Sample Work

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Student Name (Student Number)

AnalyseAccording to Hollensen (2007) , « global marketing consists of finding and satisfying global

customers needs better than the competition, and of coordinating marketing activities within the

constraint of the global environment ». In this essay, we come to think about: In what way

Primark’s strategy could correspond to the needs of French customers. In other words, is there

an opportunity for Primark to set itself up in France given the attractive French environment.

Irish clothing retailer founded in 1969 under the name of Penney’s (still in Ireland), Primark

represented in 2008 3,9% of the global clothing retail value in United Kingdom. (Eurominitor,

2009) and counted 21827 employees. (Primark

report,Fame,2010)

With a revenue which has reached £2,314m in 2009,

Primark have 206 stores, spread across England (with

the majority of 144 stores) ,Ireland Spain, Portugal,

Germany , Netherland and more recently in Belgium.

(Associated British Food Annual report and account

2009).

Source: Primark website, Primark stores in Europe

A Retail arm of the Associated British food group, in which it represents 25,5% of the entire

revenue of the group in 2009. Primark enjoys the stability and the power that ABF group brings

to the retailer.

With a strategy of a good quality, for cheap price, after 40 years of experience Primark is

recognised the second largest retailer in Uk with a growth in 2009-2010 higher than its

competitors. (ABF corporate website 2010)

Good introduction to the whole assignment with immediate reference to current marketing theory

Good use of numbers to briefly describe the business

Visual information saving on word countGood secondary source of information, not just relying on companies own website (which is PR)

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Sources: Euromonitor, November 2010

With a gloomy economic climate which encourages people to look after the opportunity to buy

cheaper, some leaders of the French fashion market as Zara, Kiabi and H&M keep watching close

this giant that is surrounding France and that nothing seems to stop.

In today competitive market, satisfying the customers is seen as the only source of the firm

profits. Precisely targeting our market seems to be the key success factor. In segmenting a

market, factors such as geography, demography, psychographic and behavioural would be

relevant to analyse. (Doyle, 2006).

Today, Primark’s strategy is to propose an entire concept through all these stores.Allowing to

realise economy of scale in the production and marketing, Primark is able to propose low prices.

In the target market analysis, it is relevant to analyse if the target market of Primark in the UK

would be suitable and have an opportunity of growth in France.(because changing the target

market would bring to much costs for Primark).

Table 1: characteristics of Primark’s strategy to define the basics of Primark’s target market.

Primark strategy Target market

ProductMen’s wear, women’s wear Women footwear AccessoriesCosmetics Home ItemsBaby clothes

Men but women essentially seeing the fact that there is bag, cosmetics, footwear more oriented toward women.The home and baby clothes target the young mum with an objective to put Primark in the young mum mind as the place to buy clothes for her, her baby and her home in the same shop.

Clear tabular evaluation (not in word count)

Good identification of competitors

Good reference to accepted marketing theory; in context, well referenced and current

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Product characteristics:

Young fashion - Fashion clothes

Fashion conscious, looking for fashion clothes.

Price: Low price : Until 30% less than in H&M (lefigaro, 2008)

Primark strategy appears to be for the under 35year old seeing the high degree of fashion ( that young people are looking for when adult are maybe more looking for quality) and seeing the low price which suggest that Primark strategy target limited income.

Fast moving merchandise – New product every 6 week (Business week, 2009)

Fashion addict or Heavy users of clothes and footwear always looking for novelty.

This essay will focus on the clothing part of Primark as Primark’s core competency is clothes

retailing. The home market is different from the French market, which doesn’t have baby

clothes, each aspect requiring particular analysis. This said the French clothing market could

represent a growth opportunity as we will see below.

In 2008, French population from 15 to 35 represented an important part with 38,7% of the total

population.(Insee, January 2010) .

In terms of clothing expenditure, in 2009 men’s consumption in clothing for the 15-25 age group

reached 3,9millliards€ nearly the same than women. However, in a general way, French men

clothes expenditure is 15% less than women with an average of 360€ for the year 2009. (IFM,

October 2010)

After gloomy 2009 year with a decrease of the consumption on clothing, 2010 represent the stop

of the degradation of the clothing consumption with a tiny increase of O,2%(IFM, October 2010).

With a young population in expansion, a target market still buying clothes and a general

consumption of clothing which restart, there is an opportunity of growth for Primark in France.

If we look at the Internationalisation motives of Hollensen (2007), one of the proactive reason

which pushes a company to internationalize is the managerial urge that he defines by “a

reflection of general entrepreneurial motivation of a desire for continuous growth and market

expansions”.

In recent years, Primark showed the desire of conquest the Western Europe by entering new

countryiessuch as recently Belgium. According to Bason John, financial director if AB foods,

These are all macroeconomic indicators which are relevant to the assignment

Good reference to accepted marketing theory; in context, well referenced and current

This needs better definition of differing Target Market Segments, their attributes and values

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“the performance of our new shops in the Iberian peninsula gives us the impetus to continue

developing in the European continent”. (fashion daily news, January 2010). The first motive

which could bring Primark to France could be the desire to become a significant European

purveyor of fashion through expansion all over Europe.

One of the other motives presented by Hollensen is a foreign market opportunities and market

information. Analytical tool such as PESTLE allows us to get this information.

Sources: Marketing minefield, 2007

Both part of the European Union, UK and France benefit from the common European Union

policy which facilitates exchange and trade. However, through state aid and by encouraging

mergers between French firms to prevent takeovers by foreign firms, the French government act

against EU policy but retain a kind of protectionism.(datamonitor, 2010). However, France

benefits from a Political stability and the political side of France should not represent a threat for

Primark.

With an increasing unemployment rate and a decreasing consumption the last years, it seems

that the crisis could represent an ally for Primark.

While a study about the purchasing power shows that 49% of the under 35’s thinks that their

purchasing power has strongly decreased (IFOP,2008), the consumption habits of French goes

toward the every opportunity to buy cheaper. As a study of clothing in France explains, the

Visual information saving on word count

Relating the PESTLE data back to the core Company is vital

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success of the sales periods shows that the sales drop mainly due to purchase power constraints

but not as a fashion rejection.( Datamonitor,2009)

With its strategy « sales price» all the year round, the change in French consumer habits could

represent an opportunity.

However, the consumer expenditure on clothing is a lot higher in UK than in France with an

expenditure for 2009 of 37805mn€ decreasing in comparison with 2008 in France against

£40472mn in UK (46542€) increasing in comparison with 2008 (Euromonitor, 2010). While

expenditure in UK continued to grow it decreased in France , it could make Primark think that

the clothing consumption habits between UK and France are different and then could represent

a threat to Primark implementation.

Finally for the consumption, according to the clothing in France report 2009, “by 2013, clothing

sales are forecasted to reach 26,980€millions, a 2, 1 % rise in constant value compared to 2008”

which let hope for Primark a bright future.(Datamonitor,2009)

In spite of the fact that Primark is an Irish company, from a market research and data point of

view it is more relevant to analyse the accessibility of the French market through the comparison

with the English implementation which is more important than the Irish one (144 shops in

England instead of 38 in Ireland ( Primark website) .

However, from a financial side, it is more relevant to deal with the Irish headquarter company

where the money is going because Ireland is in eurozone. Alhtough as a report of Associated

British food explains, “in a uncertain economic environment, price and exchange rate volatilities

could be the major threats to the group’s profitability” (datamonitor, 2009). By dealing with

Ireland, Primark escape that kind of risks.

In France, fashion remains an important part of the culture. According to a study, French people

are still attracted to the brand and luxury elements (41%), whilst 33% are drawn to the cheapest

(IPSOS,2008). This trend may offer Primark a potential target market (under 35’s who cannot

necessarily afford luxury brand,. This isn’t to say the French culture in the fashion sector could

represent a threat for Primark.

France has to face to the ageing of its population. Until 2050, 1/3 of the population will be

ageing more than 60 years old. (Insee, 2006) While some of Primark’s competitors such as Kiabi

(which proposes a fashion for the whole family), could begin a « senior marketing » by proposing


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clothing for senior, Primark could not enjoy this opportunity risking to break its strategy and

positioning and lost its target. In an article about the factors of primark’s success, Susan Segal-

Horn says “The 'focus' part of Primark's strategy is the specific customer segment it focuses”

(open2,2005).With clear positioning , Primark could match a special target market needs. An

ageing population doesn’t necessarily represent a direct threat for Primark because it does not

concern its target but it could benefit its competitors who could gain a competitive advantage.

In spite of the fact that the technological aspect is not the most relevant in the implementation

of Primark in France, it is important to notice that the evolution and increase of the new

technology influence the consumers to purchase more technological product such as mobile

phones, internet, or IT equipment to the detriment of others goods such as clothes.

In Primark’s case, legal and environmental factors are linked. According to a study; “fashion

industry remains one of the most exploitive in the word, both to people and environment”

(euromonitor, 2009). However, consumers are more and more aware of the environmental

aspect of goods. Often critics for these workers condition’s, Primark is now part of Ethical

Trading initiative which guarantees the protection of workers and environment. (primark

website). As well as environmental analysis, it is beneficial to analyse the competitive

environment gain a competitive advantage.

Sources : “The five competitive forces that shape strategy” by Michael E. Porter , Harvard business review , January 2008


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According to an article about the success of Primark, “Primark has got teams of buyers in UK and

Ireland who travel internationally both to identify fashion trends and to seek out the most

competitive suppliers” (open2, 2005). By always looking to reduce its costs Primark prefers to spread

its production through a lot of small suppliers which made the power of suppliers low.

Highly competitive, the clothing retail industry is already full of players. Moreover, the costs to get in

the market are very high which make the threat of new entrants low.

This highly competitive market makes the power of buyers very high. Indeed, current consumer

trends are to look for cheap prices. By having a varied choice, they can easily switch from one shop to

another.

This varied market, the power of substitute’s product is high. Indeed, the competition is heavily

based on ‘price strategy’ but with product ranges follow the same fashion trends. Products are

therefore quite similar from a shop to another.

Source: clothing in France, Euromonitor international, October 2009

As we can see with that figures, clothing industry in France does not have a big driver players but still

have some strong brands such as Vivarte which groups 24 brands such as LA HALLE, DEFIMODE..

which are, according to their price strategy similar to Primark and could represent potential

competitor. (Vivarte website).

Very good competitor analysis

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However, brand such as ZARA, H&M “very popular and perceived as trend setters among the French

population” will represent the biggest competitor for Primark. But those brand proposing price still

higher than Primark, Kiabi, by it price strategy similar to Primark could represent a big competitor

from a price strategy side. Add to that direct competition, the increasing of the online shopping.

According to the IFM group, “online clothing sales increased by 31% in value between July 2007 and

June 2008”(euromonitor, 2009).

To get a good understanding of the opportunity that Primark has in France, a SWOT analysis

will be helpful:

Table 2 : Swot Analysis

Strength:- Price strategy - Fast fashion - Very clear positioning

Weakness:- Communication nearly inexistent which

could give to It competitors, already well established a competitive advantage.

Opportunity - Consumption in clothes increasing in

2010.- Change in consumptions habits (look

forward the cheapest price).

Threats - Very competitive sector - Different level of consumptions from UK- Consumptions trends toward

technological products.- Increase of Online shopping

According to clothing in France report, « In terms of market share, the leader have the ability

to adapt quickly to market demand by offering many different collection”

(datamonitor,2009). By proposing a fast fashion strategy, Primark has the opportunity to

become an important player in France. However, it will have to face to a high competitive

industry with some players already well established and some consumers habits.

This is a pretty good analysis which could be improved with a better definition of differing Target Market Segments, their attributes and values.

It is important to clearly identify who it is that is buying from your enterprise.

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Strategy Development

When a company is considering all possible channel strategies when entering in a new market,

there are three major modes: Export, Intermediary (or contractual mode) Hierarchical (or direct

investment activities).(Paliwoda,2004)

According to Hollensen (2007), the choice of the entry mode can not be stated categorically and

depend on many internal and external conditions. By analysing some of the Hollensen’s factors,

we will analyse which way should take Primark to its entry in the French market.

Good reference to more than one accepted marketing theory; in context, well referenced and current

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As a manager from Primark says in the corporate video “it’s quality will travel, it’s value for

money will travel”.(Primark website,2010) Primark is exporting a whole strategy, business and

know-how. Franchising, one of the intermediate modes allowing the use of an entire business in

return for money could be an opportunity for Primark to limit the major part of the

establishment cost in France.

However, by having strong financial resources, Primark is able to choose an entry mode market

which could guarantee it a total control of it business and escape the risk link to an international

franchise (quality control, jurisdiction...). A hierarchical model, even highly risky and not flexible,

seems to be in the setting up of Primark in France the most relevant. According to

Hollensen(2007), «hierarchical mode is the entry mode where the firm completely owns and

control the foreign entry mode and organization”.

Conscious that few hierarchical modes are possible, the wholly owned subsidiary seems to be

the most adapted for Primark setting up in France.

Through a total control of its operating companies and by controlling the know how, the decision

making, the company’s trade secret, the wholly owned subsidiary allowed to Primark which have

for objectives to become a European player to be implemented more easily a coordinate

strategy. (Goldman, 2006)

Moreover by choosing a Greenfield investment, which is defined as “direct investment in new

facilities or existing facilities” (Muzzaffer,2008:30) instead of an acquisition which acquires an

existing firm, Primark would be able to keep its production logistics strategy.

Although Primark’s production strategy is based of cost saving, a main factor in its success. By

dealing directly with manufacturers mainly in Asia and by ordering in huge volume, Primark is

able to sell at very low price notably thanks to the cheap labour cost and by realising economy of

scale.(Sundaytime,2007).

Setting up in a very high competitive market, Primark has to adopte a strategy which will allowed

it to gain a competitive advantage.

According to Michael porter (1985), there are three basics competitive advantage that a firm can

possess: Low cost, differentiation, Focus.

Good use of multiple sources

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According to Johnson (2008:p227), “the low price strategy, seeks to achieve a lower price than

competitors whilst maintaining similar perceived product or service benefits to those offered by

the competitors”. According to Lynch (2009:p304), “ the low cost leader in an industry has built

and maintain plant, equipment, labour costs and working practices that deliver the lowest costs

in an industry”.

By always looking for the most competitive suppliers all around the world and by spreading its

production in developing economies which offer low cost labour, Primark is able to control its

cost and therefore provide cheap price to its consumers.

According to a menswear controller in UK in an interview “We do bring extraordinary value to

our customers but we do it by bringing extraordinary volume to our factory “ (BBC, 2005). In

proposing the same product everywhere, Primark is able to order huge quantities which allow to

achieve the benefits of the economy of scale.

As the Associated British food report in 2009 summarise’s “Primark offers low price because it

purchases very large volumes and has low marks up, minimal advertising and low overheads”.

The entire Primark concept is built around the control of its logistics, cost and strategy

development which allows it to follow a cost leadership strategy when it comes to it setting up in

France.

By following its strategy, Primark would launch a “Price war” within the French market obliging

its competitors to reduce their margins as H&M and ZARA already start to do so.(lefigaro,2008).

However, as one of the articles highlighted: "it takes a lot of money to look this cheap".

(Open2,2005) and the control of the cost is very hard to manage which explain the choice of the

wholly owned subsidiary as market entry mode.


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IMPLEMENTATION

Developed by McCarthy’s around the four major P’s (Product, Price, Place Promotion),the

traditional marketing mix has received criticisms. Including three others P’s (people, physical

evidence, Process) suggested by Booms and Bitner’s, the 7P’s framework is today the reference

to analyse the implementation of a strategy.(Pervaiz,1995)

In favour of the globalization, Levitt argues that, the needs of consumers are more and more

“homogenized” creating a single global market pushing towards a global strategy

(standardisation instead of adaptation to the local market). (Marketing week, June 2003). Then,

implementation is all about whether adapt or standardize.

If we look at the factors favouring standardisation such as the convergence of tastes and

consumers needs, the economies of scale in R&D, production and marketing,(Hollensen,2007)

then Primark would definitely go towards a standardisation of its strategy when it is setting up in

France.

Primark’s product strategy is to propose the same collection everywhere, with the same clothes

in each of its stores which allow them to order in huge quantity and at the end to propose low

price. The other part of Primark’s product strategy is to put new product on the shelf every

week. “ A season is defined by Primark not as summer, winter or spring but as six week window”

(retailing online, 2007). When Primark will set up in France, the concept and the product will be

the same than in Germany, in Spain…

However there is existing differences between French and English clothing style. Indeed as an

article about the French style clothing explain, “Bold and bright colored clothes, loud prints or

lots of embellishments are something French women avoid wearing“(buzzle,2010). In a general

way, the French fashion looks more classical and simple than the English fashion. According to

my shopper experience, Primark’s clothing lines are for some of them flowery, with a lot of

prints and really colourful. Moreover the styles of dress that English girls wear are very short in

comparison with what I am used to seeing in France. An adaptation of the product could be

judicious for the setting up in France. However, any adaptation bring costs which could increase

the price and do not correspond to Primark’s low costs strategy. Primark’s product will follow a

standardisation strategy in a first time and could like in Spain adapt some clothing lines as the

director of the Spanish Primark’s explains when he says “the taste of the Spanish customers are


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similar from the British one, in spite of the fact that some clothing collections has been adapted

with for example more colour for the Spanish market”. (Ubifrance, 2009).

When it comes to the pricing strategy, some authors proposed an International pricing

framework which take in account the factors influencing the Pricing strategy. (Hollensen,2007 –

Doole and Lowe 2008).

In a general way, as we saw the fashion industry is highly competitive and the degree of

comparability of Primark’s product in the French market is high as Primark’s strategy is to

propose the same product as its competitors but at a lower Price. If we only take into account

these factors, Primark would have to tend towards a low Price strategy.

However, the most influencing factors for the pricing strategy in France is the corporate and

marketing objectives of Primark. Indeed Primark’s strategy is to make their customers “primark’s

addict” pushing them to come back every week; (Primark corporate video, 2010) by notably

proposing a fast moving product strategy. The target market would be the under 35 which are

characterised by a limited income. In order to attract that target and make them come back,

Primark has to put a low Price strategy.

As we saw in the second part, Primark’s strategy is to focus on the control of its costs. In notably

realising economies of scale and by improving their skills ( what Doole and Lowe called learning

curve) “Primark has honed its business model into a science” (business week June 2009)which

allowed Primark to propose very low Price.

When it comes to the setting up of Primark’s in France, Primark will use an aggressive strategy

such as market penetration Price that Hollensen (2007) defined as “the use of the low prices

used by a firm to rapidly increase sales by stimulating growth and increasing market share, but at

the same time discouraging competition. This will allow Primark to launch a ‘Price War’ in the

French clothing market.

Finally, it is important to notice that Primark’s price strategy is supported by its communication

strategy which is nearly inexistent with the quasi absence of advertising as an article highlighted;

“ Primark is a high street retailer which has a family of brands and focuses much more on buying,

logistics and supply chain management than branding” (open2,2005).

Good note on potential adaptation

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According to Hollensen(2007), standardisation in the communication requires that the firm’s

product has a unique selling proposition that is clearly understood by customers.” As we already

see, Primark’s strategy is to sell a unique concept all over its stores which allow it to standardise

it communication (even quasi inexistent).

When it comes to communication, while its competitors such as “H&M or mango spend a lot on

advertising associating their brand name with famous fashion designers, artists or top models”,

Primark will follow the same way of communication as “Zara which does not advertise at all and

relies on word of mouth and it’s natural prestige”. (clothing in France, datamonitor, 2009)

Indeed Primarks communication is mainly made through its simple and understandable “ look

good, pay less” slogan which remain the same in every country even with different languages

(Primark website) , through its blue Logo , through the visibility of its brand ( for example in the

Primark’s bag that people will carry in the street), the placement of it stores and the people who

work in it. Primark’s communication is made through the last three P’s of the marketing mix

which are People, Process and Physical evidence and not through the usual communication tools

such as advertising, personal selling more expensive.

However as an article from the Irish times, Primark’s strategy is “reaching the highest number of

potential customers at the lowest cost”.( Business 2000)

Defined by Hollensen (2007) as a“Online word of Mouth marketing technique that seeks to

exploits existing social networks to produce exponential increases in brand awareness”, the Viral

marketing is one of the tool for Primark in France. Indeed while Primark is not setting up in

France, the social network facebook already gets more than 20 groups asking for Primark In

France such as for example “For the opening of a Primark in France” or “We want Primark in

France” (facebook website, November 2010). Matching its young targets, often heavy users of

internet, enjoying from the expansion of its social network, and corresponding to its strategy of

word of mouth to attract the maximum of customers, Internet through the internet viral seems

to be a real potential way of communication if France as well as for the company as it is very

cheap.

Good references to more than one accepted marketing theory; in context, well referenced and current

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According to a study about retailing in France (datamonitor,2009) , “Apart from Price, proximity

and convenience were among the majors needs of French consumers”.

While Primark is looking for highway and huge surfaces, industrial zone (characterised by

cheaper rent but high frequentation) or Big malls (which regroup a lots of shop and are often

situated in highway) seems to be the best place for Primark. Moreover a part of Primark’s target

is the teenagers which are characterised by a low mobility and go shopping in easy accessible

place.(E.g.: The teenager do not have driving licenses and often go to big shopping centers

where a lot of shops are together and with an easiest access than the industrial zone).

However in order to define what could be the distribution strategy for Primark in France, it is

important to look at the precedent implementation of Primark in Europe. Except in Spain with

five stores in Madrid and England with one store in Oxford street (London) Primark do not

setting up in the capital. If we look at the German, Belgium and Holland implementation, Primark

has a stores in Frankfurt (richest city in Germany) in Rotterdam (second city in Netherlands) and

in Liege (third most populated city in Belgium). In Portugal it has stores in Rio Tonto and

Amadora (Lisbon metropolitan area).

We can see that Primarks implementation in Europe and notably in the recent implementation it

also made through “test city” by not implementing its stores in the capital (often more expensive

than other cities) but other alternative significant cities in the country or in the capital region

which could be less expensive and then reduce the costs.

Seeing the precedent implementation in Europe and seeing the needs of French consumers and

especially the target young target market, a selective coverage in some “test area” could be

relevant and then turn towards an intensive distribution (which correspond better to a low price

and high turnover strategy), if the test is concluding like in Spain which has now 18 shops.

This section could be stronger with more specific identification of aspects of logistics.

Suggestions would be better if they were quantified with costings to identify the investment required to illustrate relative risk.

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Conclusion and critical reflection.

If we look at the Analysis of the first part through the use of Pestle and Porter five forces model,

France market in spite of its high competitiveness seems to be ready to welcome Primark.

However those models give a “snapshot” of an industry at a certain point and the fashion

industry is fast moving and change very quickly. Moreover the habits of expenditure in that

sector are highly affected by the external environment. As no one can predict what will happen,

the setting up of Primark in France seems to be an opportunity but the external environment if

suddenly changed (like the crisis in 2009 which slow down the expenditure in most of the

sector), could make the setting up of Primark more difficult.

When Porter propose three distinct generic strategy, a company dreams would be to mix both of

them. Indeed when Primark main strategy is cost leadership, it also could be saying that it looks

after differentiation notably by not advertising and through its high fast moving product strategy

(higher than it competitors). However the in-between strategy is highly risky and not affordable

The marketing mix has to be seen as a basic for the implementation of Primark seeing the

current French environment. However a marketing plan has to be flexible during the setting up

and during the development of a company in a country according to the reaction and

expectations of new customers and in order to match them. This high level of flexibility for a

marketing mix can not necessarily be affordable by Primark as every change generate new cost.

According to the financial director in Primark in a corporate video,(bbc,2005) “ there is still a lot

of places where we’re not and where we’d love to be” sources. Neighbours of UK, France could

be one of those place. Now surrounding France, Primark’s success story is it following a country

test strategy before its conquest of France?

Critique is a good reflection of both the assignment objective and the shortcomings of the process.

Combing accepted, well referenced current marketing thinking with the authors own insights

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Good reference list alphabetically presented for ease of cross referencing

https://www.portal.euromonitor.com/Portal/Magazines/Welcome.aspx





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