Purpose -To examine how companies in the maturity stage of the product life cycle can implement and maintain a successful niche market strategy to increase competitiveness in the face of new competition, with particular reference to the global textile industry. Design/methodology/approach -Responsible executives in eight firms in the textile and apparel/clothing sector in the USA were interviewed face-to-face or by telephone, or completed an online questionnaire. The sample contains leaders in the industry. Findings -Research results suggest that niche marketing is an effective strategy for countering price competition in a mature industry and can use a niche market strategy. They identify key success factors, the most important factor of which was found to be a thorough understanding of the targeted consumers. It is concluded that the marketing mix plays a more important part than is generally suggested in the literature, by communicating non-price product attributes to the niche market.Research limitations/implications -The small sample limits generalization beyond the companies that participated in the study and comparable firms in the US textile and apparel/clothing industry.Practical implications -This research study shows, within its limitations, that niche marketing is a promising global competitive strategy for mature industries. The study proposes practical guidelines for putting it into practice. Originality/value -This study generally confirms the literature, but comes to some original further conclusions.
PurposeThe purpose of this study is to examine how the textile and apparel industry can utilize a niche market strategy in order to compete with lower priced imports.Design/methodology/approachThe research design used for this study was an in‐depth case study method. The sample consisted of selected companies from the fiber, textile, apparel, and auxiliary sectors who are considered leaders in the US textile and apparel industry.FindingsResults indicated that firms can approach a niche strategy from either a market or a product perspective. Findings also indicated variables that are used by firms for both approaches. The most important factor in which a firm needs to focus is understanding the consumer.Research limitations/implicationsBecause of the limited sample size of US textile and apparel firms, the results can only be generalized to those companies that participated in the study and not the entire textile and apparel industry.Practical implicationsThis research study showed that a niche strategy is a promising global competitive strategy for the textile and apparel industry that can be used to compete with lower priced imports.Originality/valueThis study clarifies not only how a niche market/product is defined by the industry, but also how firms can implement and maintain a successful niche strategy.
If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.Abstract With the present transient status of many countries' economies, the international textile industry faces considerable challenges. There are many uncertainties surrounding the global textile market, exacerbated by the foreboding that in 2005, quotas will be eliminated, resulting in "free" trade flows. There is no doubt that manufacturers who have created niche markets will be better positioned to compete in the global marketplace and achieve higher margins for products while yielding greater profitability. This paper is an introduction of a larger study that will examine how niche market definitions are being recast, owing to changing global patterns. This paper addresses what role niche markets will play in 2005. Specific objectives are: to give a broad overview of various trade theories, including classical, neo-classical, post-neo-classical, and modern, in order to determine what, theoretically, the future holds for the US textile and apparel industry. Specifically, focus will be given to the issue of specialization as a result of trade; to explain how the specialization advocated by trade economists relates to niche markets in the US textile and apparel industry; to illustrate how traditional marketing methods differ from niche marketing; and to examine what role niche markets will play in the US textile and apparel industry in 2005. The results of this research study will aid in the formulation of a business strategy that can by utilized to capitalize on niche markets and will provide a research framework for global textile researchers.
Purpose -The purpose of this research is to investigate the growing trend of the use of private labeling as a competitive strategy among fashion retailers. Specifically, how retailers differentiate and create niche markets within their own private label merchandise is examined. The study focuses on how retailers develop and expand their private label portfolios, while minimizing the risk of cannibalization. Design/methodology/approach -The research methodology is an in-depth case study design that is used to gather information from a selected sample of those retailers that participate in apparel private label product development. Findings -Results indicate a strong use of a niche marketing strategy by retailers in the development and implementation phase of private labels. The strategy resulted in increased profits and market share. Practical implications -The study is significant because it provides a framework for a globally competitive strategy that retailers can utilize in order to develop specialized, niche markets within their private label merchandise, while minimizing the risk of cannibalization. Originality/value -There is a void in the current research literature relative to the use of a niche market strategy as a competitive strategy by the fashion retail industry, particularly when related to the development and marketing of private label merchandise.
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