Fashion collaboration or collision?

Abstract

Purpose -This study aims to exploit the match-up effect to fashion collaborations by distinguishing the consumers' fit association at a cognitive and attitudinal level. It seeks to investigate the mediating role of the match-up perception by identifying the antecedents of match-up perception and the attitude formation in co-marketing alliance. Design/methodology/approach -A total of 273 Korean women were surveyed to compare the product/brand associations, and assess the level of match-up perception and overall attitude toward the two fictitious co-marketing alliance cases. Findings -The study argued that the match-up perception mediated between framing criteria and the attitude toward co-marketing alliance. Usage situation, user identity, and perceived brand equity were valuable factors in the perception of alliance match-up. This match-up perception at a cognition level is a necessary condition prior to consumer attitude at an attitudinal level.Research limitations/implications -The research stimuli are limited to two fictitious alliance cases. Expanding cases to diverse product categories and brands' stimuli enhances the empirical validity. The cross-cultural approach with diverse regions is further considered for enhancing research reliability. Originality/value -The study exhibits an innovative fashion collaboration phenomenon. On empirically demonstrating the mediating effect of match-up perception in the context of co-marketing alliance, the study suggests the theoretical and practical insights in the Korean and global fashion industries.

Dynamics of Garment Supply Chain

“…A successful collaborative practice requires the coordination among the various supply chain members (Cao et al 2008) as well as in the inter-industrial partnerships i.e. co-marketing alliances (Ahn et al 2010). The major identified variables affecting the supply chain collaboration in garment sector in India are; top management commitment, information sharing, trust among the supply chain partners, long term relationships and risk and reward sharing .…”

Inter-industry creative collaborations incorporating luxury fashion brands

“…H&M and luxury houses) as well as the more recent inter-industry partnerships (e.g. Prada-LG mobiles) to facilitate success within a particularly competitive sector (Ahn et al, 2010;Wigley and Provelengiou, 2011). Ahn et al (2010) suggest that these interindustry partnerships are a distinct form of collaboration, which they refer to as "co-marketing alliances".…”

“…Ahn et al (2010) suggest that these interindustry partnerships are a distinct form of collaboration, which they refer to as "co-marketing alliances". Whilst a growing practice, scholarly literature on strategic alliances within the fashion industry is limited in number and scope, with the latter restricted to either a consumer perspective or a singular intra-industry case study (Ahn et al, 2010;Wigley and Provelengiou, 2011). This exploratory study therefore serves to harness both a business and consumer perspective towards inter-industry collaborations within luxury fashion branding, a sector which has shown increasing prevalence towards such alliances but on which there is a lack of robust academic research.…”

“…International management literature acknowledges many positive outcomes for companies engaged in such alliances, for example, higher return on equity, better return on investment and higher success rates (Todeva and Knoke, 2005;Keller, 2003;Aaker, 1996;Darby, 2006;Gammoh and Voss, 2011). Within fashion specifically, diverse partnership strategies have been deployed to drive innovation and newness in a highly competitive market (Ahn et al, 2010;Wigley and Provelengiou, 2011). Ahn et al (2010, p. 6) infer that "Fashion collaborations leverage entire fashion business concepts that transform their branding strategy into not only 'sleeping with enemies', but also to 'talking to strangers' regardless of product types".…”

“…Prada-LG mobiles) to facilitate success within a particularly competitive sector (Ahn et al, 2010;Wigley and Provelengiou, 2011). Ahn et al (2010) suggest that these interindustry partnerships are a distinct form of collaboration, which they refer to as "co-marketing alliances". Whilst a growing practice, scholarly literature on strategic alliances within the fashion industry is limited in number and scope, with the latter restricted to either a consumer perspective or a singular intra-industry case study (Ahn et al, 2010;Wigley and Provelengiou, 2011).…”