Patrizia Pepe: Unconventional Innovation and Integration in Fashion Supply Chain

Signori, Paola; Guercini, Simone

doi:10.1057/978-1-137-52352-5_2

Cited by 1 publication

(2 citation statements)

References 9 publications

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“…Brands may also be forced to reposition themselves due to the changing marketing environment. Repositioning can consist of changing/renewing existing associations, incorporating completely new associations and/or omitting existing Theoretical support: Aversa et al, 2017;Boardman et al, 2020;Cao et al, 2018;Foss and Saebi, 2018;Hacklin, et al, 2018;Heine and Gutsatz, 2015;Logman, 2013;Parguel, 2020;Saebi et al, 2017;Signori and Guercini, 2019;Snihur and Tarzijan, 2018;Todeschini et al, 2017;Varley et associations (Avery, 2012;Gaustad et al, 2019;Muzellec and Lambkin, 2006;Marques et al, 2020;Zhao et al, 2018). But sometimes, new brand associations may spontaneously emerge, as the business model behind the brand is optimized.…”

Section: Business Model Architecturementioning

confidence: 99%

“…Started as a fast-fashion business, the company continued integrating various formulas to its brand over time, from "pronto moda" to the "flash" formula, each demanding a new layer in the existing business model. Three supply chain layers built around three types of collections characterize Pepe's business model: a main collection, a flash collection created in autumn and sold in spring and weekly (fastfashion) mini-collections (Signori and Guercini, 2019). Some traditional luxury brands like Burberry are reacting to the fast-fashion evolution by adopting the SNBN (see now, buy now) business model (Salonga, 2017).…”

Section: Business Model Architecturementioning

confidence: 99%

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The interplay between brand and business model architectures:a conceptual grid

Logman

2021

MIP

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PurposeThis conceptual paper studies how brand and business model architectures interact.Design/methodology/approachConfronting the literature on brand and business model architectures, a “problematizing review” perspective is taken in this article. To develop the conceptual framework, a cyclical process of theory generation based on a literature review and empirical evidence is used. Various interaction options between a brand and business model architecture are discussed in detail and illustrated with practical examples.FindingsThe conceptual grid allows positioning each brand and business model architectural move in a coherent way, emphasizing the alignment challenges of each positioning option. This study also sheds another light on “dynamic capabilities,” as companies not only need to mix, remix and orchestrate business model architecture decisions, but at the same time align these decisions with brand architecture decisions.Originality/valueBy confronting and integrating two research domains, a novel higher-order theoretical perspective is obtained. In this sense it contributes to a management school of thought that is more integrative and deals better with today's more complex and dynamic reality, in which business model and brand decisions cannot be taken independently.

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