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논문 기본 정보

자료유형
학술저널
저자정보
Kannika Leelapanyalert (Mahidol University) Sathapat Rujichaiyawat (Mahidol University) Jidapa Makaramani (Mahidol University)
저널정보
Academy of Asian Business (AAB) Academy of Asian Business Review Academy of Asian Business Review 제3권 제1호
발행연도
2017.6
수록면
75 - 93 (19page)

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초록· 키워드

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The purpose of this case study is to discuss MUJI’s sustainability strategy and no-brand philosophy which made the brand success in Japan. MUJI formulated the brand from noticing the opportunity in brand boredom among Japanese consumers. Consumers have curiously started looking for something worth their spending since the economic recession gradually demonstrates the impacts. The current environment problem forces consumers to have environmental consciousness, which turns them into ethical ones adopting quasi-green consumptions. In relation, MUJI has become successful by satisfying those needs with low-price and good-quality products which are generated from sustainable practices through its supply chain. The case focuses on key challenges which deter MUJI to acquire further growth from solely utilizing sustainability and no-brand philosophy. Being the brand with no-brand strategy, MUJI believes the good-enough product quality will boast its name among customers. Despite the success in Japan, MUJI face difficulties including financial problems which could be considered as a hindrance to go green. In Asia, financial and knowledge limitation probably impede customers to leave green product purchase behind. In addition, the positive attitudes towards the environmental issue do not necessarily translate into actual purchase behavior. The recommendations for MUJI to tackle the existing opportunity in green market are discussed.

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