The Benetton organization has come a long way since it started back in 1965. Now it is not only a global enterprise, it is the fourth biggest business in Italy and with one of the twenty best known names in the world.
             A European business has almost the same possibilities to grow as an American, if not more possibilities. As Harris states, in the chapter we are reviewing, that European markets are more accessible and attract non-European investors.
             With the fast changes in markets, Benetton had a series of strategic objectives to maintain its popularity and success. Because of its history their main strategy has been to listen to the market, and has done so entirely.
             I think this is a very interesting study because my main interest is precisely clothing and design. This gives me an opportunity to reflect on just that.
             When Benetton first started it was a small family owned business with design as their strength.
             They had a number of partnerships with small workshops in northern Italy, which manufactured their clothing line which they later on sold to licensed retailers.
             This was a good start, but when competitors with facilities in low- cost countries started to match their progress, the Benetton family needed a new strategy. They could not relocate because of the many links with their sub-contract workers that had helped establish their business. They made a decision to invest $ 60 million into a new plant – one which the clothes were cut and another to finish the processing and manage the final release of the clothes.
             With this astonishing decision they managed to centralize their production, and with the heart of the organization close by, they could answer to the changing market more rapidly. Benetton's more laid back strategy I think was perhaps to close to the "throwing in the towel" boarder. This more careful strategy got them a more sought after brand to pu
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