1. MOTHERHOUSE

2. OUTLINE: MOTHERHOUSE Introduction of the company SWOT Analysis
Porter’s Five Forces Analysis
PEST Analysis
Conclusion

3. MOTHERHOUSE //

4. Introducing Motherhouse

5. Introducing Motherhouse
Motherhouse company and limited
9th of March , 2006
Capital
27,950,000 yen
Business
Develop apparel products in developing
countries and market them to developed
countries.
As of January 2008,manufacture jute and leather goods in Bangladesh and sell
them in Japan.
Eriko YamaguchiChief designer, founder, CEO Born: 21 August 1981

7. MOTHERHOUSE Overseas expansion Domestic market expansion
INTERNAL
EXTERNAL
Strenght
Strong Business Concept
Low production cost
Affordable price
Brand Image
Pioneer Advantage
Opportunity
Overseas expansion
Domestic market expansion
Weakness
Low Brand Awareness
Low capital
Low scale of production
Threat
Thousands of competitors
Being perceived as a low quality
Inconsistent
Easy to mimic

8. MOTHERHOUSE 1. Industry Rivalry: 2. Barrier to New Entrants:
Buyers
4. Substitutes
3. Suppliers
1. Industry Rivalry:
Intense battle of swarming competitors. As long as there is no recession, differentiated companies would do ok. Exit barriers are considered to be low.
2. Barrier to New Entrants:
Pioneer effect with strong business concept
Problem is apparel industry is owned by economies-of-scale makers. Big threats from big companies like UNIQLO etc.
4. Substitutes:
Company itself is very much differentiated from other makers which leaves substitutes powerless.
3. Suppliers:
Given the fact that they are supplying every single components from tons of local manufacturers, Suppliers have little power over Motherhouse.

9. PEST Analysis MOTHERHOUSE Political: I have no idea 
Economical: Pretty much all the threat. Among luxury brands with expensive products, Motherhouse’s products are fairly cheap which makes it easier to overcome recession. Unfortunately, brands like UNIQLO and H&M would take over if the consumers suffer economical problems.
Social: Thanks to Japanese rich aging population, lot of people can afford its medium priced products for the concept. Also Japanese tend to prefer hand-made products which Motherhouse is all about. Domestic growth should be highly expected for the next five to ten years.
Technological: Hand-made products are not vulnerable to technological aspect in apparel industry. Production potential are low at the moment. There is no big factory nor the vast numbers of workers. But surely sales would go up and eventually mass production should be considered. At some extent, they need to introduce technology for mass production.

10. MOTHERHOUSE What to do? Where to work on? Brand Awareness
Write a blog! Collaborate with famous blogger! Send your products, invite them to try you products, give some good impression, build a good relationship!
2. Prepare for growing demand
Business has grown from zero to 27 million yen in just 8 years and steadily growing. It has just opened five stores in Taiwan.
Domestic growth should be highly prioritized!
Since Japanese economy is recovering from this year, growth in domestic market should be number one goal. Introducing new line-ups, finding source of investment should be considered.
4. Protecting Brand image from being perceived as low quality.

11. MOTHERHOUSE loves you all!
THANKS FOR PAYING ATTENTION!
MOTHERHOUSE loves you all!