such as T-shirts, sweatshirts, socks, etc. Uniqlo is able to keep these items on their shelves longer without having to discard “last season’s fashions.” This also provides for a lower overall deal they have with their suppliers. Uniqlo also offers their basic items in a myriad number of 3 colors to add some dimension to their somewhat narrow inventory. Uniqlo has found a way to compete with their bigger named rivals without sharing the same big costs. Uniqlo only sells about 1,000 fewer units of clothing than competitors like H&M, but they get their supply at a cheaper cost and their products have a longer shelf life. Uniqlo is now delving into trendier lines of seasonal clothing. Although maintaining their fresh take on basic clothing, they do not want to get boring so they have begun expanding the stores tastes. Uniqlo has stores in Manhattan, London and soon Los Angeles. Uniqlo has also just recently launched their first online store last week in an effort to rev up their international expansion. Uniqlo CEO, Tadashi Yanai, has declared his goal for Uniqlo by 2020 is to have $50 billion in sales and $10 billion in profits. Given Uniqlo’s rapid growth in sales over the past few years, they might meet Yanai’s goal. According to the Economist, Uniqlo has seen a 22% increase in annual sales growth percentage as of 2009.
Demand
The Uniqlo product concept is simple; keep it basic. Uniqlo is able to match their biggest competitors in sales because they offer an enormous variety of basic clothing in more colors than a Crayola box. They keep basic items longer because they do not have a “fashion shelf life” and through this management plan they are able to keep supplier costs low. Since expanding, Uniqlo has been delving deeper into the fashion trend scene so prevalent on their competitor’s shelves. Uniqlo manages to provide fashion forward clothing for all at an alarmingly affordable price. Uniqlo also specializes in warm clothing. Many of their articles of clothing come in a “heattech” option which means the article of 4 clothing was made and designed to keep you warm during the winter. Their specialized heat tech is exclusive to Uniqlo clothing, with it they’re able to design super lightweight fashionable coats, jackets and shirts that make the coldest winters feel warm. Uniqlo advertises through print ads mostly in New York City subways. They have two A list celebrities with massive broad appeal in Charlize Thereon and Orlando Bloom. They have also created a creative and clever way of advertising on their Pinterest page; they created over 100 fake Pinterest pages to create an animation effect with graphics they have on their sites. So when users scroll down, the images look like an animated film strip. It has garnered a lot of positive feedback as creative exposure for the expanding Uniqlo brand.
The chart above shows the market share demand that is controlled by Uniqlo. It is clear that in reference to other global brands, Uniqlo continues to enjoy a high return and market share of 5.4. billion in sales, while other brands control 2.7%. Uniqlo is therefore a recognized brand internationally although the same may not be true within the local market. As an international brand, Uniqlo must tailor its products to suit the local market. This is one of the most renowned facts about Uniqlo, the ability to read, analyze and restructure stores so that they are more suitable for the local market. The women’s apparel industry has been growing significantly in the past decade. Usui et al. (2017) states that in the year 2017, sales from women apparels made up at least 57.69% of the entire market share. In the next year, 2018 growth is estimated to reach an average of 63. 64%. Such projections are based on growth in the industry in the past decade. The market for women apparels is not only real, it is fast growing and brands that take advantage of this in the early years are set to make a handsome profit. However, unlike Zara and H&M who have made their name in the local Indian markets, Uniqlo is less known as a brand in the country. Despite offering higher quality goods at a better price, the stores are less recognized by individuals who are not avid travelers. This means that the store will need to invest heavily in marketing and displays that will allow for recognition. Although the demand for apparels and especially for local women apparels is high, the market also leans towards already recognized brands. India’s customers are more rigid in their traditional and customary purchases, often leaning towards stores that have served them over decades. However, the younger population which makes up, at least 56.7% of the market are seeking new alternatives and thrilling adventures in the name of shopping and this provides a unique niche which Uniqlo can take advantage of.
Market Segmentation
In the past, Uniqlo has fallen short in maintenance of stable sales. Nam et al. (2015) highlight that during the first year customers are treated o unique offers which keep the sales high, however once the hype of the “newest store” in town is dead, the sales plummet leaving the stores struggling to get customers are meet targets that are set at an all time high. In this era, the focus for the store is not just on gaining new customers but rather on ensuring customer loyalty. The Indian market is unique in that, customers are often loyal to a singular store making the bulk of their purchases from these stores. With more than 1100, flagship stores across the globe, Uniqlo has gathered some unique experiences. Among these experiences, the most viable lesson gathered is on market segmentation. Market segmentation allows the company to address the needs of each individual customer. When a customer’s needs are individualized and customized so that they do not have to go seeking for alternatives, the store is able to create easily a loyal customer. This customer is often so impressed that they are willing to engage in word of mouth marketing, sharing with friends and co-workers the advantages of the store.
From the graph above it can be seen that the number of flagship shops under Uniqlo has been increasing on an annual basis. Just a decade ago, Uniqlo controlled only 39 flagship shops around the globe, however as indicated before at the end of the year 2017, the stores had growth to a maximium of 1104 shops. It is suggested and estimated that growth in the next few years will continue at the same pace or even higher for two reasons: first, Uniqlo as a brand is being recgnosied across the globe and therefore demand at local markets is higher and second, the fashion industry continues to show great potential for growth.
Domestic factors
Competition in the Indian and in fact global fashion markets has been quite fierce in the past decade. Liou (2018) indicates that even though the industry has been growing at the astonishing rate of more than 15% each year, and even more in the national markets; there has been an increase on new entrants into the market decreasing the potential market share for fashion retailers. The large retailer operating within borders may not be many, however they face even more competition from the small scale entrepreneurs who in themselves may not be able to offer high quality products at cheap prices but tend to have a higher customer satisfaction rate especially when it comes to unique and customized products.
The Indian market has shown an increase in the revenue collected from retail shops. The Graph above is a clear indicator of the potential and growth rate of the retail industry. What is to be noted is that a good percentage of the income from the years showing high growth such as 2014, from 52.3 billion to 59.76 billion have also shown an increase in small business entrepreneurs. India as a country has revitalized policies to allow for growth of small business, and such growth has been so tremendous that it has had a serious impact on the operation and income of large retail stores.
New niche
By offering high quality clothing, the company has already segregated itself to the urban consumer. This consumer is often willing to spend on quality clothing and understands the need for variety. In specific, Uniqlo needs to refocus attention on the professional woman. According to Anwar (2017), the average professional woman is not only an income earner but also seeks to impress through the clothes they wear. They are more willing to spend and purchase apparels if they so address their social class. This woman provides a non-exhaustive alternative to the one in a while customer. She seeks to meet the renown and established trends in order to impress not just in her social circle but also in the professional field. While in the past, the store has focused on the young and mature woman, this middle aged professional provides a unique aspect of the brand, where affordability though an issue may not be a deciding factor in the purchase.
Saturation of Indian fashion market
When we consider the Indian market, it has been seen that the small scale entrepreneurs are plentiful and have saturated the market. In 2016, the fashion industry in india showed growth of more than 2.3%, 3.67% in 2017 and projected growth of more than 5% in the year 2018, as shown in the graph below:
In 2017, more than 9.12 blllion rupees were spent on fashion in india. This is characterized by new investment and entrepreneurial projects in the industry. Each individual wants to have their own “tailor” and designer, an aspect which allows them to feel even more unique and enjoy a higher social class. Purchasing items at stores is seen as lacking taste and a form of backwardness which speaks to the lack of resources of the purchaser despite the quality of the store. Uniqlo is therefore not positioning itself to fight against the growing popularity of large stores (which in themselves are much fewer) but rather the small scale stores which offer a unique customer experience.
Potential for growth
The market that Uniqlo plans to enter into, high end fashion wear has shown tremendous growth at the rate of more than 5% each year, between 2016 the market stood at a growth rate of 52.3% and in 2017 57.6. Even with the saturation of new entrepreneurs, there remains a very high potential for growth. There are more than 30 million potential customers within the main cities only. With this in mind, the company needs to create a unique customer structure that addresses customer satisfaction. A high index of customer satisfaction is likely to draw in new customers who then remain loyal and allow for a steady income. This means focusing on areas which customers find only at the small fashion stores, which include unique and customized products for customers, so that they are willing to pay more for the same since they will be unique in their social circle.
Economic growth and income
Economic development in the country has been steady, even the recent global downturn in economic growth has yet to have a significant impact in the country. There has been an increase in income earning, and a focus on investment in employment reducing inflation rates to 3.8%. The government has also developed new policies and structures that are designed to entice new investors and employers into the county such as Uniqlo.
An increase in the inflation rates simply translates to an erosion of purchasing power and potential of the consumer. The company could therefore invest in advertisement and marketing and, despite the consumer’s willingness to buy the product, they cannot afford it. Further, with an increase in inflation clothing apparels become a luxury for the average consumer. Despite their desire to purchase new clothes, they are forced to contend with what they already have. However, it is important to note that increased inflation has forced the Indian government to seek out international investment opportunities for businesses such as Uniqlo. The result is that such business do not need much resources in the way of licensing and wages which are subsidized. The margin for profit is therefore much higher in India than in other stores across the globe.
Entry strategy
Pricing of products
The global international Uniqlo brand is renowned for its high quality products, which in themselves are high end. This is a brand that not only services the average citizen but also high end customers such as A listers. This makes the pricing strategy one of the riskiest and most delicate decisions that the brand has to make in each market. Products which can be purchased by renowned bollywoood actresses are considered in themselves quite costly. The average high end customer, who has high income and is able to afford high quality goods often, seeks higher prices as a way of recognizing and acknowledging their own social class. On the other hand, the average citizen offers a much higher return in terms of constant purchases in bulk, but for this consumer income has decreased in the past year, in 2015 average income decresased by 1.7%, in 2016 it decreased further by 1.97% and in 2017 decrease stood at 1.12% . Even though the Indian market inflation stands at an all time low 0f 3.8%, according to Chen and Fan (2017) such progressions are expected to increase in the next year and the years to come, projections for 2018 stand at 4.7 with an expected increase to 4.95% in 2020. Unemployment is expected to be on the rise and despite continued efforts by the government to encourage investors, income is expected to lower and costs of living increase as the markets adjust globally. This means that the company has to address the possibility of lower customer demand and unstable income during the first years. A combination of factors are likely to make the situation worse. On the one hand consumers have to deal with lower income and therefore decreased purchasing power while on the other hand, there is also the likelihood of increased competition through lower priced products as entrepreneurs attempt to take advantage of the need for cheaper products.
The above graph shows a possible increase in pricing of apparels, which has not gone down in the past decade and is expected to rise in the next decade. However, even with this in mind there is also another issue to put into consideration and this is competition. There are several large retail companies operating within the Indian market and competition for the past decade has centered on cheap prices. With increased unemployment, consumers are willing to spend only what they can afford. The purchasing power of the local consumer has decreased significantly, a fact that has led to aggressive pricing competitions. What has steadily increased in the price per garment for both men and women. However, the demand for these lines is much lower and often unsteady.
Brand Risk
Since its inception, Uniqlo operates more than 1000 successful flagship stores. However, with each new store the company faces unique competition as well as customary and cultural risk which reduces the potential for growth and success. Ci et al. (2017) gives an example of the Norwegian market where customer tastes and trends were hard to master for the store, focusing a complete change in the operation and products that were being offered in the market. It is due to this that the company almost shut done its own stores. The same risk is faced with each new store especially where culture and traditions still have a strong root.
In this country the store faces even larger competitors who are equipped with large marketing resources and have mastered the weakness of Uniqlo. These include readymade clothes which come at a much cheaper price from stores such as KPR mill which controls the largest share of the market earning more than 19.2 billion rupees annually, pearl Global earning 7.68 billion rupees and even smaller stores such as Poddar housing earning 1.29 billion rupees annually creating forceful competition for the new company .Failure in this market is likely to lead to a decrease in the quality of the brand not just in the country but also globally. Customers are likely to experiment and seek out alternatives from competition following such failure.
Recommendations
- Uniqlo needs to stay away from oversaturation, a fact that has affected the quality of the brand in Japan where it was founded. Products that are unique and highly marketable should not be overproduced simply because the consumer demand is at an all time high. This is especially the case, where the competition has developed the product. Oversaturation lowers prices and leaves the store with unwanted stock when consumer tastes shift.
- Aggressive marketing is a character of Uniqlo globally. However, lessons have been learnt from the same where aggressive marketing has brought in new clientele who in turn shift to the next newcomer within a short period. The focus should now shift from the desire to generate a large market share and more towards a steady income and clientele. Once the brand is established in the new market with an already reliable customer base, aggressive marketing can begin. It is important to note that aggressive marketing always takes away much needed resources for growth and the only result to show for is an influx of short term income that cannot be relied upon to support growth and development of the store.
- There are several, new and upcoming designers not just globally but also within the country. These designers offer a fresh insight into what maybe an already highly saturated market. Collaboration with such designers is likely to bear fruit in terms of unique products that appeal to customers and consumers. Furthermore, the company will be seen as investing and encouraging the growth of the local talent thus drawing in more faithful and loyal clientele. Further, the company could employ services of local legends and celebrities to advertise and market the new products.
References
Anwar, S. T. (2017). Zara vs. Uniqlo: Leadership strategies in the competitive textile and apparel industry. Global Business and Organizational Excellence, 36(5), 26-35.
Chen, Y. L., & Fan, K. K. (2017, May). Exploratory study on corporate brand image and customer satisfaction on consumer purchase behavior: A case study of UNIQLO. In Applied System Innovation (ICASI), 2017 International Conference on (pp. 1190-1193). IEEE.
Ci, C., Park, S., & Kim, B. (2017, July). DIFFERENCES IN THE BRANDING STRATEGY OF THE BIG 3 SPA BRANDS: ZARA, UNIQLO, AND H&M. In 2017 Global Fashion Management Conference at Vienna (pp. 65-66).
Liou, C. L. (2018). Research on the Competitive Strategy of Japanese Retail Chain: The cases of Muji and Uniqlo.
Nam, H., Son, H., & Lee, Y. (2015). Effect of SPA Brand ConsumersEmotional Consumption Value Orientation and Assessment of Marketing Mix Attributes on brand loyalty. Journal of the Korean Society of Costume, 65(4), 45-60.
Smilansky, S. (2017). Experiential marketing: A practical guide to interactive brand experiences. Kogan Page Publishers.
Usui, T., Kotabe, M., & Murray, J. Y. (2017). A Dynamic Process of Building Global Supply Chain Competence by New Ventures: The Case of Uniqlo. Journal of International Marketing, 25(3), 1-20.
With a student-centered approach, I create engaging and informative blog posts that tackle relevant topics for students. My content aims to equip students with the knowledge and tools they need to succeed academically and beyond.
