The apparel industry across the globe is one of the most competitive industries, competing in around every part of the world. The market characteristics in this industry are very short product lifecycles, high volatility, ever-changing trends, low predictability attached to very less or no repeatability. The apparel industry usually competes in three major categories. Firstly, they compete on the basis of cost advantage; they supply high quality products to the mass markets. For example, Armani doesn’t cater to the mass market, although the level and quality of products, produced by Armani are of no comparison but still they do not stand in the competition. Secondly, they produce affordable fashion clothes, in this section what they compete is not cost but the speed, their aim is to provide trendy clothes to the stores in the shortest possible operating times. For example, if the colour of London ramp in 2010 is blue, then it is the ability and efficiency of brands like Zara, Benetton and Top Shop to present the colour as soon as possible. Thirdly, the last but not the least is the high-end market competition, in this section the companies provide luxurious apparel to the customers satisfying their needs and demands. Brands like Ralph Lauren, CK, DKNY and etc. provide such high-end market competition, they neither competes upon cost nor upon the speed but what they compete upon is ‘brand equity’.
Companies go global for a number of reasons for example international brand recognition, greater market share and top of the line revenue growth. For this particular case, the Zara retail comes to mind. Due to the regulations, they are not allowed to open new stores easily in their home market; therefore, they seek growth in other markets. Some companies go global to take advantage from the emerging markets when their own domestic markets are stagnant, Germany and Japan comes first in this case. The companies expand globally in order to leverage their existing assets: global purchasing relationships, a global supply chain, a unique product, a unique format, or a well known brand. It is not sufficient to enter into an emerging market without weighing out its pros and cons, therefore, a strategy must be defined to enter in the market which reflects its uniqueness and quality. There might be several hundred reasons why a certain company wishes to go global but at the very basic level, a company’s reason to internationalize itself must fall under one of the following basic-root categories:
世界各地的服装行业是一个竞争最激烈的行业竞争，在世界的每一个部分。在这个行业的市场特点是很短的产品生命周期，高波动性，不断变化的趋势，可预测性低附着非常少或没有重复性。服装行业是竞争的三大类。首先，他们竞争的成本优势的基础上；他们提供高质量的产品为大众市场。例如，阿玛尼不迎合大众市场，虽然水平和产品质量，生产的阿玛尼是没有比较，但他们仍然不站在竞争。其次，他们生产的负担得起的时尚的衣服，在这段他们竞争不是成本，但速度，他们的目的是提供时髦的衣服，在尽可能短的操作时间的商店。例如，如果在伦敦有2010个斜坡的颜色是蓝色，那么它的能力和品牌Zara效率，贝纳通和铺顶出现颜色尽快。第三，最后但并非最不重要的是高端市场的竞争，这部分的公司客户，满足他们的需要和要求，提供豪华的服装。就像拉尔夫劳伦，CK品牌，DKNY等提供这样的高端市场的竞争，他们既没有竞争成本也不在速度，但他们的竞争上，品牌资产。
企业走出去为一些例如国际品牌识别的原因，更大的市场份额和顶级收入增长。对于这种特殊情况，Zara零售所想到的。的规定，他们不允许开设新的商店很容易在自己的国内市场；因此，他们寻求在其他市场的增长。一些企业走出去充分利用从新兴市场时，他们自己的国内市场停滞不前，德国和日本是在这种情况下，第一。该公司在全球扩张，以充分利用其现有的资产：全球采购关系，全球供应链，一个独特的产品，独特的格式，或一个知名品牌。这是不足以进入新兴市场没有称量出其利弊，因此，战略必须被定义为输入，反映了其独特性和质量的市场。可能有几百的原因，某公司希望走在最基础的水平上全球但，一个公司的理由国际化本身必须有以下几个基本的根类：
