PurposeThe phenomenon of fast fashion is under‐researched academically, yet has received attention in most of the fashion and business press. Therefore, as it would seem timely, this article aims to present the findings of some exploratory research.Design/methodology/approachThe concept of agile supply chains or supply chain theory is explored with reference to fast fashion requirements. The research was carried out using in‐depth interviews of key informants in the fashion industry.FindingsThe major findings of this exploratory research demonstrate a developmental process occurring in supply chain management when fast fashion comes into the equation. This research provides additional complexity on the existing model of supply chain management for the fashion industry.Research limitations/implicationsThis paper presents a research agenda for future exploration. There are implications for theoretical perspectives of supply chain management as well as retail operations.Originality/valueThis paper offers insights into the impact of fast fashion on the supply chain and the links in the process which deserve further research attention.
Porter's Five Forces in the era of mobile communication technologies 5.1 The Threat of Entry of New Competitors 5.2 The Bargaining Power of Buyers 5.3 The Bargaining Power of Suppliers 5.4 The Intensity of Competitive Rivalry 5.5 The Threat of Substitute Products or Services Emergence of Omni-channel retailing 6.1 History and Growth of Online retailing 6.2 Development of Online Retailing 6.3 Omni-channel development 6.3.1 Pureplay 6.3.2 Bricks and Clicks 6.3.3 Multichannel 6.3.4 Omni-channel 6.4 Towards a Definition of Omni-Channel Retailing 6.4.1 Simultaneous Channel Usage 6.4.2 Connectedness 6.4.3 Single View of the Customer 6.4.4 Seamlessness 6.4.5 Consistency Profiling the modern day Consumer behavior 7.1 Channel switching 7.2 Researching online 7.3 Browsing 7.4 Channel adoption 7.5 Composite Channel Usage 7.5.
PurposeThe paper aims to establish how fast fashion is translated and communicated in the retail store environment.Design/methodology/approachAn interpretive paradigm and inductive methodology made use of participant observation and key informant interviews.FindingsWhilst efficiencies in the supply chain have facilitated fast fashion's success, centralised control structures have meant that these efficiencies and flexibilities have not been translated into the retail store environment. Marketing communications activity is evident in relation to aspects of fast fashion, for example, through the use of “hero pieces” as identified in this research, however, availability and retail presence must support the fast fashion proposition.Research limitations/implicationsThe paper has a UK focus where fast fashion is well established, therefore generalisations relating to other fashion markets may not be appropriate.Practical implicationsRetailers may have interest in the findings to gain competitive advantage in fast fashion.Originality/valueAcademic research on fast fashion research is still in its infancy, however this paper provides some unique insights into the phenomenon which may add to the nascent literature.
Purpose -The purpose of this paper is to provide a new perspective by conceptualising country of origin (COO) from a management perspective, identifying the impact different COO constructs have in the context of fashion retailer and manufacturer businesses.Design/methodology/approach -This qualitative study comprises a series of in-depth interviews with key informants from large-scale fashion retailers and manufacturers in the UK. Findings -The major findings of this research demonstrate that COO is considered a strategic business imperative but manifests in a variety of ways depending on brand positioning, long-term strategic plans, expertise, and brand values etc. Originality/value -This research presents a new perspective on the COO construct, addressing it from a management rather than consumer perspective. It argues that COO can be considered as a strategic dimension, which is manifested in a variety of ways. COO has been extensively researched from a consumer point of view but this research takes a new approach by presenting findings from a managerial point of view, with fashion manufacturing and retail branding as the context. Research implications -
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