Takumi Yamaguchi and Fuminobu Ozaki
The main purpose of this study was to evaluate the tensile strengths of JIS G3549 super high-strength steel strand wire ropes (1,570 MPa-class high-carbon steels) and wire rope…
Abstract
Purpose
The main purpose of this study was to evaluate the tensile strengths of JIS G3549 super high-strength steel strand wire ropes (1,570 MPa-class high-carbon steels) and wire rope open swaged socket connections at fire and post fire.
Design/methodology/approach
Steady-state tests from ambient temperature (20 °C) to 800 °C, transient-state tests under the allowable design tensile force and tensile tests in an ambient temperature environment after heating (heating temperatures of 200–800 °C) were conducted.
Findings
The tensile strengths of the wire rope and end-connection specimens at both fire and post fire were obtained. The steel wire rope specimens possessed larger reduction factors than general hot-rolled mild steels (JIS SS400) and high-strength steel bolts (JIS F10T). The end-connection specimens with sufficient socket lengths exhibited ductile fracture of the wire rope part at both fire and post fire; however, those with short socket lengths experienced a pull-out fracture at the socket.
Originality/value
The fundamental and important tensile test results of the super high-strength steel strand wire ropes (1,570 MPa-class high-carbon steels) and wire rope open swaged socket connections were accumulated at fire and post fire, and the fracture modes were clarified. The obtained test results contribute to fire resistance performance-based design of cable steel structures at fire and fire-damage investigations to consider their reusability post fire.
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Yuri Taira, David J. Hardisty and Rui Jorge B. Basto da Silva
The authors analyzed data and information mainly from the company’s annual reports and the books written by the CEO.
Abstract
Research methodology
The authors analyzed data and information mainly from the company’s annual reports and the books written by the CEO.
Case overview/synopsis
How and when can a “value” brand upscale its brand image? In the wake of the financial crisis of 2007–2008, UNIQLO – Japan’s street fashion brand – considered introducing a new brand collaboration. They needed to capture the attention of younger, more fashionable consumers. However, people were tightening their spending as they faced uncertainties related to their jobs and wealth. Even though UNIQLO had had a steady growth in sales for the previous 24 years, it was questionable whether it was strategically a good time to launch a premium brand collaboration. And if so, who was the right partner? High-end designer Jil Sander, fashionable New York-based Theory or emerging French “casual luxury” brand Comptoir des Cotonniers?
Complexity academic level
This case is about the challenges faced by a low-priced brand to collaborate with a high-end brand to enhance the brand image. It explores the important elements to take into consideration when evaluating launching collaboration using the high-end brand’s name. The students will learn how to examine the risks and benefits of creating a new image for the core brand. If the students had learnt branding or brand extension before, this case can be used to teach how consumer’s perception affects brand extension and the target market’s impact on pricing and distribution strategies. It can be used for a marketing course at the MBA level to explore the concepts in a growing company’s brand image or an undergraduate specialized course in brand management or marketing management. The students also learn how the fashion industry’s supply chain management works to adapt to rapidly changing fashion trends.
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Pei-Yuh Huang, Shigeru Kobayashi and Kazuhito Isomura
– The purpose of this paper is to clarify how a competitive company develops its own method to create innovation by utilizing imitation and learning.
Abstract
Purpose
The purpose of this paper is to clarify how a competitive company develops its own method to create innovation by utilizing imitation and learning.
Design/methodology/approach
The paper examines the case of Fast Retailing from the viewpoint of imitation strategy.
Findings
Fast Retailing constantly explores and imports business ideas, evolves its business model through trial and error and finally creates innovation.
Practical implications
The paper emphasizes the importance of imitation strategy that flexibly accepts and extends business ideas through learning, creates new values by evolving a business model and combines them with corporate identity and brand.
Originality/value
The case study of Fast Retailing suggests that the successful imitation is enabled by flexible corporate culture and redefining its corporate identity and brand through the process of evolving its business model.